1
Q
It is creating a work culture which values collaqboration
A
TEAMWORK
2
Q
What make teamwork happen
A
TRUST, COMPETENCE,CONSISTENCY, COHESION
3
Q
Making changes to when, where, and how a person will work
A
FLEXIBILITY
4
Q
2 TYPES OF FLEXIBILITY
A
FORMAL AND INFORMAL
5
Q
ADVANTAGES OF FLEXIBILITY
A
REDUCES OVERTIME, ABSENTEESIM, SICK LEAVE, TARDINESS
REDUCES STRESS
IMPROVES PERFORMANCE, QUALITY, PRODUCTIVITY, JOB SATISFACTION
INCREASE COMMITMENT AND JOB ENGAGEMENT
CURBS TURNOVER
6
Q
FEAR OF MANAGERS FOR FLEXIBILITY
A
EVERYONE WILL WANT ONE
NOT AS PRODUCTIVE
WILLL NOT HAVE AN EFFECTIVE TEAM
IT WILL NOT BE FAIR FOR OTHERS
7
Q
FORMS OF FLEXIBILITY
A
FLEXTIME,
JOB SHARING,
TELECOMMUTING,
PART TIME WORK OPTIONS,
COMPRESSED WORKWEEKS, DAILY/INFORMAL FLEXIBILITY
PHASING IN OR OUT THE JOB,
SEASONAL WORK
8
Q
PLACE WHERE INFORMATION IS PROCESSED
A
OFFICE
9
Q
ART AND SKILL USED BY THOSE WHO BLEND THE 6MS
REFERS TO A GROUP OF PERSONS
A
MANAGEMENT
TOP MANAGEMENT
10
Q
WHAT ARE 6 M
A
MANPOWER, MONEY, MATERIALS, METHODS,MACHINES, MORALE
11
Q
PROFESSION INVOLVED IN DESIGN, IMPLEMENTATION,EVALUATION AND MAINTENANCE
A
ADMINISTRATIVE OFFICE MANAGEMENT
12
Q
OBJECTIVE OF AOM
A
- 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. - 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.
13
Q
FUNCTIONS of aom
A
managing and decision making
planning, organizing and controlling information related activities
14
Q
an increase demand for more information
A
information revolution
15
Q
the person who heads up the company wide information management
A
administrative office manager
16
Q
What are the responsibilities of aom
A
Planning
Organizing
Leading (Staffing and Directing)
Controlling
17
Q
what are the skills of aom
A
Conceptual skill
Human skill
Technical Skill
18
Q
Qualifications of an aom
A
TLETAAFAA
19
Q
a location where someone works for his or her employer, a place of emplyment
A
workplace
20
Q
5 forces shaping the future of the workplace landscape
A
place, people, transportation, technology, culture
21
Q
are guidelines or accepted beliefs of what is good or bad
A
ethics
22
Q
Darwins survival of the fittest, common good
A
utilitarianism
23
Q
action, kantian perspective
A
deontology
24
Q
self interest before others
A
egoism
25
Ethical work practices
compliance level
stakeholder level
employee level
26
5 common personal values
honesty
fairness
respect
responsibility
compassion
27
strong emotion that you feel
a negative feeling
anger
28
a degree to which you feel overwhelmed or unable to cope
stress
29
high levels of stress in the workplace can lead to PIIHP
Poor decision making
An increase in mistakes that can lead to more client complaints
increase sickness and absence
high staff turnover
poor workplace relation
30
key areas of workplace that shouold be monitored in order to assess levels of stress
