management

1. WHAT DOESWHAT DOES
MANAGEMENTMANAGEMENT
EXPECTEXPECT
OF THE OFFICEOF THE OFFICE
MANAGER?MANAGER?

2. MANAGEMENT EXPECTSMANAGEMENT EXPECTS
THE OFFICE MANAGER TOTHE OFFICE MANAGER TO
BE AN ORGANIZER WHOBE AN ORGANIZER WHO
CAN BUILD AND DIRECT ACAN BUILD AND DIRECT A
SMOOTHLY FUNCTIONINGSMOOTHLY FUNCTIONING
ORGANIZATION THAT WILLORGANIZATION THAT WILL
PERFORM THE OFFICEPERFORM THE OFFICE
SERVICES AT A MINIMUMSERVICES AT A MINIMUM
OF COST.OF COST.

3. MANAGEMENT EXPECTSMANAGEMENT EXPECTS
THE OFFICE MANAGER TOTHE OFFICE MANAGER TO
BE ABE A DYNAMIC LEADER.DYNAMIC LEADER.

4. MANAGEMENT EXPECTS THEMANAGEMENT EXPECTS THE
OFFICE MANAGER TO SHOWOFFICE MANAGER TO SHOW
HIS DYNAMIC LEADERSHIP BYHIS DYNAMIC LEADERSHIP BY
KEETING A HEALTHYKEETING A HEALTHY
DISSATISFACTION WITH THEDISSATISFACTION WITH THE
PAST AND PRESENTPAST AND PRESENT
METHODS OF DOING THEMETHODS OF DOING THE
OFFICE WORK, AND THUS TOOFFICE WORK, AND THUS TO
WORK CONSTANTLY FORWORK CONSTANTLY FOR
NEW AND BETTER METHODSNEW AND BETTER METHODS

5. MANAGEMENT EXPECTSMANAGEMENT EXPECTS
THE OFFICE MANAGER TOTHE OFFICE MANAGER TO
BEBE WILLING AND ABLE TOWILLING AND ABLE TO
DELEGAT, AUTHORITY TODELEGAT, AUTHORITY TO
HIS ASSOCIATES ANDHIS ASSOCIATES AND
SUBORDINATES.SUBORDINATES.

6. MANAGEMENT EXPECTSMANAGEMENT EXPECTS
THE OFFICE MANAGER TOTHE OFFICE MANAGER TO
SHOW HIS WILLINGNESSSHOW HIS WILLINGNESS
TO DELEGATE AUTHORITYTO DELEGATE AUTHORITY
BY FUNDING AND TRAININGBY FUNDING AND TRAINING
KEY PERSONNEL ANDKEY PERSONNEL AND
ASSISTANTS TOASSISTANTS TO
SUPERVISE THE WORKSUPERVISE THE WORK
UNDER HIS BROADUNDER HIS BROAD
SUPERVISION

7. MANAGEMENT EXPECTSMANAGEMENT EXPECTS
THE OFFICE MANAGERTHE OFFICE MANAGER TOTO
ANTICIPATE VISUALIZE,ANTICIPATE VISUALIZE,
AND PLAN TO SOLVEAND PLAN TO SOLVE
TOMORROW’S OFFICETOMORROW’S OFFICE
PROBLEMS.PROBLEMS.

8. MANAGEMENT EXPECTSMANAGEMENT EXPECTS
THE OFFICE MANAGER TOTHE OFFICE MANAGER TO
HAVE AND TO CONTINUEHAVE AND TO CONTINUE
TO IMPROVE AND DEVELOPTO IMPROVE AND DEVELOP
THOSE PERSONALITYTHOSE PERSONALITY
TRAITS THATTRAITS THAT
CHARACTERIZE ACHARACTERIZE A
SUCCESSFUL EXECUTIVESUCCESSFUL EXECUTIVE
SUCH TRAITS INCLUDESUCH TRAITS INCLUDE

9. JUDGEMENT, TACT,JUDGEMENT, TACT,
FAIRNESS, A SENSE OFFAIRNESS, A SENSE OF
HUMOR, AND A PLEASANTHUMOR, AND A PLEASANT
AND COURTEOUSAND COURTEOUS
DISPOSITION.DISPOSITION.

10. PERCEPTIVPERCEPTIV
E : FAYOL’SE : FAYOL’S
PRINCIPLESPRINCIPLES

11. Division of work:Division of work: This isThis is
the specialization whichthe specialization which
economists considereconomists consider
necessary to efficiency innecessary to efficiency in
the use of labor. Fayolthe use of labor. Fayol
applies the principle to allapplies the principle to all
kinds of work, managerialkinds of work, managerial
as well as technical.as well as technical.

12. Authority and responsibility.Authority and responsibility.
Here Fayol finds authority andHere Fayol finds authority and
responsibility to be related,responsibility to be related,
with the latter the corollary ofwith the latter the corollary of
the former and arising from it.the former and arising from it.
He sees authority as aHe sees authority as a
combination of official,combination of official,

13. from the manager’s position,from the manager’s position,
and personal, “compounded ofand personal, “compounded of
intelligence, experience, moralintelligence, experience, moral
worth, past service, etc.,”worth, past service, etc.,”
factors.factors.

