MODULE 1

OVERVIEW OF OFFICE SYSTEM

MANAGEMENT

INTRODUCTION
The wonders of information technology benefits all types or organization
or businesses today. It allows organizations or offices to work more efficiently
and to maximize productivity. Information technology creates electronic
storage systems to protect the company’s valuable records. In the world of
work, the trend now is digital, everything is done online.

KEY FACTS
What is an office?
An office is generally a room or building or an area where an
organization’s employees perform administrative work in order to support
and realize objective and goals of the organization.
It can also mean formal position of employment or appointment. The
office performs a clerical function such as information collection,
recording, analyzing, distribution of information etc.
What does management mean?
Management includes the activities of setting the strategy of an organization
and coordinating the efforts of its available resources such as financial,
natural, technological and human resources.
What is an office system?
Office system is the continuation of several procedures integrated together in
such a way as to attain the needed objectives. It is defined as a network of
routines; which are designed and integrated to carry out office work. In other
words, office system comprises of various interconnected routines. It is also
an orderly arrangement of the entire activities of an office and framing of
procedures to be followed for the effective and efficient performance of
work.
What is office management?
It is a profession involving the design, implementation, evaluation and
maintenance of the process of work within an office or organization in order to
sustain and improve efficiency and productivity.
What is office systems management?
This means acquiring the knowledge and skills to successfully manage an
office. With courses in document processing, leadership and
organizational development, information processing and managing office
systems.

DISCUSSION
What are the characteristics of an office?
1. Clear Purpose- A workplace has a clear and specific purpose for
existing which is found in its mission, vision, goals and objectives
(MVGO). Employees must have a clear understanding of this purpose to
attain the MVGO of the company.
2. Individuality vs. Teamwork-Organization stresses teamwork while
still encouraging individual achievement and creativity. Managers
have the ability to blend the individual talents of their subordinates into
team concept.
3. Autonomy- The more freedom and input the worker has in performing
his job, the greater the motivation for him to excel will be felt by his
superiors and co-workers.
4. Sense of Fairness- The best organization is one that treats its
employees fairly. Meaning, rules are imposed to every employee
without fail or sense of favouritism or special treatment.
5. Innovation-This is the reason why businesses are successful because it
allows the business to stay advanced to its competitors. Innovating
the product or service is now the trend and the means of how a
business can improve its market share.
6. Open Communication-This fosters an atmosphere of unification of
individual talents of the employees hence each would be a
contributor
 to the success of the organization. Open communication between
management and employees is the key to a coordinated effort.
7. Constructive Feedback-The purpose of feedback is to help
employees identify and understand areas of needed improvements as
opposed to chastising them for mistakes.
8. Community Spirit –Employees feel that they are part of a group of
superior people who are pulling together for the common good.
9. Access to resources- Workers should have access to the
company’s resources so that they could perform their jobs effectively
and efficiently.
10. Living the values- Top organization practices core values,
meaning it should not just be a statement but rather employees live by
them.

Importance of an Office
1. Information Center
2. Office serves as a channel of communication
3. Aids in coordination
4. Importance in relation to government and general public
5. Aids in managerial control
6. Importance in relation to customers
7. Importance to shareholders
8. Importance to workers
The success of an office lies on the following factors:
1. Planning- the fundamental management function, which
involves deciding beforehand, what is to be done, when is it to be
done, how it is to be done and who is going to do it. It is an intellectual
process which lays down an organisation’s objectives and develops
various courses of action, by which the organisation can achieve those
objectives. It helps us to take a peep into the future and decide in
advance the way to deal with the situations, which we are going to
encounter in future. It involves logical thinking and rational
decision making.

2. Organizing- the second key management function, after planning,

which coordinates human efforts, arranges resources and incorporates
the two in such a way which helps in the achievement of objectives. It
involves deciding the ways and means with which the plans can be
implemented.
It entails defining jobs and working relationships, assigning different
tasks associated with the plans, arranging and allocating
resources, design a structure which distinguishes duties,
responsibilities and authorities, scheduling activities, in order to
maintain smoothness and effectiveness in operations.
 3. Directing-It is the task of the manager to guide, supervise, lead
and motivate the subordinates, to ensure that they work in the
right direction, so far as the objectives of the organization are
concerned.

