RESPONSIBILITIES OF AN OFFICE MANAGER

An Office Manager has to perform the work efficiently and economically. He helps the
management in the area of selection, training, placement and remuneration of personnel. He
employs the personnel with proper means of work. He maintains proper balance among the
elements of office management by keeping in mind with the requirements of the organization.
The requirements of an office will vary with the size and nature of activities.

Office manager has authority and responsibility on par with other department manager. The
reason is that the office manager has some staff working under him. Today, office work is a
highly specialized function and requires a specialist to organize and control office activities.

1. Point person for maintenance, mailing, shipping, supplies, equipment, bills and errands
2. Organize and schedule meetings and appointments
3. Partner with HR to maintain office policies as necessary
4. Organize office operations and procedures
5. Coordinate with IT department on all office equipment
6. Manage relationships with vendors, service providers and landlord, ensuring that all
items are invoiced and paid on time
7. Manage contract and price negotiations with office vendors, service providers and office
lease
8. Provide general support to visitors
9. Responsible for creating PowerPoint slides and making presentations
10. Manage executives' schedules, calendars and appointments
11. Responsible for managing office services by ensuring office operations and procedures
are organized, correspondences are controlled, filing systems are designed, supply
requisitions are reviewed and approved and that clerical functions are properly assigned
and monitored
12. Establish a historical reference for the office by retention, record disposal, retrieval and
staff transfers outlining procedures for protection,
13. Ensure office efficiency is maintained by carrying out planning and execution of
equipment procurement, layouts and office systems
14. Responsible for developing and implementing office policies by setting up procedures
and standards to guide the operation of the office
15. Ensure that results are measured against standards, while making necessary changes
along the way
16. Allocate tasks and assignments to subordinates and monitor their performance
17. Assign and monitor clerical, administrative and secretarial responsibilities and tasks
among office staff
18. Perform review and analysis of special projects and keep the management properly
informed
19. Determine current trends and provide a review to management to act on
20. Responsible for recruiting staff for the office and providing orientation and training to
new employees
21. Ensure top performance of office staff by providing them adequate coaching and
guidance
22. Remain updated on technical and professional knowledge by attending educational
workshops, joining professional associations, building networks with fellow professionals
and reviewing of industry publications
23. Responsible for ensuring office financial objectives are met by preparing annual budget
for the office, planning the expenditures, analyzing variances and carrying out necessary
corrections that may arise
24. Participate actively in the planning and execution of company events
25. Responsible for developing standards and promoting activities that enhance operational
procedures
26. Allocate available resources to enable successful task performance
27. Coordinate office staff activities to ensure maximum efficiency
28. Evaluate and manage staff performance
29. Recruit and select office staff
30. Organize orientation and training of new staff members
31. Coach, mentor and discipline office staff
32. Design and implement filing systems
33. Ensure filing systems are maintained and current
34. Establish and monitor procedures for record keeping
35. Ensure security, integrity and confidentiality of data
36. Design and implement office policies and procedures
37. Oversee adherence to office policies and procedures
38. Analyze and monitor internal processes
39. Implement procedural and policy changes to improve operational efficiency
40. Prepare operational reports and schedules to ensure efficiency
41. Coordinate schedules, appointments and bookings
42. Monitor and maintain office supplies inventory
43. Review and approve office supply acquisitions
44. Handle customer inquiries and complaints
45. Manage internal staff relations
46. Maintain a safe and secure working environment
 QUALIFICATIONS OF AN OFFICE MANAGER

There is no hard and fast rule for qualification of office manager. Even though, an office
manager should have a sound educational background. The sound educational background means
proficient in English and be able to communicate effectively both writing and orally. This is
minimum expectation.

Moreover, an office manager must be well aware of office organization, business

administration, accounting and accountancy knowledge, nature of business and business
environment. Office manager should also be well trained in office systems and procedures, office
machines and equipment and data processing methods.

1. Proven office management, administrative or assistant experience

2. Knowledge of office management responsibilities, systems and procedures
3. Excellent time management skills and ability to multi-task and prioritize work
4. Attention to detail and problem solving skills
5. Excellent written and verbal communication skills
6. Strong organizational and planning skills
7. Proficient in MS Office
8. Knowledge of accounting, data and administrative management practices and procedures
9. Knowledge of clerical practices and procedures
10. Knowledge of human resources management practices and procedures
11. Knowledge of business and management principles
12. Computer skills and knowledge of office software packages
 MANAGEMENT EXPECT OF THE OFFICE MANAGER

 Supports company operations by maintaining office systems and supervising staff.

