ADMINISTRATIVE OFFICE

MANAGEMENT

Chapter 1
Principles of Administrative
Office Management

(Quible: 1-15)
(Keeling & Kallaus: 2-21)

1
Learning Outcomes

• Explain management functions and principles, and

relate the management principles to the activities
and role of an office supervisor in the present
organizational environment

2
 Topics to be covers:

• 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

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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 lawyer’s 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 firm’s most vital
resources – information.

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 ADMINISTRATIVE OFFICE MANAGEMENT:
Definition

 Definition of management
▪ Is the art or skill used by those who blend together
the six M’s – 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 M’s, 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 organization’s
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 organization’s
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 organization’s 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 information-related 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 organization’s 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.

OBM345/DEC.2016-APR. 2017/CHAPTER 1 15
Job Responsibilities Or Activities Of Office Managers
(Functions Of Management)

• Planning
• Develop goals and objective for each of the office functions
and services, including layout, environment, etc.
• Keep abreast of new developments in the field and
determining what changes should be made in existing
functions and services to maintain a state of the art position.
• Assessing the need for designing and implementing totally
new functions and services.
• Developing policies that will help assure the attainment of
goals and objectives.
• Determining the most effective means of implementing
desired changes.
• Developing the unit’s 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
– Determining the most effective means of organizing resources to
achieve goals and objectives.
– Determining the most effective way for employees to perform
specific tasks.
– Designing efficient work methods and procedures.
– Assuring the maximum utilization of the organization’s office
equipment.
– Developing effective methods and techniques when implementing
changes.
– Developing techniques for maximizing organizational and individual
productivity.
– Developing effective procedures for evaluating equipment being
considered for acquisition.

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 Job Responsibilities Or Activities Of Office Managers
(Functions Of Management)

• Leading (staffing and directing)

– Assuring the use of efficient employee selection procedures including
placement and orientation.
– Providing sufficient growth opportunities and experiences for
employees.
– Providing appropriate training experiences.
– Assuring effective appraisal of employee performance.
– Assuring the realistic description of employee’s jobs.
– Using effective techniques to supervise employees.
– Using effective techniques to motivate employees.
– Designing effective lines of communication within the unit.
– Assuring employee compliance with organizational policies and
procedures.
– Assuring that employees performance meets expectations.
– Helping employees solve work related problems.
– Using a fair, objective approach for adjusting employee’s salaries.

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 Job Responsibilities Or Activities Of Office Managers
(Functions Of Management)

• Controlling
– Developing efficient procedures for controlling the quantity and quality
of work processed in areas for which the administrative office manager is
responsible.
– Developing efficient procedures for scheduling work.
– Developing efficient procedures for use in readily determining the status
of unfinished work.
– Maintaining the unit’s budget.
– Assuring that methods and procedures are cost effective.
– Motivating employees to be cost-conscious.
– Developing effective assessment procedures for use in determining why
actual results fail to conform with anticipated results.
– Developing effective procedures for dealing with employees who fail to
comply with the organization’s rules and policies.
– Developing effective strategies for taking corrective action when and
where necessary.
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 Challenges

• Ability to cope with change and to help others accept change will
continue to create a challenge for administrative office managers.
• Technology used in office – result more sophisticated versions of
existing equipment.
• Government regulations – prepare reports and save in data bank.
• Organizational productivity – responsible for continually developing
efficient systems to maximize productivity.
• Increase number of administrative office managers
• Workforce become more culturally diverse – the customs, beliefs,
habits etc.
• Globalization – making sure that operating systems and technology in
all locations mesh well is critical, as is assuring compliance with
governmental regulations in the remote site.

Page 6 (Quible)
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 GLOBALIZATION

CHANGE AGENT
PRODUCTIVITY

CHALLENGES
CULTURALLY
GOVERNMENT
DIVERSE
REGULATION
WORKFORCE

NEW OFFICE
TECHNOLOGY
SYSTEM

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 Qualification, Professionalism, Education
Background (*tested in Quiz only)

• Administrative Office Managers must possess a through

understanding of variety business fundamentals – in order to
help achieve individual or organizational goals – E.g. economics,
management etc.
• A specialized knowledge of the following areas is also important
such as records management, data processing, office layout and
equipment used, productivity improvement etc.
• A commitment to ethical behavior.
• The ability to delegate responsibility

Page 8-9 (Quible)

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 QUALIFICATIONS
of an Administrative Office Manager

 Leadership to inspire and motivate employees to do their best.

 Interpersonal behavior and human relation skills.
 Commitment to ethical behavior.
 Ability to delegate.
 Effective decision-making skills.
 Effective communication skills.
 Ability to accept the viewpoint of others.
 Ability to exercise good judgment.
 Have the initiative and desire to continue to learn and develop
professionally.

