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Administrative Office Management > AOM > Flashcards

AOM Flashcards

1
Q

It is creating a work culture which values collaqboration

A

TEAMWORK

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2
Q

What make teamwork happen

A

TRUST, COMPETENCE,CONSISTENCY, COHESION

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3
Q

Making changes to when, where, and how a person will work

A

FLEXIBILITY

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4
Q

2 TYPES OF FLEXIBILITY

A

FORMAL AND INFORMAL

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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

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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

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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

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8
Q

PLACE WHERE INFORMATION IS PROCESSED

A

OFFICE

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9
Q

ART AND SKILL USED BY THOSE WHO BLEND THE 6MS

REFERS TO A GROUP OF PERSONS

A

MANAGEMENT

TOP MANAGEMENT

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10
Q

WHAT ARE 6 M

A

MANPOWER, MONEY, MATERIALS, METHODS,MACHINES, MORALE

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11
Q

PROFESSION INVOLVED IN DESIGN, IMPLEMENTATION,EVALUATION AND MAINTENANCE

A

ADMINISTRATIVE OFFICE MANAGEMENT

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12
Q

OBJECTIVE OF AOM

A
  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 processes and procedures.
  5. To provide a satisfactory physical and mental working environment for the
    organization‘s employees.
  6. To help define duties and responsibilities of employees assigned within the
    administrative office management functional area.
  7. 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.
  8. To help employees maintain a high level of work effectiveness.
  9. To enhance the effective supervision of office personnel.
  10. To assure the efficient and proper use of specialized office equipment.
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13
Q

FUNCTIONS of aom

A

managing and decision making

planning, organizing and controlling information related activities

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14
Q

an increase demand for more information

A

information revolution

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15
Q

the person who heads up the company wide information management

A

administrative office manager

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16
Q

What are the responsibilities of aom

A

Planning
Organizing
Leading (Staffing and Directing)
Controlling

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17
Q

what are the skills of aom

A

Conceptual skill
Human skill
Technical Skill

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18
Q

Qualifications of an aom

A

TLETAAFAA

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19
Q

a location where someone works for his or her employer, a place of emplyment

A

workplace

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20
Q

5 forces shaping the future of the workplace landscape

A

place, people, transportation, technology, culture

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21
Q

are guidelines or accepted beliefs of what is good or bad

A

ethics

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22
Q

Darwins survival of the fittest, common good

A

utilitarianism

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23
Q

action, kantian perspective

A

deontology

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24
Q

self interest before others

A

egoism

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25
Q

Ethical work practices

A

compliance level
stakeholder level
employee level

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26
Q

5 common personal values

A

honesty
fairness
respect
responsibility
compassion

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27
Q

strong emotion that you feel

a negative feeling

A

anger

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28
Q

a degree to which you feel overwhelmed or unable to cope

A

stress

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29
Q

high levels of stress in the workplace can lead to PIIHP

A

Poor decision making

An increase in mistakes that can lead to more client complaints

increase sickness and absence

high staff turnover

poor workplace relation

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30
Q

key areas of workplace that shouold be monitored in order to assess levels of stress

A

demand
control
support
relationships
role
change

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31
Q

extreme continual stress

A

panic attacks

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32
Q

symptoms of panic attack

A

feeling faint
trembling
dizziness
pounding fast heart rate
feeling hot and sweaty
dry mouth
shortness of breath
legs turning jelly
butterflies

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33
Q

Is a useful skill that many dont take advantage of many of us

A

stress management in the workplace

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34
Q

10 reasons why to use stress management in the workplace ILIADRSSIH

A
  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
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35
Q