demand
control
support
relationships
role
change
31
extreme continual stress
panic attacks
32
symptoms of panic attack
feeling faint
trembling
dizziness
pounding fast heart rate
feeling hot and sweaty
dry mouth
shortness of breath
legs turning jelly
butterflies
33
Is a useful skill that many dont take advantage of many of us
stress management in the workplace
34
10 reasons why to use stress management in the workplace ILIADRSSIH
1. Improves your ability to motivate employees.
2. Lesson opportunity for decrease in productivity.
3. Improves your ability to lead.
4. Allows the meeting of deadlines.
5. Decrease chances of unethical issues.
6. Reduces Possibilities of workplace conflicts.
7. Strengthens communication process.
8. Smooth running projects
9. Improves your ability to develop teamwork and team building.
10. Helps in the writing performance appraisal
35
refers to managing time effectively
time management
36
Time management includes ESSDPS
effective planning
setting goals and objectives
setting deadlines
delegation of responsibilities
prioritizing tasks
spending the right time on right activity
37
For effective time management one needs to be
Organized
Dont misuse time
Be focused
38
Are group of employees who work together towards a common goal
Team
39
Steps to help you launch a successful work team CFPSDE
Choose your leader
Find the right team size
Pick your team members
Set Roles
Determine how the team will fit within the organization
Establish a collaborative environment
40
the act of transferring information from one place to another
2 way exchange of opinions
a vital tool managment
Communication
41
Different categories of communication
Soken or verbal com
non-verbal com
written com
visualization
42
Types of office communication IEOF
Internal comm
External comm
Oral comm
Face to face conversation
43
Advantages of face to face conversation TQMLE
Time and money saving
quicker
more flexible
leads to greater understanding
effective than any other method
44
Disadvantage of face to face comm LNULM
less reliable
no record for future reference
unsuitable for lengthy messages
less accurate
may have less weight
45
Mechanical devices TSSDE
telephone
staff location system
speaking tube
dictaphone
electric paging system
46
Advantage of written communication ACSLWLC
accurate and exact
carries greater weight
serves as permanent reference
legal evidence incase of disputes
widest possible coverage
less expensive
complete, clear, precise and correct
47
Good work communication skills CPLLCLP
Courteousness
Precision
Language
Low speaking volumes
Clarity
listen to others
Posture and body language
48
means of communication which can be adapted to various speaking situations
Presentation
49
Steps in making presentation POWD MWPM CDS
Preparing a presentation
Organizing the presentation materials
writing your presentation
deciding the presentation method
managing your presentation notes
working with visual aids
presenting data
managing the event
coping with presentation nerves
dealing with questions
self presentation in presentations
50
the transmission of electronic information
telecommunication
51
arrangement of equipment within available floor space
Office layout
52
key concerns in an office SLE
Spatial design layout
lighting
electrical requirements
53
what should you consider insetting up your office EPA
Establish primary and secondary work areas for these task
Plan for accesible file systems
Allocate space for storage of office supplies
54
Electrical requirements
outlets
telephone lines
55
The ability to concentrate or collaborate, and ergonomics need
contribution of colors
56
the science to adapt work or working conditions to suit the worker
ergonomics
57
who is a ergonomist
Sally Longyear
58
how many inches away from the screen?
24-36
59
a combination of lighting, humidity,temp, and air quality
office environment
60
what is a comfortable temp
20-26
61
Elements of a good office THVCSOLC
Temp
humidity
ventilation
contaminated air
smoking
ozone and photocopiers
lighting
color
62
control measures for reduction of air contamination
effective air filtration
adequate amount of fresh air enter the building
preventing obstruction
maintenance forv air conditioning units including cleaning
locating equipment using solvent
63
The contribution colors
office floor space
welfare facilities
cleanliness
64
new demands in an office environment
cabling
furniture
noise
breaks
breaks
eyesight
65
sources of potential office employees
Internal souces
external sources
unsolicited application
outsourcing organization
hiring people with disabilities
66
internal sources
employee refferal
employee promotion
databanks
67
unsolicited application AEPW
advertising
educatio institution placement services
Public employment agencies and private employment agencies
web based employment services
68
managing others through leadership and personal influence
supervising office employees
69
Role and functions of supervisors CTSG HCPA IEI
Communicator
Trainer
Student
Goal Setting
Human Resource specialist
Computer Expert
Producer
Adviser
Idea Champion
Environmental Watchdog
International Manager
70
3 main skills in business
teamwork
communicstion
flexibility
71
allows an orgaization integrate a diverse array of functions
Enterprise wide systems
72
refers to a type of
software that organizations use to manage day-to-day business activities such as accounting, procurement, project management, risk management and
compliance, and supply chain operations.
