ADMINISTRATIVE AND OFFICE LESSON 1.

2
MANAGEMENT
Understanding the/your
LESSON 1: THE OFFICE IN CHANGING Organization
BUSINESS WORLD - It is enough to give you a
basic sense of your
Office Dynamics - all about how the organization, including its
people in an organization function with one structure and basic parts, its
another to accomplish tasks as a whole current (or desired)
unit. personality, and feedback
among the basic parts.
Office - a place in which the affairs of a
business, professional person, or TYPES OF ORGANIZATIONS
organization are carried out. *Businesses are organizations that seek
to make a profit.
OFFICES ARE INFORMATION DRIVEN
● Single proprietorship - a business
Information - is made up of data or facts owned by one individual
that have been summarized or organized ● Partnership - a business that is not
into a meaningful form. incorporated and has 2 or more
owners.
ALTERNATIVE OFFICES ● Corporation - a business organized
under the laws of a particular state
Virtual Office in which a chartered was secured.
- The capability to perform work ● Professional service organization
activities away from a traditional - professionals such as lawyers,
office setting. It has no physical physicians, etc.
form.
Mobile Office Not-for-profit entities seek to provide
- An office located at a temporary site services
that can move from place to place. → Secure funds from variety of sources
Home Office Governmental units seek to provide
- Space within a home organized for services
performing office tasks. → Called by different names such as
Virtual Assistant agency, bureau, department and board.
- A worker who performs tasks
normally handled by an on-site
secretary or administrative
assistant.
- Can work from a home office
STRUCTURE OF ORGANIZATIONS pertinent knowledge, skills, image,
- A grouping of a company’s and unique attributes.
employees delineating each
worker’s function, superior, and Business Knowledge and Skills
subordinate. - Keyboarding (typing)
- An organizational chart starts by - English language usage- spelling,
listing the chief executive officer at grammar and punctuation
the top and then all of the people - Computer operations
below him by name and title. - Mathematics/basic accounting
operations
Board of directors - Office machine operations
■ Establishes policies to guide company - Telephone usage
operations - Mail Management
Senior management - Information (records)
■ Provides direction in carrying out policies management-hard copy and soft
Middle management copy
■ Directs day-to-day activities - Greeting visitors, scheduling making
Department employees travel arrangements, meeting with
■ Perform tasks to meet the organization‘s management
goal - Written material preparation-letters,
memos and reports
Employee Empowerment - Customers/client service
- Enables employees to make - Employee supervision
decisions without review by
managers Professional Image
- Allows fewer levels of middle - Clothing
managers - Grooming
- Requires that the worker - Posture and poise
understand the company - Speech
- Facilitates working in teams
- Increases job satisfaction PERSONAL ATTRIBUTES set you apart
and make you different from others.
LESSON 1.3 - Professional Attitude\
- Ethical behavior
The Office Professional - Loyalty
- Have stood the test of time Amidst - Flexibility
technological developments in - Self-Esteem
various societies, they have - Tact and Diplomacy
remained a staple in office
environments, being armed with the
OFFICE COMPETENCIES proven high-performance, quality
- Has different meanings, and results for a given position. (e.g.
remains one of the most diffuse backing up a database)
terms in the management ● Management Competencies -
development sector, and the identify the specific attributes and
organizational and occupational capabilities that illustrate an
literature. individual’s management potential.
- Are also what people need to be (can be learned and developed with
successful in their jobs. the proper training and resources)
- Include all the related knowledge, ● Organizational Competencies -
skills, abilities, and attributes that the mission, vision, values, culture,
form a person’s job. and core competencies of the
- Provide organizations in a way to organization that sets the tone
define in behavioral terms what it is and/or context in which the work of
that people need to do to produce the organization is carried out. (e.g.
the results that the organization customer-driven)
desires, in a way that is in keeping ● Technical Competencies -
with its culture. depending on the position, both
technical and performance
COMPETENCE capabilities should be weighed
- The set of demonstrable carefully as employment decisions
characteristics and skills that are made.
enable, and improve the efficiency
or performance of a job. CORE COMPETENCIES

TYPES OF COMPETENCIES 1. Competencies Dealing with

People
● Behavioral competencies - The Leading Others Cluster
individual performance - Establishing Focus: ability to
competencies are more specific develop and communicate goals in
than organizational competencies support of the business’ mission.
and capabilities. (development of - Providing Motivational Support:
talent) ability to enhance others’
● Core Competencies - capabilities commitment to their work.
and/or technical expertise unique to - Fostering Teamwork: ability and
an organization. An organizational desire to work cooperatively with
core competency is an others on a team (as a team
organization’s strategic strength. leader); ability to demonstrate
● Functional Competencies - are interest, skill, and success in getting
job-specific competencies that drive groups to learn to work together.
 - Managing Change: ability to 2. Competencies Dealing with
demonstrate support for innovation Business
and for organizational changes The Preventing and Solving Problems
needed to improve the Cluster
organization’s effectiveness - Diagnostic Information Gathering:
- Developing Others: ability to ability to identify the information
delegate responsibility and to work needed to clarify a situation, seek
with others and coach them to that information from appropriate
develop their capabilities. sources, and use skillful questioning
- Managing Performance: ability to to draw out the information, when
take responsibility for one’s own or others are reluctant to disclose it.
one’s employees’ performance, by - Analytical Thinking: ability to tackle
setting clear goals and a problem by using a logical,
expectations, tracking progress systematic, sequential approach.
against the goals, ensuring - Forward Thinking
feedback, and addressing - Conceptual thinking
performance problem and issues - Strategic thinking
promptly. - Technical Expertise
The Achieving Results Cluster
COMMUNICATION AND INFLUENCING - Initiative
CLUSTER - Entrepreneurial Orientation
- Attention to Communication: ability - Fostering Innovation
to ensure that information is passed - Results Orientation
on to others who should be kept - Thoroughness
informed. - Decisiveness
- Oral Communication: ability to
express oneself clearly in 3. Self-Management Competencies
conversations and interactions with - Self Confidence
others. - Stress Management
- Written Comm: ability to express - Personal Credibility
oneself clearly in business writing. - Flexibility
- Persuasive Comm: ability to plan
and deliver oral and written Word Processing
communications that make an - Creating written documents such as
impact and persuade their intended letters or reports by using software
audiences. programs and computers.