4. Staffing- It involves hiring personnel for carrying out various activities of

the organization. It is to ensure that the right person is appointed to
the right job.

5. Controlling and Coordination- The controlling function of

management involves a number of steps to be taken to make sure
that the performance of the employees is as per the plans. It
involves establishing performance standards and comparing them
with the actual performance. In case of any variations, necessary
steps are to be taken for its correction. On the other hand,
coordination is an important feature of management which means
the integration of the activities, processes and operations of the
organization and synchronisation of efforts, to ensure that every
element of the organization contributes to its success.

6. Office correspondence- any written or electronic exchange of

internal and external communication to support all business
processes. It is also known as the business correspondence. A
business letter is a traditional way of communicating information
from one company to another or used in external correspondence.

7. Recruitment- the process of analyzing the job requirements and then

finding the prospective candidates who are then encouraged and
stimulated to apply for the job in the organization.

8. Budgeting- the process of creating a plan to spend your money.

This spending plan is called a budget. Creating this spending plan
allows you to determine in advance whether you will have enough
money to do the things you need or would like to do. It is the process
of estimating revenue and expenses during a specific period of time.
Seven Functions of an Office Management
1. Planning
2. Staffing
3. Directing
4. Communicating
5. Controlling
6. Coordinating
7. Motivating- this pertains to motivating the employees within a
workplace. It is defined as energizing, directing and sustaining
 employee efforts. If employees are motivated, they would be
energized in performing tasks and will exert their best efforts. They
will be focused on doing what is important for the organization.
Managers want a sustained effort from their employees so that they
work hard whether or not the superiors are present.

Principles in an Office System

1. To avoid any interruption in the smooth running of the office work
2. To avoid duplication of work and records
3. To avoid unnecessary movement of people
4. To avoid unnecessary writings and forms (Forms should be simplified)
5. To prepare the best use of specialization
6. To adopt labour-saving machines
7. To apply the principle of management by exception
8. To have simple. economic, efficient and practicable system or
procedure
9. To avoid unnecessary checking or verification
10. To increase the efficiency of office work
11. To achieve the goals at minimum cost

Management Objectives
1. Management is ensuring organizational goals and targets are met with
least cost and minimum waste.
2. Management is looking after the health, welfare and safety of
personnel.
3. Management is protecting the machinery and resources of the
organization including human resources.

Why is management important?

1. It helps achieve the organization’s goals.
2. It arranges the factors of production, assembles and organizes
resources, integrates the resources in an effective manner.
3. It directs group efforts towards achievement of pre-determined goals.

What is the role of the manager in an organization?

The manager is the dynamic, life-giving element in every business. He is the

one heading in the planning, organizing, directing, and controlling of all
aspects in the business. Without the manager, the resources of production
remain mere resources or never become produced. The quality and
performance of a manager is one factor to determine the success of a
business.
What are the goals of all managers?
1. Managers must give full satisfaction to shareholders that is a high
return of capital.
2. Enhance the communication which does benefit the entire team and
not just the manager himself.
3. Hone coaching skills
4. Become a better motivator
 5. Increase productivity
6. Support and manage change
7. Improve retention rates

Managerial Skills and the Organizational Hierarchy

The four skills all managers must possess are the following:

1. Conceptual skill- refers to the ability of a manager to serve the

big picture. Managers are strategic leaders because they are able
to strategize about potential difficulties or problems and find the
best ways to solve them.
2. Technical skill- proficiency in activities involving methods, processes,
and procedures. It involves working with tools and specific techniques.
3. Human skills- ability to work with people. It is the ability to work
effectively with different kinds of personalities, create harmonious
relationships with people enough for them to be cooperative and
become team players. It is the skill to create an environment
where people feel secure or free to express their opinions.
4. Design skill- ability to solve problems in ways that benefit the
enterprise.

Technical skills are of greatest importance at the supervisor level and less at
the middle management level. Human skills, at all levels. Conceptual skills not
critical for lower-level supervisors but gain in importance at the middle
management level. At the top management level, conceptual and design
abilities and human skills are especially valuable but there is relatively
little need for technical abilities.