Enterprise Resource Planning
73
it entails organizing,
retrieving, acquiring and maintaining information closely related to data management
Information Management (IM)
74
– involves managing the
organization’s intellectual capital, human resources and strategic relationships.
Knowledge Management (KM)
75
Components of KM are:
people, process, technology and
structure.
76
Main Functions of Administrative Office Management
Customer Service
Report Writing
Budget Management
Database Management
Process Mapping
Purchasing
Book Keeping
Human Resources
Recruitment
Accounting
Sales and Marketing
Records Management
Form / Template Design
Website Maintenance
Project Management
77
may be responsible for compiling, or even composing some parts of a formal report.
The Administrative Assistant
78
is a system that outlines how certain activities are directed in order to achieve the goals of an organization.
An organizational structure
79
–a rational, systematic and precise form of
organization in which rules, regulations, and techniques of control are specifically
defines.
Bureaucracy as an organization structure
80
Principles of Organization in a Bureaucracy
1. Hierarchy of authority- organizational unit is controlled and supervised by a
higher one
2. Unity of command – a classic management principle that states that each subordinate receives assigned duties from one superior only and is accountable to that superior.
3. Task Specialization – division of labor is task specialization.
81
Advantages of bureaucracy
Organizational members know who is responsible for what everyone knows who
has the authority to make a particular decision.
Traditional bureaucracies facilitate vertical integration whereby a company
controls materials, product development, manufacturing and distribution.
82
disadvantages of bureaucracy
can be rigid in handling people and problems
Its well intended rules and regulations sometimes create inconvenience and
inefficacy
Structure with strong divisions or departments exist lends itself to a silo mentality in which members of one groups to the extent that cooperation suffers.
Frustration caused by red tape
Slow decision making based on the layers of approval required
83
–the process of subdividing work int departments
Departmentalization
84
defines departments by the function
each one performs, such as accounting or purchasing.
Functional departmentalization
85
– an arrangement of departments according to the geographic areas of territory served.
Geographic Departmentalization
86
services they provide.- the arrangement of departments according to the products
product Service Departmentalization
87
– in which a temporary group of specialists works under one
manager to accomplish a fixed objectives, offer one widely used solution to the
problem.
Project Organization
88
a project structure superimposed on a functional structure
Matrix organization
89
is the arrangement of work by multidisciplinary teams that are responsible for accomplishing a process.
Horizontal structure
90
as it is related to social responsibility., it can also be viewed as a way of simplifying an organization to make it less bureaucratic. It also leads to better profits and higher stocks prices.
Downsizing
91
is part of globalization. It is also part of the organization structure when other companies perform part of your work.
Outsourcing
92
Alsos takes the ----in which another company functions like a complete manufacturing plant- sometimes for high quality.
form of subcontracting
93
- - a company can reduce its need for employees and physical assets.
Domestic outsourcing
94
is a step-by-step methodology which identifies dysfunctional aspects of work flow, procedures, structures and systems, realigns them to fit current business realities/goals and then develops plans to implement the new changes. The process focuses on improving both the technical and people side of the business.
Organizational design
95
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)
professionalism
96
are defines as the set of behaviors and job tasks they are expected to perform
Roles
97
are defined as those abilities individuals possess that enable them to carry out well their specified roles
Skills
98
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
99
(Father or Founder of Scientific Mgt)
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.
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.
Frederick W. Taylor
100
Taylor saw several new functions emerge for managers: RSCM
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.
