I.

THE MANAGERIAL PROCESS

CLASS: MGT1104E
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1. The emerging thrust of administrative office management
o 1.Automation and digitization: With the advancement of technology,
administrative tasks that were once manual and time-consuming can now be
automated. This includes processes like data entry, document management,
and report generation. By implementing digital tools and software, office
managers can streamline operations, reduce errors, and save time.
o 2.Collaboration and communication: Effective communication and
collaboration are crucial for a well-functioning office. The emerging thrust of
administrative office management emphasizes the use of collaborative
platforms and tools to facilitate communication among team members. This
can include project management software, instant messaging apps, and
video conferencing tools.
o 3.Data-driven decision-making: Data analytics is playing an increasingly
important role in administrative office management. By collecting and
analyzing data on various aspects of office operations, such as employee
performance, resource utilization, and customer satisfaction, office managers
can make informed decisions and identify areas for improvement.
o 4.Remote work and flexible arrangements: The COVID-19 pandemic has
accelerated the adoption of remote work and flexible work arrangements.
Office managers are now exploring ways to effectively manage remote
teams and ensure productivity and collaboration. This includes implementing
remote work policies, providing the necessary tools and resources, and
fostering a sense of connection and engagement among remote employees.
o 5.Sustainability and eco-friendly practices: Many organizations are now
prioritizing sustainability and eco-friendly practices in their operations. Office
managers are taking steps to reduce waste, conserve energy, and promote
environmentally friendly practices. This can include initiatives like paperless
offices, recycling programs, and energy-efficient technologies.
o 6.Continuous learning and professional development: The emerging
thrust of administrative office management recognizes the importance of
continuous learning and professional development for both office managers
and employees. This can involve providing training opportunities, organizing
workshops and seminars, and encouraging employees to acquire new skills
and knowledge.

2. The functions and objectives of the administrative office management?

 *** The administrative office management function :

_ Several years ago, the administrative office management function was affected by the
information management thrust, which involved creating, processing, storing, and retrieving
organizational information.

_ The nature of the background and role of administrative office management makes it the
most logical of all organizational areas to have responsibility for the management of the
organization's information. Increasingly, the administrative office management function and
administrative office managers are being recognized and accredited for their contribution to
organizational success.

_ Administrative office management has a significant impact on employees throughout the

organization. One way it impacts on employees and perhaps the most significant way is that
it enables them to enhance their productivity. In addition to relieving employees of
responsibility for certain tasks, this position helps them maximize the efficiency of other
designated tasks. Also, administrative office management helps provide employees with the
information they need, when they need it, and in the format they desire. This partially
explains why the administrative office management area in most organizations transcends
alfunctions, units, and departments.

*** Objectives of administrative office management :

1. To ensure that relevant organizational activities are designed to minimize individual and
unit productivity.

2. To provide effective management of the organization's information.

3. To maintain reasonable quantity and quality standards.

4. To develop effective work pro- cesses and procedures.

5. To provide a satisfactory physical and mental working environment for the organization's
employees.

6. To help define duties and respon- sibilities of employees assigned within the
administrative office.

7. To develop satisfactory lines of communication among employ- ees within the

administrative of- fice management functional area and between these employees and
employees in other areas within the organization.

8. To help employees maintain a high level of work effectiveness.

9. To enhance the effective super- vision of office personnel.

10. To assure the efficient and proper.

3. Describe the evolution of management theory?

An understanding of the evolution of management theory is essential for a complete
appreciation of the managerial process. The administrative office management area
is firmly grounded in the theory of management that has evolved during the last 100
years. As Figure 1-7 illustrates, management theory has evolved through four rather
distinct phases, beginning with the scientific management movement in the early
1900s, and continuing with the administrative movement of the 1930s, the human
relations movement of the 1940s and 1950s, and the current modern movement.

Scientific management movement: Theory of management popularized by Frederick

W. Taylor in the early 1900s that focused primarily on increasing employee output and
improving the operating efficiency of management

 Any major problem confronting an organization could be resolved if

management would scientifically determine and communicate to employees their
expected output levels. Scientific management was designed to increase the
output of the employees and to improve the operating efficiency of management.

 As an economic entity whose motivation to work stemmed from their financial

needs, workers had to produce more at a lower cost and that they should be paid
on a piecework basis, which would enable them to increase their earnings.