MODULE 2
THE CHANGING NATURE OF THE NEW
WORKPLACE

INTRODUCTION
If we make a comparison during the 80s and the 90s, work life is very
different as compared to now, the digital age. The new normal brought
about by the global crisis we have today is greatly affecting the way we
work. Nowadays, people work through the use of laptops, mobile phones,
basically from any gadget with a Wi-Fi connection anywhere even if not
physically present in the office. As the world advances all kinds of
technology, a more demanding workforce and shifts in priorities are
combining to change the shape of traditional business and create
evolution in the workplace, thus access to technology is the name of the
game to create a better working environment.
KEY FACTS
Change- refers to an alteration in a system whether physical, biological or
social.
Organizational change- is the alteration of work environment in an
organization.
Technology-knowledge put into practical use to solve problems or invent
useful tools.
Technological Competence- ability to create and use a particular field
of technology effectively which is gained through extensive experimentation
and learning in its research, development and employment in production.
(e.g. programming languages, communication operating systems,
software proficiency, data analysis etc.)
Competitive Advantage- a condition that puts a company in a
favourable or superior business position. Refers to factors that allow a
company to produce goods or serve better than its rivals.
Cognitive Competence- refers to the cognitive processes that comprise
Creative thinking, which includes reasoning, making inferences, self-reflection
and coordination skills.
Social interactive competence- consists of social, emotional, cognitive
and behavioural skills needed for successful social adaptation. It is the
ability to handle social interactions effectively, getting along well with
others, being able to maintain close relationships.
Cognitive Overload Syndrome (COS)-include stress, inability to
concentrate, multi-tasking, task switching, and a tendency to focus on
what is easy to do rather than what is important.
Kaleidoscope Thinking- ability to see alternative angles and perspective
and to create new patterns of thinking that propel innovation.
Cross functional team- is a group of people with different functional
expertise working toward a common goal. (e.g. people for finance,
marketing, operations and HR/all levels of organization)
Cross boundary team- group of people within and across organizations
for innovation; boundaries associated with differences in expertise and
organization in novel settings.
Time famine- the feeling of having too much to do and too little time to do it.
Psychological contract- a written contract agreed between workers and
employers-what each expects of the other.
DISCUSSION
What is the changing nature of work?
Technology is changing the skills that employers seek. Workers need to be
good at complex problem solving teamwork and adaptability. Technology
is changing how people work and the terms on which they work.
The nature of work is changing:
 Firms can grow rapidly thanks to digital transformation, which blurs
their boundaries and challenges traditional production patterns.
 The rise of the digital platform firm means that technological effects
reach more people tastes than ever before.
 Technology is changing the skills that employers seek. Workers need to
be good at complex problem-solving; teamwork and capability.
 Technology is changing how people work on which they work. Even
advanced economies; short-term work, often found through
online platforms, is posing similar challenges to those faced by the
world’s informal workers.
What can governments do?
1. Invest in human capital and what is in demand in the labor market is
a high-order cognitive and socio behavioural skills.
2. Enhance social protection to ensure universal coverage and protection
that does not fully depend on having formal wage employment.
3. Increase revenue mobilization by upgrading taxation systems where
needed to provide fiscal space to finance human capital
development and social protection.

How technology changed our lives?

Modern technology has paved the way for multi-functional devices like the
smartphone. Computers are increasingly faster, more portable and higher
powered than even before. With all of these evolutions, technology has
also made our lives easier, faster, better and more fun.

Disadvantages and risks of technology, for example, man no longer needs to

think, some heavily rely on technology that they don’t know how to work
without the convenience of this modernity. Finally, as most technological
discoveries aim to reduce human effort, it would imply that more work is done
by machines making people in the long run, not that needed anymore in
operations.
Seven Biggest Changes Coming to the Workplace

1. Work management without borders- the blended workforce is on

the rise. Examples: Full time permanent employees working side
by side with freelancers, many freelancers working at remote
offices.
2. The line between work and personal life will continue to blur-
we have a lot more technology at our fingertips allowing us to be
far more contactable than we’ve ever been before and we
need to see this as a positive, not a negative.
3. Collaboration will only become more important, there is increased
emphasis on teamwork over individual brilliance.
4. Automation will go big- The jobs that will be most affected by
automation are routine jobs that need to be done the same
way and that don’t require much flexibility or much creative
judgment.
5. Companies will have to get better at recognition. Companies
need to make this more of a strategic priority than they are.
6. Leaders will focus on happiness through performance- Leaders
need to know how to coach their team to be smarter, not harder
and that largely comes from leading by example.
7. Performance will get more data-driven. Technology will enable
organization to look more closely into the workface data like
business decisions that solve challenges related to turnover,
retention, engagement, customer and patient satisfaction and
productivity.