101
The term bureaucracy is used to describe _______ pure form of organizational, which is formal, impersonal, & governed by rules rather than people
Max Weber
102
Weber bureaucracy concept: HEWTS
Having well defined hierarchies
Employee task specialization,
Written policies and procedures,
Technical competence among employees, and
Separation of ownership and management
103
(Father of Office Management)
Applied the principles of scientific management to office work
Develop “Scientific Office Management” (1917) – was the forerunner of all modern studies in office management.
Develop Five Principles of Effective Work – this principles are related to the proper management of all work – may be easily applied to managing workplace activities (office).
William H. Leffingwell
104
Five Principles of Effective Work PSEMR
Plan the work
Schedule the Work
Execute the Work
Measure the Work
Reward the Workers
105
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.
Henry Fayol
106
Division of labor
centralization
107
Authority
Discipline
Unity of command
Unity of direction
Subordination of the individual
interest to the general interest
Remuneration
Scalar chain (line of authority)
Order
Equity
Stability of tenure of personnel
Initiative
Esprit de corps
108
Promote better human relation in industry
Called for a revolutionary new concept of association and first to promote termed “Togetherness” and “Group Thinking”.
Saw the importance of behavior science to problems of organization, conflicts, power, communications, & social responsibilities of management
Mary Parker Follett
109
A set of principles used to guide the entire organization in
continuous improvement.
Total Quality Management (TQM)
110
Examples of TQM tools are:
CDGQ BBRW SWTEO
A Continuous Improvement
Downsizing
Goal setting
Quality circles
Benchmarking
Brainstorm
Re-engineering
Work team techniques
Statistical measurement
Workflow analysis
Time management
Employee participation
in work teams
outsourcing
111
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.
112
– The leading exponent of quality
management and a pioneer in statistical analysis.
- was invited to Japan to advise its business leaders on
quality, a move that sparked Japan’s postwar recovery and its
economic rise in global markets
W. Edwards Deming
113
- the elder statesman of total quality control,
found a loyal following in Japan in the mid- 1950s.
- taught the Japanese how to apply total quality control to everyone, for managers to clerical staff
Joseph M. Juran
114
– the founder for THEORY Z. This theory been used by Japanese companies.
William Ouchi
115
stress continual improvement rather
than simply meeting objective or maintaining status quo.
TQM
116
Strategies of TQM CBDRQO
* Continuous improvement
* 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.
* Downsizing- reduce, as in decreasing the number of workers in an organization
* Reengineering- which a system is completely rebuilt from its fundamental component.
* Quality Circle- 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.
* 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.
117
as “the process of identifying, understanding, and adapting outstanding practices and processes from organizations anywhere in the world to help organization improve its performance.
Benchmarking-
118
reduce, as in decreasing the number of workers in an organization
*
Downsizing-
119
which a system is completely rebuilt from its fundamental component.
Reengineering-
120
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.
Quality Circle-
121
- 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.
Outsourcing
122
Derived from Latin word ‘communis’ which means common
* It involves receiving information and giving information
* The effectiveness of _______ process is further enhanced if the reaction of the ―receiver to the communication moves in a reverse flow and reaches the
―sender.
COMMUNICATION
123
TYPES OF COMMUNICATION
1. Written Communication
2. Verbal Communication
3. Non-verbal Communication
4. Group Communication
5. Feedback Communication
6. Visual Communication
7. Mass Communication
124
4 TYPES OF INTERNAL COMMUNICATION
1. VERTICAL- employees on different hierarchal position
2. HORIZONTAL- individuals on the same hierarchal position
3. Downward-managers to leaders to employees
4. Upward- employees to managers to leaders
125
EXTERNAL COMMUNICATION
1. MARKETING COMMUNICATION
2. INVESTOR COMMUNICATION
3. CUSTOMER COMMUNICATION
126
PRESENTATION SKILLS SUCCES
1. Simplicity
2. Unexpectedness
3. Credibility
4. Concreteness
5. Emotions
6. Story
127
Administrative Office Management
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