- Interpersonal Awareness Data Processing
- Influencing Others - Collecting, organizing, analyzing,
- Building Collaborative Relationships and summarizing data.
- Customer Orientation
Information management and transmission
- Organizing, maintaining, and Lesson 1: Management Concepts
accessing data. Transmission refers ● Managerial Process
to sharing information both within 1. Planning - defining performance
and outside the organization. goals for the organization and
General Managing and Communicating determining what actions and
- Broad areas that involve handling resources are needed to achieve
work time and tasks efficiently. the goals
Total Quality Management 2. Organizing - function involves
- Establishing and maintaining high deciding how the organization will
standards in how work is done. be structured (by departments,
Continuous Improvement matrix teams, job responsibilities
- Being alert at all times to ways of 3. Staffing - the function of manning
working more productively the organization structure and
Customer Satisfaction keeping it manned. It has assumed
- A key focus in many organizations greater importance in recent years
- Essential for long-term success due to the advancement of
- Often measured with customer technology, increase in size of
surveys business, complexity of human
Ethical Standards behavior etc.
- Require honesty and fairness in 4. Directing - part of managerial
business dealings function which actuates the
- Often stated in a code of ethics or organizational methods to work
conduct efficiently for achievement of
Responsible Teamwork organizational purposes.
- Involves combining the efforts of ● Supervision - overseeing
two or more people to achieve a the work of subordinates by
goal their superiors and the act of
- Communication is especially watching and directing work
important for remote teams. and workers.
Diversity ● Motivation - inspiring,
- Reflected in a workforce with people stimulating or encouraging
from a wide range of ethnic and the subordinates with zeal to
cultural backgrounds. work. (positive, negative,
Employer Expectations monetary, or non-monetary
- employer s expect certain basic incentives)
qualities in all employees; (reliability, ● Leadership - process by
productivity, cooperativeness, which manager guides and
independence in learning) influences the work of
 subordinates in desired supervisors, foremen, section
direction. officers, superintendents, etc. They
● Communications - the are concerned with direction and
process of passing controlling function of management.
information, experience,
opinion, from one person to ● Organizing Process
another. It is a bridge of ● The Communication Process
understanding.
● Controlling - implies Lesson 2: The Workplace and its
measurement of Environment
accomplishment against the ● Office Layout, Design, and Safety
standard and correction of
deviation if any to ensure WORKSTATION MANAGEMENT
achievement of - Work-station: the physical area in
organizational goals. To which a worker performs a job. A
ensure that everything occurs typical workstation provides a work
in conformities with the surface and space for equipment
standards. and supplies.
Levels of Management MANAGE ERGONIMIC FACTORS
- Refers to a line of demarcation - Ergonomics: the study of the effects
between various managerial of the work environment on the
positions in an organzation. health of workers.
1. Top Level Management
- Consists of board directors, chief LESSON 2.2
executive or managing director. The
top management is the ultimate Time Management
source of authority and it manages - The process of planning your
goals and policies for an enterprise activities to gain better control over
and devotes more time on planning how you spend your time.
and coordinating functions. TIME ANALYSIS PROCEDURE
2. Middle Level of Management ● Time - a valuable resource that
- Branch managers and departmental should be used wisely; it cannot be
managers are responsible to the top replaced.
management for the functioning of ● Time Analysis - aids you in
their department, devote more time determining how effectively your
to organizational and directional time is used.
functions.
3. Lower level of Management REMINDER SYSTEMS
- Known as supervisory/operative ● Manual Systems
level of management. It consists of ● Electronic systems
 ● Personal Digital Assistant (PDA) - a ● Recruitment will expand the talent pool
handheld computer. Programs can ● Let the firm meet its social and legal
be loaded onto a PDA to do variety obligation and help it achieve success.
of tasks. ● Increase their employee retention
● Scheduling appointments ● Improve the credibility of the organization
Tickler Files
- Contains notes or records arranged SOURCE OF RECRUITING
by date for keeping track of future Internal Recruitment
actions. - Happens to employees within the
organization.
● Office Environment External Recruitment
Office Equipment and Furniture - Seeks to employ candidates that are
outside the organization or have not
Lesson 3: Management of Human been recruited anytime before.
Resources
● Selecting Office Employees TYPES OF INTERNAL RECRUITING
● Developing Office Employees ● Promotion
● Supervising Office Employees - Refers to the change of designation
of an employee
RECRUITING AND SELECTION - Involves shifting an existing
employee to a higher position.
Recruiting ● Transfer
- As increasing the number by enlisting - Refers to the shifting of an existing
new members. employee to another department
Recruitment inside the organization.