refers to managing time effectively

A

time management

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36
Q

Time management includes ESSDPS

A

effective planning

setting goals and objectives

setting deadlines

delegation of responsibilities

prioritizing tasks

spending the right time on right activity

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37
Q

For effective time management one needs to be

A

Organized

Dont misuse time

Be focused

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38
Q

Are group of employees who work together towards a common goal

A

Team

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39
Q

Steps to help you launch a successful work team CFPSDE

A

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

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40
Q

the act of transferring information from one place to another

2 way exchange of opinions

a vital tool managment

A

Communication

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41
Q

Different categories of communication

A

Soken or verbal com

non-verbal com

written com

visualization

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42
Q

Types of office communication IEOF

A

Internal comm
External comm
Oral comm
Face to face conversation

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43
Q

Advantages of face to face conversation TQMLE

A

Time and money saving

quicker

more flexible

leads to greater understanding

effective than any other method

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44
Q

Disadvantage of face to face comm LNULM

A

less reliable

no record for future reference

unsuitable for lengthy messages

less accurate

may have less weight

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45
Q

Mechanical devices TSSDE

A

telephone

staff location system

speaking tube

dictaphone

electric paging system

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46
Q

Advantage of written communication ACSLWLC

A

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

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47
Q

Good work communication skills CPLLCLP

A

Courteousness

Precision

Language

Low speaking volumes

Clarity

listen to others

Posture and body language

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48
Q

means of communication which can be adapted to various speaking situations

A

Presentation

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49
Q

Steps in making presentation POWD MWPM CDS

A

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

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50
Q

the transmission of electronic information

A

telecommunication

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51
Q

arrangement of equipment within available floor space

A

Office layout

52
Q

key concerns in an office SLE

A

Spatial design layout

lighting

electrical requirements

53
Q

what should you consider insetting up your office EPA

A

Establish primary and secondary work areas for these task

Plan for accesible file systems

Allocate space for storage of office supplies

54
Q

Electrical requirements

A

outlets

telephone lines

55
Q

The ability to concentrate or collaborate, and ergonomics need

A

contribution of colors

56
Q

the science to adapt work or working conditions to suit the worker

A

ergonomics

57
Q

who is a ergonomist

A

Sally Longyear

58
Q

how many inches away from the screen?

A

24-36

59
Q

a combination of lighting, humidity,temp, and air quality

A

office environment

60
Q

what is a comfortable temp

A

20-26

61
Q

Elements of a good office THVCSOLC

A

Temp

humidity

ventilation

contaminated air

smoking

ozone and photocopiers

lighting

color

62
Q

control measures for reduction of air contamination

A

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
Q

The contribution colors

A

office floor space

welfare facilities

cleanliness

64
Q

new demands in an office environment

A

cabling

furniture

noise

breaks

breaks

eyesight

65
Q

sources of potential office employees

A

Internal souces

external sources

unsolicited application

outsourcing organization

hiring people with disabilities

66
Q

internal sources

A

employee refferal

employee promotion

databanks

67
Q

unsolicited application AEPW

A

advertising

educatio institution placement services

Public employment agencies and private employment agencies

web based employment services

68
Q

managing others through leadership and personal influence

A

supervising office employees

69
Q

Role and functions of supervisors CTSG HCPA IEI

A

Communicator

Trainer

Student

Goal Setting

Human Resource specialist

Computer Expert

Producer

Adviser

Idea Champion

Environmental Watchdog

International Manager

70
Q

3 main skills in business

A

teamwork

communicstion

flexibility

71
Q

allows an orgaization integrate a diverse array of functions

A

Enterprise wide systems

72
Q

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.

A

Enterprise Resource Planning

73
Q

it entails organizing,
retrieving, acquiring and maintaining information closely related to data management

A

Information Management (IM)

74
Q

– involves managing the
organization’s intellectual capital, human resources and strategic relationships.

A

Knowledge Management (KM)

75
Q

Components of KM are:

A

people, process, technology and
structure.

76
Q

Main Functions of Administrative Office Management

A

 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
Q

may be responsible for compiling, or even composing some parts of a formal report.

A

The Administrative Assistant

78
Q

is a system that outlines how certain activities are directed in order to achieve the goals of an organization.

A

An organizational structure

79
Q

–a rational, systematic and precise form of
organization in which rules, regulations, and techniques of control are specifically
defines.

A

Bureaucracy as an organization structure

80
Q

Principles of Organization in a Bureaucracy

A
  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
Q

Advantages of bureaucracy

A

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
Q

disadvantages of bureaucracy

A

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
Q

–the process of subdividing work int departments

A

Departmentalization

84
Q

defines departments by the function
each one performs, such as accounting or purchasing.

A

Functional departmentalization

85
Q

– an arrangement of departments according to the geographic areas of territory served.