How Work is changing for Individuals and Groups?

Cognitive Competence- workers are more functionally and cognitively

fluid and able to work across many kinds of tasks and situations. The broader
span of works, brought about by changes in the organizational structure,
creates new demands including:

1. Increased Complexity of Work- workers need to know more

not only to do their jobs and tasks, but also to work effectively with
others on teams. Even administrative tasks require more
independent decision making and operational decision making.
2. Continuous Competency Development- not only need to
keep their technology skills up to date, they need to be continuous
learners in their fields to be conversant with business strategy. Training
is a must for all workers.
Different Ways of Thinking

Rosabeth Moss Kanter- argues that cross functional and cross boundary
teams require kaleidoscope thinking.

Cognitive Overload: The Cost of Complexity- vastly increased access

to information has made work both easier and more difficult.
Information overload, coupled with time pressures and increased work
complexity, lead to what psychologists call “cognitive overload syndrome
(COS).” Symptoms of COS include stress, inability to concentrate, multi-
tasking, tendency to do easy jobs rather than focus what is important.

Social and Interactive Competence

As collaboration and collective activity become more prevalent, workers

need well-developed social skills which is called “emotional labor.”

Good social skills are necessary for:

- Teamwork and collaboration

- Relationship development and networking
- Leaning and growth

The New Psychological Contract

As work changes, so does the nature of the relationships between employees

and employers. In the new work context, the informal, “psychological
contract” between workers and employers- what each expects of the
other focuses on competency development, continuous training, and
work/life balance. In contrast, the old psychological contract was all about job
security and steady advancement within the firm.

Corporate indifference- Shoshana Zuboff and James Maxmin, in The

Support Economy, describe a new individualism among U.S. workers.
These new individuals are invested in “psychological self-determination.”
They desire participation, expression, identity, and quality of life-all values
which are espoused by organizations, but largely ignored in practice as
organizations continue to focus on reducing fixed labor costs.

Reduced loyalty and commitment- with little expectation for

advancement, workers feel less committed to organizational goals and
more committed to their own learning and development. The knowledge
and technological skills
that employees bring with them to the workplace are transportable and
are not lost when a new job is taken.
Increased time burdens- years of downsizing and outsourcing have
produced what Lesie Perlow calls a “time famine”– the feeling of having too
much to do and too little time to do it. In order to keep up with workloads,
many workers are spending longer hours at work, according to reports by the
Bureau of Labor Statistics and the Center for Workforce Development.

Flexible work arrangements do not keep up with employee

preferences- The Work Trends 2000 report found that 74% of workers were
not allowed flexible hours and work arrangements (such as telecommuting).
Those with flex hours have limited freedom regarding when and where to
work. The vast majority of workers have to commit to a specific day to work at
home or a specific fay to take off if they work four 10-hour days.

The Changing Workplace

The changing workplace is driven by the organizational issues described

above and enabled by technologies that support mobility and easy access
to information. These pressures and opportunities, however have not resulted
in a specific new workplace model. Many models and ideas exist
concurrently, with designs depending upon the organization, its work
practices, culture, and customers. (Office Management Systems Theory
and Practices in the Corporate World)

MODULE 3

THE NEW ORGANIZATIONAL STRUCTURE

KEY FACTS

Organizational Structure- a system used to define hierarchy within an

organization. It identifies each job, its function and where it reports to within the
organization. A structure is then developed to establish how the org. operates to
execute its goals.

Organizational structure is designed around the functions a business performs (ex.

sales, marketing, finance, etc.). An organizational chart is built around people and
titles. Organizational structure defines the purpose, accountabilities, and key
performance indicators for each business function

Hierarchy- is a group of people or things arranges in order of rank or the people

that rank at the top of such a system.

