Office Supervision and Management
Part 1 Identifying Basic Concepts and Trends
Chapter 1 The Evolution of Management Practices
The Role of Management in the Workplace (page 6)
What is Management?
Management is the process of working with and through others to blend together people, materials,
money, methods, machines, and morale in an effort to set and to achieve the goals of the organization.
Administrative Management is related to the word administrations, which describes the performance
of, or carrying out of, assigned duties.
Managerial roles or behaviors
Interpersonal: Because of their formal authority and superior status, managers engage in a good deal of
interpersonal contact, especially with people who report to them.
Informational: Every manager is a clearinghouse for information relating to the task at hand or issues of
relevance.
Decisional: In their decisional roles, managers balance competing interests and make choices. Through
decisional roles, strategies are formulated and put into action.
The Administrative Manager Position (pages 6-7)
Administrative Office Manager (AOM/AM): The person who heads up the company-wide information
management function may have one of several titles:
 Administrative manger (AM)
 Office manager
 Manager of administrative services
 Information manager
 Manager of office services
 Administrative office manager (AOM)
No matter what title, this is the person responsible for planning, organizing, and controlling the
information-processing activities and for leading people in attaining the organization’s objectives.
Schools of Management Thought (page 7)
 Some administrative managers view the management process primarily as the science of managing—
knowing what the principles are and how they should work.
 Others look upon management mainly as an art—knowing when, how, and why to apply a given
principle in a particular situation.
 Each has a different approach
Five schools of management
 Classical
 Behavioral
 Management Science
 Quality Management
 Systems
Office Supervision and Management
Instructor Wendy Alliman
Office Supervision and Management Chapter 1 The Evolution of Management Practices Continued…
Page 3 of 15
The Classical School (page 8)
Two Classical Schools of thought for Classical Management Theory
 Scientific Management
 Total Entity Management
Scientific Management
 Scientific Management evolved in order to solve two major problems
1) How to increase the output of the average worker
2) how to improve the efficiency of management.
 Requirement in Scientific Management
Is a higher order of common sense involving the careful definition of problems and development of
plausible solutions.
Frederick W. Taylor
 Father of scientific management.
 Concerned with the efficiency of workers and managers in actual production.
 There is one best way of doing everything.
Frank & Lillian Gilbreth
Invented devices & introduced techniques to aid worker to develop their full potential through training,
tools, environment & work methods.
Max Weber
German sociologist who developed the concept of an ideal model or pure form of organizational design
(bureaucracy)
Weber’s Bureaucratic model
1. Clear-cut division of labor—jobs broken down into simple, repetitive operations.
2. Well-defined hierarchy with a fixed chain of command
3. System of abstract rules for controlling operations
4. Administrative acts, decisions, & rules recorded in writing to provide permanent files
5. Employment and promotion based on technical qualifications.
6. Employee protection against arbitrary dismissal.
William H. Leffingwell
 Father of office management
 Credited with applying principles of scientific management to office work.
 Developed Five Principles of Effective Work.
1. Plan the work (what, how, when, where, & speed)
2. Schedule (coordinate efforts of workers, machines & information)
3. Execute (skillfully, accurately, rapidly, & without unnecessary effort & delay)
4. Measure (quantity, quality, worker’s potential, production records)
5. Reward (select, train, motivate, compensate & promote employees
Office Supervision and Management
Instructor Wendy Alliman
August 23—December 17, 2010
Office Supervision and Management Chapter 1 The Evolution of Management Practices Continued…
Page 4 of 15
Total Entity Management
Total Entity Management emphasized an overall approach to the administrative problems of
management. Thu, they searched for effective means of directing the business firm as a whole, or as an
entity.
Henri Fayol
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Presented the concept of the universal nature of management.
Developed the first comprehensive theory of management.
Stressed the need for teaching management in schools and colleges.
Henri Fayol Elements of management
 Planning
 Organizing
 Commanding
 Coordinating
 Controlling
Henri Fayol believed his Elements of Management Should be applied to political, religious, military, and
other organizations.
Mary Follett
 Political philosopher, social reform critic, and creative problem-solver in the field of motivation and
group processes.
 Termed and promoted “togetherness” and “group thinking”
The Behavioral School (page 10)
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Human Relations Approach to Worker Behavior
Clear-cut recognition that workers are interested in more than money.
Great importance to workers are meeting their social, psychological, and physiological needs.
Interested in the human element within the organization.
Two main approaches that placed increased emphasis upon the workers in organizations.