- The process of searching and motivating ● Employee Referrals
a large number of prospective employees - Encourages employees to refer
for a particular job in the organization. potential candidates who they think
Recruiting in Business Settings would be perfect for your vacant
- Refers to the process of employing new positions.
people to work for a company or ● Former Employees
organization. - Provision of hiring retired
- Involves seeking out, finding, and hiring employees willing to work.
ideal candidates or employees for a
specific position or job in a company. TYPES OF EXTERNAL RECRUITING
● Advertisement
REASONS & IMPORTANCE OF - Advertisements serve as a great
RECRUITING source of information regarding any
● Advertises the job description and helps job opportunities
find responsible candidates for the job ● Rival Businesses
 -Some of the operatives in your - Unending gap to fill in the
industry will be working for your organization.
competitors. They might not be
looking to relocate or for a better EXTERNAL RECRUITMENT
opportunity, but you won’t know Advantages:
unless you ask. - The employees join as
● Educational Institutions knowledgeable persons which
- An organization can make a reduces the training time required
connection with universities, for new hires.
colleges, and schools and invite - Company can find a specialized
new graduates to the company for candidate just for a specific role.
internship positions. - Reduces the tension between
● Former Employees employees.
- If a firm has a vacancy that might Disadvantages:
appeal to a former colleague, reach - Can lead to unhappy employees as
out to them to see if they’re ready to the existing employees may feel
make a comeback. that they deserved an opportunity
● Recommendation for growth
- The best source of recommendation - The company will require additional
might come from an existing training for the new employees.
employee of the company. - More time-consuming and high in
cost.
ADVANTAGES AND DISADVANTAGES
OF INTERNAL and EXTERNAL SELECTION
RECRUITING - The process of picking or choosing
the right candidate, who is most
Internal Recruitment suitable for a vacant job position in
Advantages: an organization.
- Motivating skilled employees in your
company with the promise of SELECTION PROCESS
upward growth. - Refers to the steps involved in
- Familiarity with the candidates. choosing people who have the right
- More time and cost-effective qualifications to fill a current or
Disadvantages: future job opening
- Promoted employees may not - Managers and supervisors will be
always hold the best qualities for ultimately responsible for the hiring
their new role. of individuals, but the role of Hrm is
- Leads to limiting the pool of to define and guide managers in this
applicants. process.
 PROCEDURES FOR SELECTING - In this method, you assess
EMPLOYEES the candidates’ personalities
1. Job Announcement and see if they would be a
2. Receiving Applications / Resumes good fit for the position
3. Resume Screening ● Resume Collection: Your Site vs.
4. Telephonic Interview Job Board Sites
5. Aptitude Test and Assignment Test ● Referral Recruitment vs. Existing
6. Employees Assessments and Talent Pool
Personal Interviews ● Internal vs. External Employees
7. Background Check ● Boomerang Employees
8. Reference Check ● Take-Home Assignments
9. Medical Examination ● Situational Tests
10. Final Decision ● Evaluating Current Job
11. Offer Letter Knowledge/Skills
● Reference Checks
METHODS USED IN SELECTING ● Group Interviews
EMPLOYEES ● Hard Skills Assessments
1. Application Reviews ● Virtual Interviews
- In this method, you can ● Internships
review the applications of all ● Background Checks
potential candidates and
weed out those who are not TIPS ON HOW TO MAKE AN EFFECTIVE
qualified. SELECTION
2. Phone Screenings 1. Understand the job
- This is a method by which 2. Develop a process and use it
you can call all the potential consistently
candidates and ask them a 3. Identify Valid tools
few questions about their 4. Train HR staff
qualifications. 5. Monitor your Process
3. One-on-One Interviews
- This is where you can meet DEVELOPING OFFICE EMPLOYEES
the potential candidates in
person and ask them a series Definition of Coaching, Training, and
of questions or experiences. Development
4. Cognitive Ability Tests
- It gives the candidates a test Coaching
that measures their potential - Main aim of workplace coaching is
ability to perform tasks to promote two-way communication
required for the position. between an employee and their
5. Personal Assessments coach in order to identify areas for
 improvement, reinforce strengths, fellow workers, supervisors, and the
and further develop their organization.
performance. - To improve the productivity of the
Training workers and the organization.
- Employee training includes any - To reduce the number of accidents
activity that helps employees by providing safety training to the
acquire new, or improve existing, workers,
knowledge or skills. - To make the workers handle
- A formal process by which talent materials, machines, and equipment
development professionals help efficiently and thus to check
individuals improve their wastage of time and resources.
performance at work. - To prepare workers for promotion to
Development higher jobs by imparting them
- Employee development is a process advanced skills.
of helping employees progress in
their careers by acquiring new skills. Development (OBJECTIVES)
Goals and Objectives of Coaching, - Employee development is a process
Training, and Development of helping employees progress in
their careers by acquiring new skills.
Coaching (OBJECTIVES) - Objective of development is to
- a beneficial method to improve the ensure the employee is growing
performance of employees and personally, developing their ability to
increase productivity. achieve more in the workplace,
- The best leaders are able to coach retain their top talent, and meet the
team members to help them adapt organization's goals.
to new situations, develop skills,
and increase their efficiency. Reasons/Benefits Why Coaching,
- A good coaching objective begins Training, and Development are
with identifying something specific Important
that will be the focus of the
coaching. Coaching Benefits (Company’s Pov)
Training (OBJECTIVES) - Individuals are empowered and
- To provide job-related knowledge to encouraged to take responsibility
the workers. - Increases employee and staff
- To impart skills among the workers engagement
systematically so that they may - Aids in the identification and
learn quickly. development of high-potential
- To bring about change in the workers.
attitudes of the workers toward - Enables the identification of
organizational and individual
 strengths and development - Improve employee engagement and
opportunities. motivation with good training
- Promotes motivating and - Gives the company flexibility to
empowering individuals to achieve expand, innovate, and compete.