Organizational chart- the illustrated graphical presentation of relationships

among positions.

Traditional Organization- represent the organizational structure in a business is

hierarchical, meaning power flows vertically or upward and employees are
departmentalized. All employees follow a chain of command. Traditional
organizations are centralized and backward to accept advanced technology
Modern Organization- is doing modification; rescheduling,
flexible entity management and dynamic business strategy.
Modern organization is more technology based and
boundaryless.
Bureaucratic Organization Structure- is a traditional
organization that is very organized with a high degree of
formality in the way it operates. Organizational charts generally
exist for every department, and decisions are made through an
organized process

Departmentalization- refers to the process of grouping

activities into departments, division of labor creates specialist
who need coordination. This coordination is facilitated by
grouping specialists together in departments. It refers to the
formal structure of the organization, composed of various
departments and managerial positions and their relationships
with each other

Chain of command- refers to a hierarchy or reporting

relationship– from the bottom to the top of an organization, who
must answer to whom. It establishes accountability, it lays out a
cos. lines of authority and decision making power
Span of control- refers to the number of subordinates under
the manager’s direct control.
Centralization- is the process by which the activities of an
organization, particularly those regarding planning and decision
making, framing strategy and policies become concentrated
within a particular geographical location group.
Decentralization- the transfer of authority from central to local
government. The movement of department of a large
organization away from a single administrative center to other
locations.
Work Specialization- sometimes called division of labor. It
refers to the degree to which an organization divides individual
tasks into separate jobs. It allows the manager to take complex
tasks and break them down into smaller, more precise tasks
that individual workers can complete.

WHY IS AN ORGANIZATIONAL STRUCTURE IMPORTANT?

It provides guidance to all employees by laying out the official
reporting relationships that govern the workflow of the
company. A formal outline of a company’s structure makes it
easier to add new positions in the company, as well providing a
flexible and ready means for growth.

HOW IS ORGANIZATIONAL STRUCTURE CLASSIFIED?

Organizations, both large and small, can achieve higher sales
and other profit by properly matching their needs with the
structure they use to operate. A corporation with huge
businesses, with various tasks to perform and decisions have
to be made a tall organizational structure employed. This is
called a formal structure. However, in a small business
where communication is frequent it uses a flat organizational
structure.
The best organizational structure for any organization depends
on many factors like the work it does, its size in terms of
employees, revenue and the geographic dispersion of its
facilities; and the range of its businesses

WHAT ARE THE 5 TYPES OF ORGANIZATIONAL STRUCTURE FOR A

BUSINESS?

• Functional structure- organizations that group positions by

similar roles follow a functional structure. It’s a top down
flowchart with high ranking executive at the top, with multiple
middle managers– such as the human resources, marketing,
accounting and engineering department heads. They are all
directly reporting to the top executive.
• Divisional structure- it is defined by the grouping of
departments and is used by larger companies. Integration of
independent divisions or business unit. Each unit has divisional
manager at the apex who looks after all the operations within a
division. As a result of this, instead of fixation on specialization,
the divisional head develop various skill sets which ultimately
make him a suitable candidate for higher job positions. Each
division functions as a self-sustaining and autonomic unit.
Matrix structure- is a combination of two or more different
structures. It allows multiple departments to easily
communicate and collaborate on a project. Because employees
answer to multiple managers as opposed to just the functional
manager, issues are resolved more quickly, and company-wide
interaction is increased. One advantage of a matrix structure is
that it facilitates the use of highly specialized staff and
equipment. Rather than duplicating functions as would be done
in a simple product department structure, resources are shared
as needed.
Team-based organizational structure- groups employees
who perform specific duties into project teams that perform
specific functions. This type of organizational structure allows
you to ensure the best coverage for activities such as product
development, customer support and process-improvement
initiatives

ADVANTAGES OF TEAM-BASED ORGANIZATIONAL

STRUCTURE
❖ Enables you to capitalize on your employees strengths and
minimize tier weaknesses.
❖ To ensure the best coverage for activities such as product
development, customer support and process– improvement
initiatives.
❖ With low-overhead and minimal management, this allows you
to maximize successful opportunities and avoid threats.