1. Human Relations Approach
o Early approach to worker behavior
o Calls attention to the importance of the individual within the organization.
2. Behavioral Science Approach
o The modern approach to worker behavior
o Cuts across the fields of psychology, anthropology and sociology to emphasize interpersonal
relations and democratic actions on the part of workers.
Human Relations Approach to Worker Behavior
Elton Mayo
Hawthorne experiments
 Changes in work environment had little long-term effect upon worker productivity.
 Proved that when management recognized emotional needs, workers felt appreciated.
Office Supervision and Management
Instructor Wendy Alliman
August 23—December 17, 2010
Office Supervision and Management Chapter 1 The Evolution of Management Practices Continued…
Page 5 of 15
Behavioral Science Approach to Worker Behavior
Modern behaviorists typically list several needs ranging from 3 to 15 in number.
Abraham Maslow
Developed a theory of human motivation that is a classification of human needs.
 Maslow’s Hierarchy of Needs: when lower level needs are satisfied, they are no longer a motivating
factor. Then higher-level needs are dominant motivating factors.
Douglas McGregor
Explored the human side of organizations and defind the traditional and current views of worker
behavior.
 Theory X and Theory Y
 Some have capacity for tenderness with little need for external regulation.
 Others have capacity for cruelty with need for close control and regimentation for the good of
society.
Frederick Herzberg
 Motivation-hygiene theory
1. Motivators result from experiences that create positive attitudes toward work and arise from the
job content itself
o Self improvement
o Recognition
o Achievement
o Desire for and acceptance of greater responsibility
2. Hygienic factors are related to productivity on the job
o Pay
o Working condition
o Company policies & quality of supervision.
Peter F. Drucker
 Management by Objectives (MBO).
 Objectives are set forth for every area where performance and results directly and vitally affect the
survival & prosperity of the organization.
The Management Science School (page12)
Also known as Quantitative Business Methods: makes use of engineering and mathematical skills to
solve complex decision-making problems.
 Work sampling—random samples taken in order to supply information for use in setting work
standards
 Waiting-line/queuing theory—study done on the behavior of persons waiting in line (customers lining
up in a bank tellers window).
 Forecasting—to plan capital expenditures for new plant/equipment
Office Supervision and Management
Instructor Wendy Alliman
August 23—December 17, 2010
Office Supervision and Management Chapter 1 The Evolution of Management Practices Continued…
Page 6 of 15
The Quality Management School (page 12)
Quality Management or Total Quality Management (TQM)
 A philosophy and a set of principles used to guide the entire organization in continuous improvement.
 Uses quantitative methods along with the organization’s human and capital resources to improve all
processes, performance in every functional area, and the degree to which the organization meets the
needs of present and future customers and suppliers.
 TQM tools include:
 brainstorming
 goal setting
 quality circles
 statistical measurement
 work team techniques
 workflow analysis
W. Edwards Deming
 Is the leading exponent of quality management and pioneering statistical analysis.
 During WWII, taught American companies how to improve their production of high-quality goods and
services.
 Created the “14 Points” (Table 1.1 pg 13).
William Ouchi
 Coined the term Theory Z management
 The attitude of Japanese management toward work and workers.
The Systems School (page 14)
 Most modern approach to the study of management process
 describes the total organization
 A group of parts that are interrelated in such a manner that they form a unified whole and work
together to attain a definite object.
Figure 1.1 pg 14 Major Systems in the Workplace
Administrative
Office
Purchasing
Sales and
Marketing
Finance
The Firm
(The Total
System)
Accounting
Office Supervision and Management
Human
Resources
Production
Instructor Wendy Alliman
August 23—December 17, 2010
Office Supervision and Management Chapter 1 The Evolution of Management Practices Continued…
Page 7 of 15
Levels And Skills Of Management (page 14)
Larger organizations have Three levels of management in the shape of a pyramid
 Top
 Middle
 supervisory
The traditional management model is in a shape of a pyramid.
The pyramid organizational chart demonstrates a clearly defined structure that spells out the chain of
command.
Chain of Command
Transmitting authority from the top level through successive levels of management to the workers at
the lowest operative level.
Demonstrates the authority-responsibility relationships that link superiors and subordinates throughout
the entire organization.
Skills of Management
The skills required at each managerial level are similar, but are applied differently.
 Conceptual: analyzing problems, devising solutions & action plans, and anticipating the consequences
of decisions
 Human (interpersonal, “soft,” or people skills): skills that allow one to work effectively with others.
