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Module Two Administrative Management and Current Trends
Module Two Administrative Management and Current Trends
Module Two Administrative Management and Current Trends
Module Two Administrative Management and Current Trends
Module Two Administrative Management and Current Trends
Module Two Administrative Management and Current Trends
Module Two Administrative Management and Current Trends
Module Two Administrative Management and Current Trends
Module Two Administrative Management and Current Trends
Module Two Administrative Management and Current Trends
Module Two Administrative Management and Current Trends
Module Two Administrative Management and Current Trends
Module Two Administrative Management and Current Trends
Module Two Administrative Management and Current Trends
Module Two Administrative Management and Current Trends
Module Two Administrative Management and Current Trends
Module Two Administrative Management and Current Trends
Module Two Administrative Management and Current Trends
Module Two Administrative Management and Current Trends
Module Two Administrative Management and Current Trends
Module Two Administrative Management and Current Trends
Module Two Administrative Management and Current Trends
Module Two Administrative Management and Current Trends
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Module Two Administrative Management and Current Trends

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  • 1. Module Two
    • Administrative Management and Current Trends
  • 2. Defining Administrative Management
    • The Institute of Administrative management provides the following definition of administrative management:
      • that branch of management which is concerned with the services of obtaining, recording and analysing information, of planning and of communicating by means of which the management of a business safeguards its assets, promotes its affairs and achieves its objectives
      • http://www.instam.org/?p=poip
  • 3. The Administrative Management Sub-system CONTROLS CONTROLS PERSONNEL require Physical resources + Data + Media for using data + Methods of using resources and data to achieve Goals of the AOS: Desired Information/Service
  • 4. Administrative management subsystems Refer Study Book p. 2.3 (fig 2.2) ADMINISTRATIVE SYSTEM Mail and reprographics Office design and layout Corporate travel Admin personnel management Information/ records management Information processing Communication Office supplies and equipment
  • 5. Quible’s (2001) Objectives of the Administrative Office System
    • To ensure that relevant organisational activities are designed to maximise individual and unit productivity
    • Effective management of the organisation’s information
    • Maintain reasonable quantity and quality standards
    • Effective work processes and procedures
    • Satisfactory physical and mental working environment
    • Define duties and responsibilities within the administrative office management area
    • Effective lines of communication between administrative employees and other areas of the organisation
    • Helping employees maintain a high level of work effectiveness
    • Effective supervision of office personnel
    • Assuring the efficient and proper use of specialised office equipment
  • 6. Managerial Functions – Main Elements Keeling and Kallaus (1996)
      • Planning
        • developing policies and objectives for the various information-processing services
      • Organising
        • applying basic principles of organisation in determining the working relationships among employees
      • Leading
        • directing and supervising effectively the office activities
      • Controlling/Directing
        • developing, installing, and improving administrative systems and procedures for each phase of administrative work
    Make sure you read Figure 2.5 – Quible (2001) Responsibilities of admin office manager
  • 7. Job descriptions for the admin manager
    • vary significantly from one organisation to another
    • Keeling and Kallaus (1996)
      • supervises administrative services
      • secures office supplies, furniture and equipment
      • controls interoffice communications
      • conducts special studies to determine equipment performance and costs of office equipment
      • establishes and coordinates administrative systems across operating departments
      • supervises recruitment, orientation and training of administrative employees
    • performs as member of organisational management team
  • 8. Skills Required by Administrative Managers
    • Conceptual, human and technical skills (see Module 1)
    • Odgers and Keeling (2000)
      • occupation specific knowledge
      • workplace behaviours
        • work ethics
        • interpersonal relationships
        • teamwork
        • problem solving and critical thinking skills
    • technical skills
          • core skills
          • occupation-specific skills
  • 9.  
  • 10. Trends in Administrative Management – Office Dynamism
    • Factors Contributing to Office Dynamism :
      • Increase in Government regulations eg FOI and Privacy legislation
      • Affirmative Action Legislation / Equal Employment Opportunity Legislation / Employee Expectations
      • Drives for cost minimisation
      • Perception of the ‘Information Advantage’
      • Escalating cost of inner city office space
      • Demise of traditional administrative career structures
      • New information technologies
    • Refer Study Book, pp. 2.10-2.13
  • 11. Change skills required
    • Three levels of change skills:
    • Flexibility – ability to react quickly and positively
    • Efficiency – ability to proactively make continuous improvements
    • Adaptability – ability to seize changes in the environment to create new products, services or processes
  • 12. Paradigm change in administrative management
    • Impact of Technology
    • Traditional Roles have disappeared (Secretary)
    • Greater reliance on administrative office professionals
    • One-department office has disappeared – now a broader, organisational wide role
  • 13. Tomorrow’s Office Manager
    • Tomorrows office manager must be:
    • Prepared for ongoing change and advancing technology
    • Focused on continual professional development
    • Capable of disseminating essential information
  • 14. The Virtual Office
    • Evolution of the workplace
    • New information and communication technologies are changing the very nature of work - what we do, how we do it, where we do it
  • 15. The Changing Office
    • Reasons for the rapidly changing office are twofold:
      • increase in networking of office devices eg Internet, intranets, local area networks (LAN), wide area networks.
      • move from analogue to digital technology; copying, printing, faxing and electronic mail activities have merged.
  • 16. Reasons for Creating a Virtual Office
      • Reduced real estate expenses
      • Increased productivity
      • Increased profits and competitiveness
      • Improved customer service
  • 17. Challenges for Tomorrow’s Administrative Managers (1/3)
    • Managers will need excellent people skills to manage new workforce
    Refer Selected Readings 2.3-2.4
  • 18. Challenges for Tomorrow’s Office Managers (2/3)
    • Managers will need to:
    • Select the right employees
    • Provide an environment for motivation (particularly for those working in remote locations)
    Refer Selected Readings 2.3 – 2.4
  • 19. Challenges for Tomorrow’s Office Managers (3/3)
    • Managers must maintain a comfortable and creative corporate culture despite physical distances
    Refer Selected Readings 2.3 – 2.4
  • 20. Tomorrow’s Office - some issues
    • Virtual Offices need:
    • Constant effective interaction/communication between people
    • Challenging and reward producing goals
    • A working environment to sustain motivation
    Refer Selected Reading 2.2
  • 21. Attributes of a Successful Remote Employee Include:
    • familiarity with job
    • self-motivated
    • strong work ethics
    • self-disciplined
    • excellent time management skills
    • effective communication skills.
    • knowledge of organisational procedures
    • results oriented
  • 22. Summary (according to DeVito, 1996)
    • Despite all the advances in the virtual office:
    • There remains no substitute for bringing people together
    • there must be face-to-face interaction with each other and with management.
    • Company retreats, annual meetings and team meetings continue to serve part of this important function.
  • 23. Consolidation of Module 2
    • Read Selected Readings 2.1-2.4 and complete Activities on pages 2.16-2.18 of your study book

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