 Maintains office services by organizing office operations and procedures, preparing
payroll, controlling correspondence, designing filing systems, reviewing and approving
supply requisitions, and assigning and monitoring clerical functions.
 Provides historical reference by defining procedures for retention, protection, retrieval,
transfer, and disposal of records.
 Maintains office efficiency by planning and implementing office systems, layouts, and
equipment procurement.
 Designs and implements office policies by establishing standards and procedures,
measuring results against standards, and making necessary adjustments.
 Completes operational requirements by scheduling and assigning employees; following
up on work results.
 Keeps management informed by reviewing and analyzing special reports; summarizing
information; identifying trends.
 Maintains office staff by recruiting, selecting, orienting, and training employees.
 Maintains office staff job results by coaching, counseling, and disciplining employees,
and planning, monitoring, and appraising job results.
 Achieves financial objectives by preparing an annual budget, scheduling expenditures,
analyzing variances, and initiating corrective actions.
 Contributes to team effort by accomplishing related results as needed.

Office Manager Qualifications / Skills:

 Supply management
 Informing others
 Tracking budget expenses
 Delegation
 Staffing
 Managing processes
 Supervision
 Developing standards
 Promoting process improvement
 Inventory control
 Reporting skills

Education, Experience, and Licensing Requirements:

 High school diploma, GED, or equivalent
 Two to three years’ experience in an office setting manager
 Proficient with office software
 MANAGER’S GUIDE TO THE SUPERVISION OF OFFICE EMPLOYEES
It seemed to me that a more helpful system of management would focus on making the
employment relationship work well. It would take into account what employees need in order to
do their job well. It would also consider what responsibilities the managers have toward their
employees, what the limits of those responsibilities are and what responsibilities employees have
toward their managers. The system of management that I developed is based on five steps of
supervision.

1. Provide employees with the tools they need to do their jobs. From computers and fax
machines to pencils, ring binders and patient education brochures —the tools can be
anything tangible that is needed for the job.
2. Provide employees with the training they need to do their jobs. The key thing to
remember is that the learning process is often more difficult than we realize. While some
people are quick studies, others need a lot more time to absorb training. For tasks that are
complex—handling an irate patient, for instance—try repeating the training every few
days or weeks. One common error is to take an approach to training that is too informal.
Suppose, for instance, that you hire a new receptionist and she sits with the departing
receptionist during his last week on the job. She is learning from someone who may have
no natural aptitude for training, who may already have his mind on his next job and who
has no incentive to train her well. And if she struggles for the next few months, is that
because she’s not up to the job or because the former receptionist forgot to go over some
key tasks?
3. Help employees set goals to improve their performance. What should employees’
priorities be, and what level of performance should you expect from them? It is
management’s responsibility to provide each member of your staff with some direction
on these issues. I have found that the best way to do this is by helping them set goals for
improvement. Although I prefer them to set their own goals, I will ask a staff member to
change a goal if it doesn’t seem appropriate. Similarly, I will sometimes direct a staff
member to add an extra goal. Suppose, for instance, there is a problem with an
employee’s performance that none of his goals address—perhaps he frequently arrives at
work late. In that instance, I would help him set an appropriate goal.
4. Become a resource. Providing people with tools, training and goals is a good start, but
what happens when they reach an impasse? Will they ask you for your help? You can
encourage staff to look to you for help if you show that you are available, approachable
and willing to listen with an open mind. However, you also must be careful to let
employees retain responsibility for accomplishing their goals. You should be a resource,
but you must not take on staff members’ responsibilities.
5. Hold staff accountable. Make sure people have opportunities to account for the progress
that they have made on their goals. How often should you ask staff to report on this? That
depends on the nature of the goal. If an employee’s goal is to get to work on time, I
would tell him to report weekly. He would use a written form, and each day he would
write both the time that he was supposed to arrive and the time that he actually arrived,
then at the end of the week he would hand it to me. In an extreme case, I would ask him
to report in writing every day. In another example, suppose a refractive surgery
coordinator aims to increase surgeries by 10 percent. To help her meet that goal, she may
have set a number of subgoals, such as organizing one seminar each month. I might ask
her to report on that main goal quarterly, but the seminar subgoal monthly. I like
employees to provide these progress reports in writing. This becomes an excellent record
of achievement when it comes time for salary review. And if you need to terminate an
employee, you will have good documentation to support your decision.

https://www.aao.org/eyenet/article/five-steps-of-supervision-part-one-establish-respo