Include a manager’s ability to communicate, coach, lead, resolve conflicts, achieve consensus, and
motivate workers
 Technical: work-related skills that demonstrate the manager’s ability to use the technology, tools,
techniques, and procedures specific to a particular field.
Activities Performed
Long-range strategic decision-making that sets the tone and vision for the
future in terms of new products, new markets, new facilities, etc.
Information Needed by Manager
Concise synopsis of interrelated, departmental efficiencies; on-demand
reports requested for immediate use.
Top
Management
Chief Executive Officer
President
Vice President
Activities Performed
Intermediate-range tactical decision making that implements the
strategies that have been determined by top management.
Superintendent
Mayor
Middle Management
Information Needed by Manager
Summary reports and graphs that show trends and exceptions to norms as
related to resource usage spread over a monthly basis.
Department Head
Activities Performed
Short-range operational decision-making that ensures that specific jobs are
performed which meet the objectives of the organization.
Dean
Information Needed by Manager
Detailed, routine information needed to make immediate short-term
decisions on a daily basis.
Branch Manager
Principal
Administrative Manager
Supervisory
Supervisor
Department Chair
Lead Secretary
Registrar
Office Supervision and Management
Instructor Wendy Alliman
August 23—December 17, 2010
Office Supervision and Management Chapter 1 The Evolution of Management Practices Continued…
Page 8 of 15
Functions of Management (page 16)
Major Managerial Functions
 Planning
 Organizing
 Leading
 Controlling
Planning Function (page 17)
Planning
Is the management function of choosing or generating organizational objectives and then determining
the courses of action needed to achieve those objectives.
 Planning precedes the other three management functions
 Planning is most closely related to the controlling function
 Effective managers are generally very good planners
 Objectives: Are measureable end results-the goals or targets-that an organization, department, or
individual seeks to attain.
Planning Time-Line Phases
Managers make plans according to long, intermediate, and short-range time lines.
Long-term/range
 Three to five years
 Could be as far out as 10 or more years
Intermediate-term/range
 One to three years
Short-term/range
 One day to one year
Levels of Management Planning Time-Line Phases
Top managers
 Create strategic long-term and intermediate-range plans of one to five years.
 Focus on competitive strategies, new products, and/or capital investments.
Middle Managers
 Concerned with intermediate-range and short-range plans of one month to one year in length.
 Outlines the tactics to use to improve scheduling and coordination of a critical project.
Supervisors
 Make short-range plans of one day, one week, or one to six months.
 These plans can be as simple as how to implement and communicate a new policty or work method or
how to assign work.
Office Supervision and Management
Instructor Wendy Alliman
August 23—December 17, 2010
Office Supervision and Management Chapter 1 The Evolution of Management Practices Continued…
Page 9 of 15
Strategic planning process (Comprehensive Strategic Plan)
Strategic Planning process
 Involves defining an organization’s mission, setting its objectives, and developing strategies that will
enable it to operate successfully in its internal and external environment. This creates the future for
the organization.
 Long-term organizational effectiveness depends on the strategic planning process.
 Involves 9 Phases.
 Begins with Planning and proceeds through implementation of the plan.
 Each phase builds on the previous phase.
The Nine Phases of Strategic Planning Process
1. Planning to Plan
 The organization’s leadership decides that planning is necessary and determine which
organizational units are affected and who should be involved in the planning.
2. Conducting A Values Scan
 Planning team examines values to determine how those values affect the planning with which the
planning team have been tasked, also examines how conflicts among these values can be
managed.
3. Forming A Mission Statement
 The mission statement is written and describes why the organization exists, what functions it
performs, how it performs these functions, and for whom they are done.
4. Developing Strategic Business Modeling
 The planning team conceptualizes specific alternative scenarios or benchmarks toward achieving
its mission.
5. Conducting A Performance Audit
 The planning team evaluates the organization’s current performance in order to understand
clearly and predict its capacity to achieve the future envisioned for it.
6. Preparing A Gap Analysis
 Gaps between current and envisioned performance must be analyzed and understood so the
team can work and rework its modeling scenarios.
7. Integrating Action Plans
 The team creates a “grand strategy” or “master business plan” from scenerios that showed
promise and proposes complementary actions.
8. Planning For Contingencies
 “What if” questions are addressed.
9. Initiating Implementation
All stakeholders are informed of the plan, and it becomes part of everyday management decisions.
Office Supervision and Management
Instructor Wendy Alliman
August 23—December 17, 2010
Office Supervision and Management Chapter 1 The Evolution of Management Practices Continued…
Page 10 of 15
Types of plans
The two types of plans used in organizations are Standing Plans and Single-use Plans.