success. Development Benefits (Employee’s
Coaching Benefits (Employee’s POV) POV)
- Encourages to set clear goals and - Increased productivity
take action to achieve them. - Train future leaders
- Become more self-reliant - Increased job satisfaction and
- Increase career and life satisfaction retention
- fosters transferable interactions - Attract highly skilled employees
- Promote meaningful interactions - Increased consistency
and employee engagement - Enforced safety
- Added innovation
Training Benefits (Company’s POV)
- Reduce employee turnover USUAL TOPICS DISCUSSED IN THOSE
- Reduce layoffs ACTIVITIES
- Improve employee engagement
- Increase productivity Coaching
- Improve team functionality ● Time Management
- Build a competitive advantage ● Overworked or Overwhelmed
- Prevent and address skill gaps employees
Training Benefits (Employee’s POV) ● Mistakes with clients
- Increase productivity and ● goal -setting
performance ● Employee Disengagement
- Uniformity of work processes ● Declining Performance
- Reduced supervision ● Inappropriate/negative/rude
- Promoting from within behavior
- Boosted morale
- Better workplace environment. Training and Development
● Technical skills
Development Benefits (Company’s ● Customer Service
POV) ● Sales
- Performance improvement ● Communication
- Better handle unexpected situations ● Ethics
- Learning culture inside an ● Safety
organization help attract new ● Industry rules and regulation
employees and improve loyalty ● Workplace harassment
- Help grow potentially good ● Equity and diversity
employees into great leaders ● Personal development
 - Must speak with impact and
SUPERVISING OFFICE EMPLOYEES clarity to inspire its
employees to work efficiently
Supervising 5. Excellent Listener
- Defined as the act of overseeing, - Must have empathy while
managing, or directing the work or attentively listening to their
activities of others to ensure that feedback.
they are carried out effectively and
efficiently *Supervisors may come in many forms
- Encompasses observing the and various characteristics such as;
advancement of work, offering ● Supervisor as Trainer
guidance and support, and ensuring ● Supervisor as Goal-setting
that tasks are accomplished within ● Supervisor as Human Resource
the set time frame and to an Specialist
exceptional level.
FIVE STEPS OF SUPERVISION
IMPORTANCE OF SUPERVISING (according to Mr. Derek A. Peece)
- Improves employee performance 1. Provide employees with the tools
- Ensures consistency they need to do their jobs.
- Supports effective communication - All tangible tools and
- Encourages employee development materials must be provided to
- Enhances productivity employees
- Improves quality 2. Provide employees with the
training they need to do their
jobs.
CHARACTERISTICS OF AN EFFECTIVE - Train and teach subordinates
SUPERVISOR the in-detail steps and
1. Strong Management procedure, as well as the
- Must have strong best ways to efficiently
management skills. perform and get their
2. Team player tasks/jobs done
- Must know how to play and 3. Help employees set goals to
win as a team improve their performance.
3. Goal-oriented - Give subordinates proper
- Must have a clear knowledge guidance and clear direction
of the outcomes that their and encourage them to set
team must attain their work goals.
4. Great Communicator 4. Become a resource
- As a supervisor, consider
yourself as one of your
 subordinates’ secondary CONTENT THEORIES:
resources. 1. Maslow’s Need Hierarchy
- Providing them with primary - Maslow‘s hierarchy of needs
resources (such as the is a motivational theory in
tangible work tools) is not psychology comprising a
enough without your direct five-tier model of human
involvement in their needs.
performance or work 1.1 physiological needs
execution. 1.2 safety need
5. Hold staff accountable 1.3 belonginess & love needs
- Monitor subordinates’ 1.4 esteem needs
progress and evaluate 1.5 self-actualization
whether or not they were
able to accomplish goals 2. Herzberg’s Motivation-Hygiene
they’ve set and to meet Theory
expectations on their work - Frederick Herzberg indicates in his
performance level. studies the satisfiers and
dissatisfiers to motivate man to
*REWARD ACCOMPLISHMENTS. grow and develop.

Lesson 4: Motivation and Employee Dissatisfier

Performance - Environment
● Motivating Office Employees - Company policies &
Administration
Motivation - Supervision
- comes from a Latin word which - Working condition
means ―to move. - Interpersonal relations
- motivation is the internal process - Money, status and security
that moves or energizes you to fulfill
various goals. It may also be Satisfiers
defined as a process that influences - What people do-the task
a person to take action or - Achievement
accomplish a goal. - Recognition
- Interest
Theories Of Motivation - Responsibility
- The content theories deal with - Growth & advancement
―what‖ motivates people,
- while the process theories deal 3. McClelland’s Needs Theory
with ―how‖ motivation occurs. - McClelland’s Acquired Needs
Theory, also known as the
 Three-Need Theory or Learned 2. Vroom’s Expectancy Theory
Need Theory, proposed that an - assumes that behavior results from
individual‘s specific needs are conscious choices among
acquired over time and are shaped alternatives whose purpose it is to
by one‘s life experiences. maximize pleasure and to minimize
- According to the theory, we tend to pain.
have one of these needs like - Vroom realized that an employee‘s
achievement, affiliation and performance is based on individual
power, affect us more powerfully factors such as personality, skills,
than the others and thus affect our knowledge, experience and
behaviors. abilities.
- Three factors of Vroom's
4. Alderfer’s ERG Theory Expectancy Theory:
- Clayton P. Alderfer‘s ERG Theory - Expectancy (Effort)
from 1969 condenses Maslow‘s five - Instrumentality
human needs into three categories: (Performance)
Existence, Relatedness and - Valence (Reward)
Growth.
3. Adams Equity Theory
- Existence - the need for basic - Founded by an industrial
material existence, like physiological psychologist studies the workplace
health and safety comparison between outcomes
- Relatedness - the need for received from work or effort.
interpersonal connections, social - In accordance with fair and
status and recognition unfairness wired with motivation and
- Growth - the need for personal unmotivated between equity and
development, including creative and equality that drives satisfaction with
meaningful work. rewards.