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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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 ROLES AND SKILLS OF THE ADMINISTRATIVE
OFFICE MANAGER (AOM)

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

Decision Making Roles

Information Managemen Roles

Interpersonal Roles

Page 12-16 (Quible)

Page 12-13 (Kallaus & Keeling)
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SKILLS :

• Conceptual Skills
• Human Skills
• Technical Skills

Page 195-196 (Quible)

Page 8–9 (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 that enable the • Skills that enable the • Skills that enable the
administrative office administrative office administrative office
manager to analyze a manager to work manager to better
wide variety of through and with others, understand the nature
situations, both including subordinates, of various operations
technical an peers, and superiors. and tasks for which
nontechnical, as a he/she has
prelude to solving responsibility.
problems.

Conceptual skills Human skills Techinical skills

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 Conceptual Skills

• Conceptual skill is the ability to use existing knowledge in order to

acquire additional knowledge.
• One example of conceptual skills is the ability to view an entity as a
whole and see how a change in one of its parts affects all other parts or
functions.
• Although conceptual skills are generally learned through experiences
and the educational process, some are intuitive.
• Skills of an intuitive nature often enable the supervisor to make the
correct decision simply because it seems to be the correct decision.

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 Human Skills

• A human skill is the ability to use knowledge and understanding of

people as they interact with one another’s.
• These skills include a manager’s ability to communicate, coach, lead,
resolve conflicts, achieve consensus, and motivate workers.
• The application of such knowledge enables the AOM to identify,
comprehend, and solve human problems.
• An understanding of human skills will give the supervisor greater insight
into working effectively with each subordinates in each situation.
• Human skills can be learned either through on-the-job training or
through courses designed to help individuals improve their supervisory
skills.

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 Technical Skills

• Technical skills are work-related skills that demonstrate the

manager’s ability to use the technology tools, techniques, and
procedures specific to a particular field.
• The ability to understand specific function and to use the tools and
techniques related to that function or activity.
• The nature of technical skills the supervisor needs determined by
his or her areas of responsibility.
• Technical skills are typically acquired by means of the various
training techniques.

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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.

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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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 THE EVOLUTION OF MANAGEMENT THEORY/SCHOOLS
OF MANAGEMENT THOUGHT

Scientific Management Movement

(Late 1800s and Early 1900s)

Administrative Movement
(1930s)

Human Relations Movement

(1940s and 1950s)

Modern Movement (Since 1950s)

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 Scientific Management Movement (late 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.
 There is one best way of doing everything

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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 person’s 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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Max Weber
 The term bureaucracy is used to describe Weber’s
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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 Weber’s 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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Administrative Movement/Total Entity Quality Management

 Popular during the 1930s, the administrative movement focused

on the firm as whole or total entity rather than on specific
isolated functions.
 During this movement, the following specific management
functions were identified: planning, organizing, commanding,
coordinating and controlling.
 Whereas scientific management focused on employees
productivity and efficiency, administrative management focused
on coordinating and managing various organizational endeavours.

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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
• Division of labor • Centralization
• Authority • Scalar chain (line of authority)
• Discipline • Order
• Unity of command • Equity
• Stability of tenure of
• Unity of direction personnel
• Subordination of the • Initiative
individual interest to the • Esprit de corps
general interest
• Remuneration

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The Quality Management School

• The Quality Management School (TQM)

– Theory Z – a management concept developed by
William G. Ouchi that stresses the need to hire
employees for their specific talents that uses
consensus decision making, that is based on
management-employee trust, and so forth.

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Theory Z concepts:
– Employees are assumed to have lifetime employment.
They need to be concerned about layoffs.
– Employees are hired for their specific talents. The nature
of any employee’s job will be determined by his or her
specific talents rather than by using a job to determine
what talents an employees should have.
– Decision making uses of consensus process that
eventually results in widespread agreement on all
decisions.
– Managers and workers trust one another and are loyal to
one another.
– Mangers are genuinely concerned about their
subordinate’s well-being.

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Total Quality Management

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:

o A Continuous Improvement
o Downsizing
o Goal setting
o Quality circles
o Benchmarking
o Brainstorm
o Re-engineering
o Work team techniques
o Statistical measurement
o Workflow analysis
o Time management
o Employee participation in work teams
o Outsourcing

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TQM – Common Elements:
• Focus on customer satisfaction
• Ongoing improvement of the organization’s 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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• 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.

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Strategies of TQM

• Continuous improvement
• Benchmarking
• Downsizing/restructuring
• 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.

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Downsizing

• Downsizing/restructuring:
– Reduced/decreasing the number of employees in an
organization
– Cutting costs especially in payrolls
– Cut costs to obtain higher productivity

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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.

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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.
• Before employees become involved with a circle, they
should thoroughly understand the purpose, composition
and benefits of the concept

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Quality Circles

• Advantages:
• They help employees become more productive
• They increase the opportunities for employee to grow and develop
• They are economical to use
• They help increase employee job satisfaction
• They improve the communication between management and
employees

• Disadvantages:
• Some circles try to deal with problems outside the members’ areas
of expertise
• Some circles lack top management support
• Some supervisors whose subordinates participate in quality circles
believe their authority is usurped (seize/take over) by the process

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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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