Standing
Those that remain in effect within the organization
 Rules
 Policies
 Procedures
Single-use
Developed and used for a certain period of time
 Budget: fiscal year, academic year, or calendar year)
 Project: used to achieve objectives such as open houses and company parties.
Importance of Planning
Planning Step
 Saves time and reduces errors.
 Promotes flexibility and adjustments are easier to make as the process moves toward completion.
Organizing Function (page 20)
Organizing is the multifaceted management function that gets things done.
Organizing includes four facets:
1) Planning phase determine the resources and activities required to achieve the organization’s
objectives.
2) Combining resources and activities into a formal structure.
3) Assigning responsibility for achieving the activities.
4) Delegating authority to carry out assignments.
Delegating process
 Delegation is the process by which managers distribute and entrust activities and related authority to
subordinates in the organization.
 Frederick Herzberg conducted three aspects of the delegation process.
Three Aspects Of The Delegation Process
1) Delegation of authority to do the job
2) Assignment of responsibility to complete a task.
3) Accountability of the results.
Authority
 Authority is the right to do something, to tell someone else to do it, or to make decisions that affect
the reaching of organizational objectives.
 Authority in an organization is either Centralized or Decentralized.
Office Supervision and Management
Instructor Wendy Alliman
August 23—December 17, 2010
Office Supervision and Management Chapter 1 The Evolution of Management Practices Continued…
Page 11 of 15
Centralized Authority
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The concentration of power and authority is near the top of an organization
Authoritarian
Upside is decisions can be made quickly to react to changing needs.
Downside is centralization of authority leads to a lessened sense of involvement by lower-echelon
workers, may lower morale, and can inhibit initiative.
Decentralized Authority
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Power and decision-making are dispersed to successively lower levels of the organization.
Slower in movement
Creates a stronger organization.
Speeds up customer service and is more responsive to customer’s complaints and concerns.
Decisions that affect customers can be made at a lower level.
Top-level executives can better use their time.
Organizing/Leading Functions
Responsibility
Responsibility is the obligation and accountability for properly performing work that is assigned.
Managers Responsibilities.
 Know what’s going on.
 Keep abreast of important decisions.
 Track the progress of projects (or lack of it).
 Ensure that “derailed” projects get back on track.
 Set the direction for subordinates to take.
 Make the decisions employees can’t.
 Offer a guiding hand by opening doors to clear the way.
 Measure performance.
Accountability
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Accountability involves judging the extent to which employees fulfill their responsibilities.
When you delegate, you must also set up benchmarks or controls.
Controls evaluate results and thereby ensure that responsibilities are met.
The subordinate must be “held accountable” for all of his or her actions if the delegation of authority
is to be effective.
Eight Delegating and Performance Tracking Tactics
1. Set measurable and specific goals, be clear on what you want to accomplish by giving clear , specific
instructions.
2. Select the right person.
3. Schedule progress reviews.
4. Establish checkpoints or “milestones” for, and with, subordinates.
5. Be available as a resource.
6. Delegate the entire project, whenever possible. “owning” a job, taking it from start to finish, is a
great motivator.
7. Share responsibility and power. Delegate not only the work but also the appropriate amount of
authority over the project.
8. Keep your composure in the face of mistakes.
Office Supervision and Management
Instructor Wendy Alliman
August 23—December 17, 2010
Office Supervision and Management Chapter 1 The Evolution of Management Practices Continued…
Page 12 of 15
Leading Function (page 22)
Leading is the management function of motivating individuals and influencing group activities to
accomplish objectives.
For a manager to lead effectively, he or she must possess personal qualities and a leadership style and
power combined with the following abilities.
 Ability to communicate
 Ability to motivate
 Ability to discipline if appropriate
Controlling Function (page 23)
 Controlling is the management function of devising ways and means of ensuring that planned
performance throughout the process is actually achieved.
 Effectiveness and Efficiency are measurements used to gauge achievement.
Effectiveness
Effectiveness is the ability to get the “right things” accomplished by selecting the most suitable goals
and the proper steps, people, and physical resources to achieve them.