PROCESS THEORY: - Three principles of Adam's

1. Skinner’s Reinforcement Theory Equity Theory:
- correlates the study of human - Equity Norm
behavior directed by its - Social Comparison
consequences as a motivating - Balance Redness
factor.
- In accordance of being dependent
on the employee's performance to - Two ways to address balance
deliver the consequences or redness:
expectancy benefit as their work. - Fit Work To Reward
- Cognitive Distortion
 - Employees complete tasks for
4. Locke and Latham’s Goal-Setting organization leaders.
Theory - Perform a specific position at a
- Researcher Edwin Locke and company using their abilities,
Latham’s founded in 1990 a knowledge, and expertise
goal-setting theory, an integrative
model of motivation, that sees goals Employee Responsibilities Examples:
as key determinants of behavior. - Assist a company in creating a
- It involves the development of an product or offering a service
action plan designed to motivate - Identify and work toward long-term
and guide a person or a group goals
towards a goal. - Collaborate with coworkers to finish
- Locke's principles for effective initiatives or projects
goal-setting includes:
- Setting of challenging but attainable What is Employee Performance?
goals. - The level of how well a person
- Setting goals that are specific and executes their job duties.
measurable. - The degree of how accurately the
- Goal commitment. employee performs their
- Support elements should be responsibilities.
provided.
- Knowledge of results is essential. Performance Indicators of Employees
- Work Effectiveness
Ways to Motivate People - Level of Work Quantity
1. Set clear goals - Level of Work Quality
2. Provide feedback
3. Offerincentives Employee Performance
4. Provide opportunities for growth - places emphasis on the volume or
5. Encourage autonomy variety of work performed by
6. Foster a positive work environment workers in carrying out their duties
7. Lead by example and obligations within the business
8.Communicate effectively environment.

Appraising the Performance of Office How can the corporate world improve
Employees Employee Performance?
- Set Clear Expectations
DEFINING EMPLOYEE PERFORMANCE - Encourage Diversity
- Be Transparent

What is the Role of Employees?

How to Measure Employee Forced Distribution
Performance? - In a forced distribution system,
- Measuring employee performance employees are ranked in groups
is an essential aspect of managing based on high performers, average
a business and driving it towards performers, and nonperformers. The
success. It is also important to take trouble with this system is that it
note that measuring the does not consider that all
performance of an employee is not employees could be in the top two
always an exact science. categories, high or average
performers, and requires that some
Activities - actions that produce results. employees be put in the
Results - these are the products of your non-performing category.
hard work
Graphic Rating Scale
Measuring employee performance can - One of the most popular and
be translated into Performance simplest techniques for appraising
Appraisal. performance. It is also known as the
linearrating scale. In this method,
Rank Order Method the printed appraisal form is used to
- It is the oldest and simplest formal appraise each employee. The form
systematic method of performance lists traits such as quality and
appraisal in which an employee is reliability, and a range of job
compared with all other employees performance characteristics from
for the purpose of placing an order unsatisfactory to outstanding for
of worth. The employees are ranked each trait.
from the highest to the lowest or
from the best to worst. Preference Checklist
- The basic purpose of utilizing the
Paired Comparison Method checklist method is to ease the
- The manager must compare every evaluation burden upon the one
employee with every other who is assigned to rate the
employee within the department or employees. With a checklist scale, a
work group. Each employee is series of questions are asked and
compared with another, and out of the manager simply responds yes or
the two, the higher performeris no to the questions, which can fall
given a score of 1. Once all the into either the behavioral or the trait
pairs are compared, the scores are method, or both
added.
Management by Objectives or Results-
Oriented Method
 take the initiative, and strongly desire to do
- This type of assessment is a newer a decent job for both the individual and the
method that is gaining in popularity. organization's benefit.
It involves the employee and - Higher Productivity Level
manager agreeing to a set of - Greater Levels of Creativity and
attainable performance goals that Innovation
the employee will strive to achieve - Lower Absence Levels
over a given period of time. The - Increased Employee Engagement
advantage of this is the open - Improves Manager-Employee
communication between the Relationship
manager and the employee. - Positive Company Reputation
- Lower Levels of Staff Turnover
Meaning of SMART:
Specific. Benefits of Appraising the Performance
Measurable. A performance review or evaluation
Attainable. assesses an employee's accomplishments
Result oriented. and contributions over a predetermined
Time-limited. period. It considers the individual's growth
in addition to their accomplishments and
Why do we Measure the Employee skills.
Performance? - Creates Career Growth
- Addresses areas for Improvement
We measure employee performance to - Improves Performance
determine how well an employee is - Helps Determine Training
fulfilling their job tasks and obligations, as - Conversation
well as to offer feedback to the employee - Evaluates Goals
on their strengths and areas for growth. - Strengthen Team Bonds
This information is relevant for several
reasons: Lesson 5: Job Analysis and
- Setting expectations Compensation Employees
- Goal-setting ● Analyzing Jobs of Office Employees
- Identifying strengths and ● Evaluating Jobs of Office
weaknesses Employees
- Employee development ● Administering Salaries of Office
- Performance management Employees
● Measuring Output of Office
Benefits of Motivating Office Employees
Employees ● Improving Productivity of Office
Employees
A motivated employee completes quickly,
Lesson 6: Systems and Trends C. Sprain
● System Analysis D. Fracture bone
● Computer Technology A. 3. A _____is the physical area in which
● Telecommunication a worker performs a job.