∙ Network Structure- Communication is less isolated and

flows freely, possibly opening up more opportunities for
innovation. Because the network structure is decentralized, it
has fewer tiers in its organizational makeup, a wider span of
control, and a bottom-up flow of decision making and ideas.
WHAT ARE THE ELEMENTS OF A BUREAUCRATIC
ORGANIZATIONAL STRUCTURE?
1. Departmentalization
2. Chain of command
3. Span of control
4. Centralization or Decentralization
5. Work specialization
6. Degree of formalization

ADVANTAGES OF BUREAUCRATIC ORGANIZATION

STRUCTURE
1. Accountability
2. Job security
3. Equal chances to succeed

DISADVANTAGE OF BUREAUCRATIC ORGANIZATIONAL

STRUCTURE
1. Reduced productivity and innovation
2. Poor financial management
3. Decreased Employee moral

WHAT ARE THE 7 KEY ELEMENTS AN ORGANIZATIONAL

STRUCTURE?
1. Departmentalization
2. Chain of command
3. Span of control
4. Centralization or Decentralization
5. Work specialization
6. Degree of formalization

ADVANTAGES OF WORK SPECIALIZATION

1. Each employee can be expert to some degree.
2. Work can be completed faster and more efficiently due to
specialization.
3. Quality control costs are lowered due to specialization.

DISADVANTAGES OR WORK SPECIALIZATION

1. Employees are isolated and limited to performing small,
receptive and at times boring tasks.
2. Employees are often challenged to do more leading to burn-
out.
3. When an employee learns the organization, they take their
specialized knowledge with them.
4. Limited cooperation and communication among employees

WHAT IS THE BASIS OF DEPARTMENTALIZATION?

1. Functional Departmentalization
Every organization of a given type must perform
certain jobs in order to do its work. For example, key
functions of a manufacturing company include production,
purchasing, marketing, accounting, and personnel. The
functions of a hospital include surgery, psychiatry,
nursing, housekeeping, and billing. Using such functions
as the basis for structuring the organization may, in some
instances, have the advantage of efficiency. Grouping jobs
that require the same knowledge, skills, and resources
allows them to be done efficiently and promotes the
development of greater expertise.
 2. Geographic Departmentalization
Organizations that are spread over a wide area may
find advantages in organizing along geographic lines so
that all the activities performed in a region are managed
together. In a large organization, simple physical
separation makes centralized coordination more difficult.
Also, important characteristics of a region may make it
advantageous to promote a local focus. For example,
marketing a product in Western Europe may have
different requirements than marketing the same product
in Southeast Asia. Companies that market products
globally sometimes adopt a geographic structure. In
addition, experience gained in a regional division is often
excellent training for management at higher levels
3. Product Departmentalization
Large, diversified companies are often organized
according to product. All the activities necessary to
produce and market a product or group of similar products
are grouped together. In such an arrangement, the top
manager of the product group typically has considerable
autonomy over the operation. The advantage of this type
of structure is that the personnel in the group can focus
on the particular needs of their product line and become
experts in its development, production, and distribution. A
disadvantage, t least in terms of larger organizations, is
the duplication of resources. Each product group requires
most of the functional areas such as finance, marketing,
production and other functions. The top leadership of the
organization must decide how much redundancy it can
afford
4. Customer/Market Departmentalization
An organization may find it advantageous to
organize according to the types of customers it serves. For
example, a distribution company the sells to consumers,
government clients, large businesses and small
businesses may decide to base its primary divisions on
these different markets. Its personnel can then become
proficient in meeting the needs of these different
customers. In the same way, an organization that provides
services such as accounting or consulting may group its
personnel according to these types if customers

WHAT IS A STRATEGIC BUSINESS UNIT (SBU)?

SBU Structure is also called strategic business units (SBUs).
Such units generally are set up like separate companies, with
full profit and loss responsibility invested in the top
management of the unit– often the president of the unit and/or
a senior vice president of the larger corporation. This manager
is responsible to the top management of the corporation. This
arrangement can be seen as taking any of the aforementioned
departmentalization schemes one steps further. The SBUs might
be based on product lines, geographic markets, or other
differentiating factors