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Understand organisational structures
Structure/design of organizations
Project human resources management
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Office Management Principles
Office management is administrative work that deals with controlling, handling and maintaining all the activities and work in an office. This may involve a small or a big organization. The major objective of office management is to ensure that an organization attains its goals and objectives. The office manager is an individual who is concerned with planning, organizing and controlling all aspects of management that are within the office of an organization (Buhler, 2008). This may include coordination, preparation of records, controlling communication, supervision and overseeing all the operations within the office.
In order to ensure there is a smooth flow of all activities within the office, the administration should follow a set of rules that govern the smooth running of all activities. These rules and regulations that govern office managers are known as principles of office management (Kaplan & Norton, 1996). These are the guidelines that make a major formation of the backbone of the office to ensure that activities flow smoothly. These principles include understanding the organization, management of organizational structures, human resource and process management, procedure statement, personnel management, risk management, communication, file management, meeting management, project management, setting priorities, decision making, and ethics management (Jackson, 1997).
Understanding of the Organization
For a manager to effective and accurate, it is essential to understand the purpose of the organization. To understand the organization and the purpose of the office, managers need to understand the mission and vision and statement of the organization. These include the value statement that is essenti...
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...ation phase. These resources that must be managed to ensure that the project is successful include the human resource and finances. The managers should be able to control and mitigate all the risks that are associated with the projects of an organization (Buhler, 2008).
Works Cited
Buhler, P. M. (2008). Managing in the new millennium; succession planning: not just for the c suite. Supervision, 69(3), 19.
Jackson, S. (1997). Technical management effectiveness as determinants of firm performance. Academy of Management Journal 40, 171–188.
Fey, C. (2000). The effect of office management practices on performance in Russia. International Journal of Human Resource Management, 11, 1–18.
Kaplan, R., & Norton, D. (1996). Office Management Principles. Boston: Harvard Business School.
Weatherly, L. A. (2003). The value of management. SHRM Research Quarterly, 3, 26–31.
An organization’s mission statement communicates the purpose and values to not only the customer but also to the employees. A mission statement should not be confused with a vision statement. A mission statement is clear and concise, clearly stating who and what is important along with the direction of the organization. On the other hand, a vision statement communicates what needs to be done to achieve the mission statement. Furthermore, a mission statement should be brief, concise, and easily recitable by all employees (S. M. Coleman, personal communication, March 11, 2017). The example of a fire department’s mission statement titled “CitizenKARE” is the focus of this week’s assignment. The example attempts to communicate the department’s
Introduction: In this task I am going to be talking to you about the way my two organisations which are Tesco and British Heart foundation fulfil their purpose. I will also be including the way that the departments work together or individually to achieve the aims and objectives of the business including the business purpose. I will be extending the task be explaining what value statement and mission statement are and also the way that S.M.A.R.T objectives are used by organisations. Business use S.M.A.R.T objectives as a way to help them evaluate their aims and objectives, and see whether their aims are specific, measurable, achievable, realistic and timed.
Riordan has identified criteria in four areas that define the company’s mission statement. First, the company focus is to have attitudes and abilities that exceed industry standards to provide solutions for customer’s challenges and lead the industry in Research and Development. Second, the mission for customer relationships is to be a solution for the customer, maintain quality, innovation, and customer service at a reasonable price. Third, to ensure the long-term viability of the company, the mission to the employees is to have an innovative and team oriented working environment, in addition to keeping the employees informed and supported. Lastly, the future of the company depends on maintaining profitability to allow growth in the company (Apollo Group, 2004).
A mission statement is important because it creates the general big picture of the company and every employee can relate to it no matter what their job within the company is. With a list of values and norms the Ivanovics create a level of expectation when it comes to attitude and behavior. If the owners follow the same values and norms as the employees, the employees will feel like they are a meaningful part of the business. This will allow the employees to feel more committed to their jobs.
An article discussing the importance of a mission statement states that a mission statements’ job is to outline the organization’s unique purpose and establish the basis of its values and traits, as well as describe the attitude that is to be expected of those a part of the organization. Furthermore, this philosophical foundation sets the “tone” for physical actions, meaning that the content of the mission statement can determine the behavior of personnel (Hitt & Ireland, 1992).
The paper will give an overview of the history and background of the office, describe the type of leadership that exist and give an
Robbins, S.P., & Coulter, M. (2009). Management (10e ed.). Upper Saddle River, NJ: Pearson Prentice Hall.
The Competing Values Framework is originated by Quinn and Rohrbaugh. It emphasizes the organizational problems and choices faced by managers. The framework is divided into various managerial roles corresponding situations, as well as specific organizational environments. For instance, the facilitator and mentor roles rely on cohesion and morale to bring about human resource development within the organization. While the innovator and broker roles rely on flexibility and readiness in order to receive the growth and resource needed to perform an effective organization. The director and producer roles are more applicable for planning and goal setting skills and will result in productivity and efficiency. The monitor and coordinator roles are intended to managing information and communicating. The framework can also be divided into two main roles. The first four mentioned above are the transformational roles, and the last four are the transactional roles (Belasen, 1996). The transformational roles are more aimed toward making changes and developments, while the transactional roles have strong emphasizes on managerial authorities. The key to becoming a master manager is to be a successful manager who is able to perform each role in order to cope with all difficulties being faced as a manager (Quinn, 1988). A successful manager is also someone who is perceived by others as performing all of the eight roles more frequent than a normal manager and recognizes each of its importance thoroughly (Denison, 1995). A study by Bono (2004) also shows that giving importance to any specific working environment, such as rational goal model, may lower the effectiveness of other areas. Denison and Spreitzer (1991) stated that when a manager does not gi...
Robbins, S. P., & Coulter. M. (2014). Management (12th ed.). Retrieved from: Colorado Technical University eBook Collection database.
Robbins, S. P., & Coulter, M. (2009). Management (10th ed.). Upper Saddle River, NJ: Pearson
Stephen Robbins , (2010). Management and Organisational Behaviour. 9th ed. England: Financial Times Pitman Publishing.
Jones, G. R., & George, J. M. (2011). Contemporary management. (7 ed.). New York, NY: McGraw-Hill.
Rodgers, Robert, and John E. Hunter. "Impact of Management by Objectives on Organizational Productivity." Journal of Applied Psychology 76.2 (1991): 322-36. Print.
Tan Teck-Hong and Amna Waheed, Asian Academy of Management Journal, Vol. 16, No. 1, 73-94, January 2011, http://web.usm.my/aamj/16.1.2011/aamj_16.1.4.pdf
OLLIER-MALATERRE, ARIANE; ROTHBARD, NANCY P.; BERG, JUSTIN M. Academy of Management Review (Oct2013), Vol. 38 Issue 4