Application Software A. Work station
B. Work management
Lesson 7: Administrative Services C. Work station management
Management D. Work
● Records and Management A. 4. A _____ contains notes or records
● Forms Design and Control arranged by date for keeping track of
Office Reprographics & Mail Services future actions.
A. Tickler file
Lesson 8: Administrative Control B. Time log
● Control Process C. Records
● Quality and Quantity Control D. Electronic file systems
● Budgetary and Cost Control B. 5. Can be recorded and played,
● Advantages and Limitations of displayed, interacted with, or accessed by
Budgeting information content processing devices.
A. Outsourcing
HRMA 30013 ADMINISTRATIVE AND B. Multimedia
OFFICE MANAGEMENT C. Technology
Midterm Examination D. Digital world
1st Semester 2020-2021 C. 6. It is an occupation undertaken for a
Multiple Choice. Write your answer in the significant period of a person‘s life and with
allotted space below. opportunities for progress.
C. 1. _____is the process of planning your A. Occupation
activities to gain better control over how B. Profession
you spend your time. C. Career
A. Manual Systems D. Work
B. Time B. 7. It refers to the policies, practices, and
C. Time Management systems that influences an employee‘s
D. Electronic Systems behavior, attitude, and performance.
B. 2. _____syndrome is a repetitive strain A. Employee engagement
injury that occurs when stress is placed on B. Human resource management
the hands, wrists, or arms. It can occur C. Employee retention
while working at the computer keyboard or D. Behavior
using the computer input device for long B. 8. This involves attracting people
periods of time. outside of the business organization to
A. Stress apply for
B. Carpal Tunnel jobs.
A. Internal recruiting A. Office
B. External recruiting B. Virtual office
C. Recruitment C. Home office
D. Job hunting D. Virtual assistant
C. 9. _____is a description of an actual A. 14. A business owned by one individual.
administrative situation involving a decision A. Single proprietorship
to be made or a problem to be solved. It B. Partnership
can be a real situation that actually C. Corporation
happened just as described, or portions D. Professional service organization
have been disguised for a reason of A. 15. _____means defining performance
privacy. goals for the organization and determining
A. Problem what actions and resources are needed to
B. Threat achieve the goals.
C. Case study A. Planning
D. Opportunity B. Organizing
B. 10. _____is a systematic evaluation of C. Directing
the employee‘s present job capabilities and D. Staffing
also his potential for growth and E. Controlling
development by his superiors. It can be C. 16. _____it is that part of managerial
either informal or formal. function which actuates the organizational
A. Measurement methods to work efficiently for
B. Performance appraisal achievement of organizational purposes. It
C. Evaluation is considered the lifespark of the enterprise
D. Job which sets in motion the action of people
B. 11. The capability to perform work because planning, organizing and staffing
activities away from a traditional office are the mere preparations for doing the
setting. It has no physical form. work.
A. Mobile office A. Planning
B. Virtual office B. Organizing
C. Home office C. Directing
D. Office D. Staffing
D. 12. An office located at a temporary site E. Controlling
that can move from place to place. C. 17. _____may be defined as a process
A. Office by which a manager guides and influences
B. Virtual office the work of subordinates towards a desired
C. Virtual assistant direction.
D. Mobile office A. Supervision
D. 13. A _____is a worker who performs B. Directing
tasks normally handled by an on-site C. Leadership
secretary or administrative assistant. D. Motivation
B. 18. How does one show loyalty to the D. 23. What aids one in determining how
company? effectively one‘s time is used?
A. Respects the privacy of others. A. Time
B. Supports the executive and his ideas, B. Clock
decisions, projects and programs. C. Schedule
C. Avoids complaining. D. Time analysis
D. Shows alertness and intelligence. D. 24. _____ is the process of searching
D. 19. _____determines a chain of and motivating a large number of
command, amount of authority, and status prospective
enjoyed by any managerial position. employees for a particular job in the
A. Directing organization.
B. Staffing A. Selection
C. Controlling B. Job description
D. Level of management C. Job analysis
C. 20. It is a sign that elicits the response D. Recruitment
of recipient. C. 25. _____ deal with ―how‖ motivation
A. Context occurs.
B. Sender/encoder A. Motivation
C. Message B. Content theories
D. Medium C. Process theories
E. Recipient / Decoder D. Performance appraisal
F. Feedback D. 26. _____ is a motivational theory in
D. 21. The sender must choose an psychology comprising a five-tier model of
appropriate _____for transmitting the human needs.
message or the message might not be A. Herzberg‘s Motivation-Hygiene Theory
conveyed to the desired recipients. B. McClelland‘s Needs Theory
A. Context C. Alderfer‘s ERG Theory
B. Sender/encoder D. Maslow‘s Need Hierarchy
C. Message E. Reinforcement theory
D. Medium F. Goal setting theory
E. Recipient / Decoder B. 27. This theory proposes that an
F. Feedback individual‘s specific needs are acquired
D. 22. _____is the study of the effects of over time and are shaped by one‘s life
the work environment on the health of experiences.
workers. A. Herzberg‘s Motivation-Hygiene Theory
A. Maintenance B. McClelland‘s Needs Theory
B. Reference Materials C. Alderfer‘s ERG Theory
C. Computer D. Maslow‘s Need Hierarchy
D. Ergonomics E. Reinforcement theory
F. Goal setting theory
E. 28. This theory focuses on what sender to analyze the efficacy of the
happens to an individual when he or she message. It helps the sender in confirming
takes action. This theory is a strong tool for the correct interpretation of message by
analyzing controlling mechanisms in an the decoder.