 The cornerstone of scientific management was the use of time and motion study
for increasing workers' efficiency in using machines. Time study is concerned
with the amount of time it takes to complete a task, and motion study is
concerned with the efficiency of the motion involved in performing a task.

 Identify one best way to do a job and to select and train employees carefully and
thoroughly to perform their tasks. Beside, it also stressed the need for
management and employees to cooperate with one another as a means of
maximizing production. Because the mechanical and physiological aspects of
work were emphasized during the scientific management era, the workers'
psycho- logical and social needs were often neglected. In spite of its criticism,
the presence of scientific management continues to be felt today in such areas as
employee train- ing and job design.

Administrative movement: Theory of management popularized by Henri Fayol in the

1930s that focused primarily on the organiza- tion as a whole or total entity, rather than
on specific isolated functions

 The following specific management functions were identified: planning,

organizing, commanding, coordinating, and controlling. Whereas scientific
management focused on employee productivity and efficiency, administrative
management focused on coordinating and managing various organizational
endeavors. Management, regardless of the specialized area, was comprised of the
following universal principles:
1. Division of labor
2. Authority
3. Discipline
4. Unity of command
5. Unity of direction
6. Subordination of the individual interest to the general interest
7. Remuneration
8. Centralization
9. Scalar chain (line of authority)
10. Order
11. Equity
12. Stability of tenure of personnel
13. Initiative
14. Esprit de corps

 Weber's beliefs, which resulted in the development of the bureaucracy concept,

were centered around having well-defined hierarchies, employee task
specialization, written policies and procedures, technical competence among
employees, and separation of ownership and management.
 Some of the practices popularized during the administrative movement phase
continue to be used as they provide a basis for a number of today's management
concepts and theories.

Human relations movement: Theory of management popularized by Elton Mayo and

others in the 1940s and 1950s that focused primarily on indi- viduals and groups and that
provide employees with growth opportunities and challenges.

 Emerging during the 1940s and 1950s, the human relations movement was
largely a response to the failure of organizations to treat their employees in a
humane manner. Rather than focusing on the whole organization, which was the
philosophy of the administrative movement, the human relations era was
primarily concerned with individuals and groups and providing employees with
growth opportunities and challenges. The human relations movement focused on
the human and social dimensions of work and on the relationship between the
superior and subordinate, particularly in terms of interpersonal relations and
communication. Much of the work that evolved out of the human relations
movement was concerned primarily with the lower levels of management.

 One phase of the study determined the relationship between the illumination
 level of the employees' work area and their output. As the illumination level was
increased, the output also predictably increased. Unexpectedly, however, the
output continued to increase even when the illumination level was decreased.
The researchers con- cluded that the human element had a greater impact on
determining output and reaction to change than did the technical factor. Those
advocating human relations strongly believed, therefore, that treating employees
in a humane manner had a greater effect on operating efficiency and output than
did any of the technical factors.

 Certain of the concepts and practices popularized by the human relations move-
ment continue to be present today, especially those that involve human relations
and employee motivation. They also provide a basis for some of the current
think- ing regarding leadership strategies, as well as a basis for some of the
concepts that have emerged during the modern movement.

Modern movement: Theory of management that emerged in the 1950s which comprises
two approaches: the quantitative approach is also known as the operations approach and
the non quantitative approach is frequently called the behavioral sciences approach.
Increasingly, the modern movement is heading toward a systems approach to
management in which organization is thought to be composed of a number of systems
with interdependent parts. A change in one part can affect other parts
Contingency management, a concept of fairly recent origin, recognizes that no of a
given situation
Although not a new management concept -but one that currently receiving increased
attention- Total Quality Management (TQM) has important implications for
administrative office management

Theory Z
A management concept developed by William G. Ouchi 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.

1. Employees are assumed to have lifetime employment. They need not be concerned
about layoffs.

2. Employees are hired for their specific talents. The nature of an employee's job will be
deter- mined by his or her specific talents rather than by using a job to deter- mine what
talents an employee should have.

3. Decision making uses a consen- sus process that eventually results in widespread
agreement on all decisions.
4. Managers and workers trust one another and are loyal to one another.

5. Managers are genuinely con- cerned about their subordinates' well-being.

Although TQM programs found in organizations vary in their approach, some- times
quite extensively, they possess the following common elements:

 Focus on customer satisfaction

 Ongoing improvement of the organization's products 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 provide benchmark data that helps assess performance

The most recent management theory to evolve is Theory Z, which was developed by
William G. Ouchi. This theory is based heavily on the Japanese style of management.