Efficiency
Efficiency is the ability to “get things right” in a reasonable and timely manner with a minimum
expenditure of resources
Importance of Control
Consequences of poor quality control:
 Irate customers
 Loss of business
 Loss of reputation
 Costs of correcting damage resulting from poor control
Control process
The essence of the control process involves four steps
1. Setting performance standards
2. Measuring actual performance
3. Comparing actual performance with standards and analyzing deviation
4. Responding to deviation by taking corrective action, when necessary
Example of Control Process
 Preparing and using a budget
 Evaluation of employees
Office Supervision and Management
Instructor Wendy Alliman
August 23—December 17, 2010
Office Supervision and Management Chapter 1 The Evolution of Management Practices Continued…
Page 13 of 15
1. Expressions of Measurable Performance Standards
 Numbers, such as number of items produced
 Dollars and cents, such as payroll costs or maintenance costs.
 Time standards, such as eight hour document turnaround time.
2. Measuring Actual Performance Answers the following questions:
 Which specific activities to measure (sales, costs, profits, orders).
 When is the best time to measure
 With what frequency should measurements occur in order to produce a fair and accurate result.
3. Measuring Actual Performance to Standard Performance
 If actual performance is identical to the standard performance initially established, no further
control is necessary.
4. Actual results do not equal the stated standard for results or performance
 The manager must initiate corrective action.
Basic Principles of Management (page 24)
Principles (page 24)
 Principles are broad, general statements that are considered to be true and that accurately reflect
real-world conditions in all walks of life.
 Principles can be questioned, changed, and discarded if they no longer serve useful purposes.
Examples of a Principle would be when a business goes green
 A business will reduce paper and use information sent online.
 A Theory is sets of principles grouped into a general framework that explains the basic relationships
among them.
 Management Theory is the set of eight principles classified and grouped into a managerial framework.
Management Theory Set of Eight Principles
Principle 1: Define objectives
The objectives of an organization and all of its divisions must be clearly defined and
understood.
Principle 2: Accept responsibility
Responsibility for organizing work exists with managers at all levels, beginning with toplevel managers and extending to first-line supervisors
Principle 3: Unity of Functions (Teamwork)
All organizations are composed of various functions that must be effectively integrated so
they can work together as a unit to achieve their major objectives.
The unity of function principle has the following three requirements:
Office Supervision and Management
Instructor Wendy Alliman
August 23—December 17, 2010
Office Supervision and Management Chapter 1 The Evolution of Management Practices Continued…
Page 14 of 15
1) The various functions must be in proper balance in keeping with the importance of
their contributions to meeting the firm’s objectives.
2) A reasonable amount of stability in human resources must be maintained.
3) Flexibility must be ensured to meet operational or economic changes that occur in
most businesses.
Principle 4: Utilize Specialization
An organization should utilize specialization to achieve efficiency. The more specialized
the work assigned to individuals within the limits of human tolerance, the greater the
opportunity for efficient performance.
A specialist is a person who masters or becomes expert at doing a certain type of work.
Principle 5: Delegate Authority
Authority must be delegated to individuals in the organization in keeping with the
responsibility assigned them so that they can be held accountable for performing their
duties properly.
Delegation is a three-part process:
1) Assigning responsibility to complete a task, which may range from preparing a report
to participating actively on a committee.
2) Granting authority to do the job, such as giving a department manager the power to
hire and fire.
3) Creating accountability to carry out the task assigned.
Principle 6: Report to One Supervisor
Each employee should receive orders from, and be responsible to, only one supervisor.
Reporting to one supervisor is often called the Unity of Command Principle.
Principle 7: Limit Span of Control
For effective supervision and leadership, the number of employees reporting to one
supervisor should be limited to a manageable number.
Span of Control refers to the number of employees who are directly supervised by one
person.
Principle 8: Centralize or Decentralize Managerial Authority
Wherever possible, centralize managerial authority and responsibility for all highly
complex or technical functions in one location and decentralize the responsibility for all
simpler functions throughout the organization.
The Changing Workplace (page 27)
Downsizing and the AM
Office Supervision and Management
Instructor Wendy Alliman
August 23—December 17, 2010
Figure 1.3 pg 28.
Traditional Versus Nontraditional Management Organization
Traditional Management
Nontraditional Management
Supervisory
Top
Management
Supervisor
Chief Executive Officer
Department Chair
President
Lead Secretary
Vice President
Registrar
Superintendent
Mayor
Middle Management
Middle Management
Department Head
Department Head
Branch Manager
Branch Manager
Principal
Principal
Dean
Dean
Administrative Manager
Administrative Manager
Top
Management
Supervisory
Supervisor
Chief Executive Officer
Department Chair
President
Lead Secretary
Vice President
Registrar
Superintendent
Mayor
Office Supervision and Management
Instructor Wendy Alliman
August 23—December 17, 2010