individual‘s behavior. A. Context
A. Herzberg‘s Motivation-Hygiene Theory B. Sender/encoder
B. McClelland‘s Needs Theory C. Message
C. Alderfer‘s ERG Theory D. Medium
D. Maslow‘s Need Hierarchy E. Recipient / Decoder
E. Reinforcement theory F. Feedback
F. Goal setting theory B. 34. A _____ is the physical area in
A. 29. _____ is the grouping of a which a worker performs a job.
company‘s employees delineating each A. Job Specification
worker‘s function, superior and B. Work-station
subordinate. C. Department
A. Organizational structure D. Job description
B. Department D. 35. _____identify the specific attributes
C. Organization Chart and capabilities that illustrate an
D. Layout individual's management potential.
C. 30. An _____ is often used to show the A. Behavioral competencies
structure of an organization. B. Core competencies
A. Organizational structure C. Functional competencies
B. Department D. Management competencies
C. Organization Chart A. 36. The ability to convey confidence in
D. Layout employees‘ ability to be successful,
A. 31. The _____ is the ultimate source of especially at challenging new tasks,
authority and it manages goals and delegate significant responsibility and
policies for an enterprise. authority, and allow employees freedom to
A. Top level Management decide how they will accomplish their goals
B. Middle Level of Management and resolve issues.
C. Lower Level of Management A. Empowering others
D. Organizational structure B. Managing change
D. 32. Is_____ communication is more C. Fostering teamwork
precise and explicit? D. Managing performance
A. Formal communication E. Establishing focus
B. Informal communication E. 37. The ability to develop and
C. Oral communication communicate goals in support of the
D. Written communication business‘ mission.
F. 33. _____ is the main component of A. Empowering others
communication process as it permits the B. Managing change
C. Fostering teamwork E. Technical expertise
D. Managing performance B. 43. The ability to anticipate the
E. Establishing focus implications and consequences of
A. 38. Individual performance situations and take appropriate action in
competencies are more specific than order to be prepared for possible
organizational competencies and contingencies.
capabilities. A. Analytical thinking
A. Behavioral competencies B. Forward thinking
B. Core competencies C. Conceptual thinking
C. Functional competencies D. Strategic thinking
D. Management competencies E. Technical expertise
D. 39. The ability to express oneself clearly D. 44. The ability to plan and deliver oral
in conversations and interactions with and written communication that impact and
others. persuade their intended audiences.
A. Persuasive communication A. Attention to Communication
B. Texting B. Oral Communication
C. Written communication C. Written Communication
D. Oral communication D. Persuasive Communication
A. 40. The ability to plan and deliver oral C. 45. The mission, vision, values, culture
and written communications that make an and core competencies of the organization
impact and persuade their intended that sets the tone and/or context in which
audiences. the work of the organization is carried out
A. Persuasive communication (e.g. customer-driven, risk taking and
B. Texting cutting edge). How we treat the patient is
C. Written communication part of the patient's treatment.
D. Oral communication A. Core competencies
C. 41. Notices similarities between B. Functional competencies
different and apparently unrelated C. Organizational competencies
situations. D. Management competencies
A. Analytical thinking C. 46. _____is a place in which the affairs
B. Forward thinking of a business, professional person, or
C. Conceptual thinking organization are carried out.
D. Strategic thinking A. Records
E. Technical expertise B. Information
A. 42. Makes a systematic comparison of C. Office
two or more alternatives. D. Home
A. Analytical thinking B. 47. How does one respond to sudden
B. Forward thinking changes in instructions?
C. Conceptual thinking A. Loyalty
D. Strategic thinking B. Flexibility
C. Self-Esteem C. Determining whether performance
D. Tact and diplomacy matches the standard
C. 48. Joy presents a new product to her D. Corrective action
boss as a better replacement for an old D. 2. Records are filed according to date.
product. What concept is presented here? A. Consecutive order
A. Initiative B. Terminal-digit order
B. Entrepreneurial Orientation C. Middle-digit order
C. Fostering Innovation D. Chronological order
D. Results Orientation B. 3. The last two or three numbers serves
B. 49. The ability to look for and seize as the primary filing unit.
profitable business opportunities; A. Consecutive order
willingness to take calculated risks to B. Terminal-digit order
achieve business goals. C. Middle-digit order
A. Initiative D. Chronological order
B. Entrepreneurial Orientation B. 4. Contains an alphabetic list of names
C. Fostering Innovation and subjects in a file.
D. Results Orientation A. General Alphabetic File
E. 50. _____is the internal process that B. Alphabetic Index
moves or energizes one to fulfill various C. Accession Log
goals. D. Consecutive order
E. Motivation _____5. _____records are commonly used
F. Reinforcement theory in decision making, for reference, in
G. Process theory answering inquiries, or in satisfying legal
H. Safety need requirements.
A. Creation or collection
B. Distribution
HRMA 30013 ADMINISTRATIVE AND C. Use
OFFICE MANAGEMENT D. Maintenance
Final Examination E. Disposition
1ST Semester 2020-2021 _____6. _____when records are kept for
Multiple Choice. Write your answer in the later use, they must be categorized and
allotted space below. stored,
_____1. In case an organization‘s activities retrieved as needed, and protected from
are not in consonance with plans, damage or loss.
managers should take __________ A. Creation or collection
immediately. B. Distribution
A. Establishing standards and methods for C. Use
measuring performance D. Maintenance
B. Measuring performance E. Disposition
_____7. _____ have one-time or very ____13. _____ allows the computer to
limited usefulness. communicate with devices connected to it.