A

Geographic Departmentalization

86
Q

services they provide.- the arrangement of departments according to the products

A

product Service Departmentalization

87
Q

– in which a temporary group of specialists works under one
manager to accomplish a fixed objectives, offer one widely used solution to the
problem.

A

Project Organization

88
Q

a project structure superimposed on a functional structure

A

Matrix organization

89
Q

is the arrangement of work by multidisciplinary teams that are responsible for accomplishing a process.

A

Horizontal structure

90
Q

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.

A

Downsizing

91
Q

is part of globalization. It is also part of the organization structure when other companies perform part of your work.

A

Outsourcing

92
Q

Alsos takes the —-in which another company functions like a complete manufacturing plant- sometimes for high quality.

A

form of subcontracting

93
Q
    • a company can reduce its need for employees and physical assets.
A

Domestic outsourcing

94
Q

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.

A

Organizational design

95
Q

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)

A

professionalism

96
Q

are defines as the set of behaviors and job tasks they are expected to perform

A

Roles

97
Q

are defined as those abilities individuals possess that enable them to carry out well their specified roles

A

Skills

98
Q

Scientific management evolved in order to solve two major problem:

A

How to increase the output of the average workers and

How to improve the efficiency of management

99
Q

(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.

A

Frederick W. Taylor

100
Q

Taylor saw several new functions emerge for managers: RSCM

A

 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
Q

The term bureaucracy is used to describe _______ pure form of organizational, which is formal, impersonal, & governed by rules rather than people

A

Max Weber

102
Q

Weber bureaucracy concept: HEWTS

A

Having well defined hierarchies

Employee task specialization,

Written policies and procedures,

Technical competence among employees, and

Separation of ownership and management

103
Q

(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).

A

William H. Leffingwell

104
Q

Five Principles of Effective Work PSEMR

A

Plan the work

Schedule the Work

Execute the Work

Measure the Work

Reward the Workers

105
Q

 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.

A

Henry Fayol

106
Q

Division of labor

A

centralization

107
Q

Authority

Discipline

Unity of command

Unity of direction

Subordination of the individual
interest to the general interest

Remuneration

A

Scalar chain (line of authority)

Order

Equity

Stability of tenure of personnel
Initiative

Esprit de corps

108
Q

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

A

Mary Parker Follett

109
Q

 A set of principles used to guide the entire organization in
continuous improvement.

A

Total Quality Management (TQM)

110
Q

Examples of TQM tools are:
CDGQ BBRW SWTEO

A

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
Q

TQM – common elements

A

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
Q

– 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

A

W. Edwards Deming

113
Q
  • 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
A

Joseph M. Juran

114
Q

– the founder for THEORY Z. This theory been used by Japanese companies.

A

William Ouchi

115
Q

stress continual improvement rather
than simply meeting objective or maintaining status quo.

A

TQM

116
Q

Strategies of TQM CBDRQO

A
  • 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
Q

as “the process of identifying, understanding, and adapting outstanding practices and processes from organizations anywhere in the world to help organization improve its performance.

A

Benchmarking-

118
Q

reduce, as in decreasing the number of workers in an organization
*

A

Downsizing-

119
Q

which a system is completely rebuilt from its fundamental component.

A

Reengineering-

120
Q

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.

A

Quality Circle-

121
Q
  • 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.
A

Outsourcing

122
Q

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.

A

COMMUNICATION

123
Q

TYPES OF COMMUNICATION

A
  1. Written Communication
  2. Verbal Communication
  3. Non-verbal Communication
  4. Group Communication
  5. Feedback Communication
  6. Visual Communication
  7. Mass Communication
124
Q

4 TYPES OF INTERNAL COMMUNICATION

A
  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
Q

EXTERNAL COMMUNICATION

A
  1. MARKETING COMMUNICATION
  2. INVESTOR COMMUNICATION
  3. CUSTOMER COMMUNICATION
126
Q

PRESENTATION SKILLS SUCCES

A
  1. Simplicity
  2. Unexpectedness
  3. Credibility
  4. Concreteness
  5. Emotions
  6. Story
127
Q
A

Administrative Office Management (5 decks)

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