14. Discipline.Discipline. Seeing discipline asSeeing discipline as
“respect for agreements which“respect for agreements which
are directed at achievingare directed at achieving
obedience, application, energy,obedience, application, energy,
and the outward marks ofand the outward marks of
respect,” Fayol declares thatrespect,” Fayol declares that
discipline requires gooddiscipline requires good
superiors at all levels.superiors at all levels.

15. Unity of command:Unity of command: ThisThis
means that employeesmeans that employees
should receive orders fromshould receive orders from
one superior only.one superior only.

16. Unity of direction.Unity of direction.
According to this principle,According to this principle,
each group of activities witheach group of activities with
the same object6ive mustthe same object6ive must
have one head and onehave one head and one
plan. As distinguished fromplan. As distinguished from
the fourth principle, itthe fourth principle, it
relates to the organizationrelates to the organization

17. ““body corporate,” ratherbody corporate,” rather
than to personnel. (Fayolthan to personnel. (Fayol
did not in any sense meandid not in any sense mean
that all decisions shouldthat all decisions should
be made at the top.)be made at the top.)

18. Subordination ofSubordination of
individual to generalindividual to general
interest.interest. This is self-This is self-
explanatory; when the twoexplanatory; when the two
are found to differ,are found to differ,
management mustmanagement must
reconcile them.reconcile them.

19. Remuneration:Remuneration:
Remuneration andRemuneration and
methods of paymentmethods of payment
should be fair and affordshould be fair and afford
the maximum possiblethe maximum possible
satisfaction to employeessatisfaction to employees
and employer.and employer.

20. CentralizationCentralization. Without. Without
using the termusing the term
“centralization of authority”“centralization of authority”
Fayol refers to the extentFayol refers to the extent
to which authority isto which authority is
concentrated or dispersed.concentrated or dispersed.

21. Individual circumstancesIndividual circumstances
will determine the degreewill determine the degree
that will “give the bestthat will “give the best
over-all yield”.over-all yield”.

22. Scalar chain.Scalar chain. Fayol thinks ofFayol thinks of
this as a “chain of superiors”this as a “chain of superiors”
from the highest to the lowestfrom the highest to the lowest
ranks, which while not to beranks, which while not to be
departed from needlessly,departed from needlessly,
should be short-circuited whenshould be short-circuited when
to follow it scrupulously wouldto follow it scrupulously would
be detrimental.be detrimental.

23. Order.Order. Breaking this intoBreaking this into
“material” and “social”“material” and “social”
order, Fayol follows theorder, Fayol follows the
simple adage of “a placesimple adage of “a place
for everything [everyone],for everything [everyone],
and everything [everyone]and everything [everyone]
in its [this or her] place.”in its [this or her] place.”

24. This is essentially aThis is essentially a
principle of organization inprinciple of organization in
the arrangement of thingsthe arrangement of things
and people.and people.

25. Equity.Equity. Loyalty andLoyalty and
devotion should be eliciteddevotion should be elicited
from personnel by afrom personnel by a
combination of kindlinesscombination of kindliness
and justice on the part ofand justice on the part of
managers when dealingmanagers when dealing
with subordinates.with subordinates.

26. Stability of tenure.Stability of tenure.
Finding unnecessaryFinding unnecessary
turnover to be both theturnover to be both the
cause and the effect of badcause and the effect of bad
management, Fayol pointsmanagement, Fayol points
out its dangers and costs.out its dangers and costs.

27. Initiative.Initiative. Initiative isInitiative is
conceived of as theconceived of as the
thinking out and executionthinking out and execution
of a plan. Since it is one ofof a plan. Since it is one of
the keenest satisfactionsthe keenest satisfactions
for an intelligent man tofor an intelligent man to
experience.experience.

28. Fayol exhorts managers toFayol exhorts managers to
“sacrifice personal vanity in“sacrifice personal vanity in
order to permitorder to permit
subordinates to exercise it.subordinates to exercise it.

29. Esprit de corps.Esprit de corps. This isThis is
the principle that “in unionthe principle that “in union
there is strength” as wellthere is strength” as well
as an extension of theas an extension of the
principle of unity ofprinciple of unity of
command,command,

30. emphasizing the need foremphasizing the need for
teamwork and theteamwork and the
importance ofimportance of
communication incommunication in
obtaining it.obtaining it.

31. DEFINITION OFDEFINITION OF
MANAGEMENT:MANAGEMENT:
ITS NATURE ANDITS NATURE AND
PURPOSEPURPOSE

32. MANAGEMENT asMANAGEMENT as the processthe process
of designing and maintaining anof designing and maintaining an
environment in whichenvironment in which
individuals, working together inindividuals, working together in
groups, accomplish efficientlygroups, accomplish efficiently
selected aims.selected aims. This basicThis basic
definition needs to be expandeddefinition needs to be expanded
::

33. As managers, people carryAs managers, people carry
out the managerial functionsout the managerial functions
of planning, organizing.of planning, organizing.
Staffing, leading andStaffing, leading and
controlling.controlling.

34. ManagementManagement
applies to any kindapplies to any kind
of organization.of organization.

35. It applies to managers atIt applies to managers at
all organizational levels.all organizational levels.

36. The aim of all managersThe aim of all managers
is the same : to create ais the same : to create a
surplus.surplus.

37. Managing isManaging is
concerned withconcerned with
productivity; thatproductivity; that
implies effectivenessimplies effectiveness
and efficiency.and efficiency.

38. THANK YOU,THANK YOU,
EVERY BODY.EVERY BODY.