A. Vital records A. Operating System Software
B. Important records B. Application Software
C. Useful records C. Utility Software
D. Non-essential records D. Networks
_____8. _____ are essential to the ____14. The basic purpose of _____ is to
company. These records are often not find out an appropriate base for salary, to
replaceable. remove the disparities in the wage system
A. Vital records and to implement a consistent and a
B. Important records justified wage
C. Useful records differential in the organization.
D. Non-essential records A. Job analysis
E. B. Job evaluation
_____9. _____software that prevents C. Job description
unauthorized users from gaining access to D. Job enlargement
computers. ____15. _____ refers to the process of
A. Firewalls obtaining information about jobs, as well
B. Proprietary information as, the
C. Maintenance context in which jobs are performed.
D. Records A. Job analysis
____10. _____ are used to link computers B. Job evaluation
to other types of hardware. C. Job description
A. Networks D. Job enlargement
B. Local Area Networks ____16. _____ are large, multipurpose
C. Transmission Carriers machines with very high processing
D. Wide Area Networks speeds.
____11. _____ are used to link computers A. Mainframe Computers
that are close to each other. B. Minicomputers
A. Networks C. Microcomputers
B. Local Area Networks D. Application Software
C. Transmission Carriers ____17. _____ are mid-sized computers
D. Wide Area Networks that can support a number of users.
____12. _____carries out ―housekeeping A. Mainframe Computers
duties‖ such as organizing. B. Minicomputers
A. Operating System Software C. Microcomputers
B. Application Software D. Application Software
105 ____18. Refers to physical parts of a
C. Utility Software computer.
D. Networks A. Hardware
B. Mini computer ____23. _____estimates are based on
C. Micro computers comparative or parametric estimating
106 techniques.
D. Software These are refined as the achievability and
____19. _____ is the system that allows desirability of the work are investigated
setting, measure, match and tweak any and a
business detailed understanding of scope, schedule,
activities such as production, packaging, and resource is developed.
delivery and more. A. Initial cost
A. Planning process B. Base cost
B. Directing process C. Budget
C. Control process D. Cost
D. Organizing process ____24. _____ is the reproduction of
____20. _____ is a process through which graphics through mechanical or electrical
a business seeks to ensure that product means,
quality is maintained or improved. such as photography or xerography.
A. Quality control Reprography is commonly used in catalogs
B. Quantity control and archives,
C. Control process as well as in the architectural, engineering,
D. Total quality management and construction industries.
____21. It involves comparing the A. Mailroom
measured results with the standards B. Reprography
already set. 107
A. Establishing standards and methods for C. Equipment
measuring performance D. Machine
B. Measuring performance ____25. _____ is an important aspect in
C. Determining whether performance the relationship with a supplier.
matches the standard A. Quality control
D. Corrective action B. Quantity control
____22. A _____ identifies the planned C. Base cost
expenditure for a project, program, or D. Budget
portfolio. It ____26. They are the selected points in an
forms the baseline against which the actual entire planning program at which ____ is
expenditure and predicted eventual cost of measured so that managers can receive
the work signals about how things are going and
is reported. thus do not
A. Initial cost have to watch every step in the execution
B. Base cost of plans.
C. Budget A. Performance appraisal
D. Cost B. Performance
C. Behavior C. Job analysis
D. Attitude D. Job description
____27. Paying employees on the basis of ____31. It‘s a ____ for employees to
the breadth and depth of skills they receive social security, worker‘s
possess compensation,
as well as on the basis of the job unemployment compensation and disability
knowledge they use in carrying out their insurance.
assigned duties. A. Performance-Based Pay Plans
A. Competency-based pay B. Trends in Salary Administration
B. Broadbanding C. Legally Required Plan
C. Social security D. Federal Legislation Impacting Salary
D. Insurance Administration Covered in this Class
____28. People want to know they will ____32. Tend to put greater emphasis on
ultimately climb the career ladder. If they key employees than do the incentive plans.
don‘t see A. Performance-Based Pay Plans
this opportunity, they will lose motivation B. Trends in Salary Administration
and be more likely to quit. C. Legally Required Plans
A. Offer Career Growth Opportunities D. Federal Legislation Impacting Salary
B. Reward Employees Administration Covered in this Class
C. Build your Employee Brand ____33. Refers to the equipment and
D. Play more Games software that allow a user to create, store
E. Show That You Care and
____29. Spend the time to create a retrieve information.
respectable, fun, and loyal employer A. Information technologies
brand. When an B. Records
employee is proud of their company, they C. Data
will work harder. D. Storage
A. Offer Career Growth Opportunities E. Electronic imaging
B. Reward Employees ____34. Converting paper documents to
C. Build your Employee Brand pictures.
D. Play more Games A. Information technologies
E. Show That You Care B. Records
____30. It helps to reduce labor costs, C. Data
increase productivity, and improve D. Storage
supervision, E. Electronic imaging
planning, scheduling, performance ____35. Programs containing instructions
appraisal, and decision making. for computers.
A. Performance appraisal A. Input and Output Devices
108 B. Software
B. Work measurement C. Transmission Carriers
D. Storage Devices D. Information technology
____36. It is a cable that are used to link
computers in a LAN.
A. Input and Output Devices
B. Software
C. Transmission Carriers
A. Storage Devices
____37. It is a record transaction and
enables one to create financial reports.
A. Marketing Information Systems
B. Accounting Information Systems
C. Product Information Systems
109
D. Marketing research
____38. The activities that take place
within the business in order to create the
product
which are then recorded in the information
system.
A. Marketing Information Systems
B. Accounting Information Systems
C. Product Information Systems
A. Marketing research
____39. How you should view the
effectiveness of company record
management system?
A. Workers are more productive; customer
goodwill is maintained
B. Providing proper storage equipment and
supplies
C. Provide a history for the business
D. aid administrative efforts and help
coordinate the total work performed
____40. What is the process of storing
records in an orderly manner within an
organized
system?
A. Filing
B. Record
C. Document