Ed. note: Last week Gayle introduced the topic of How to be a Better Office Manager and this week she continues with some excellent advice on:
The Five basic functions of management are planning, staffing, organizing, directing, and evaluating.
• planning
Planning is the first step in constructively moving from where you are to where you want to be, from the way things are to the way things ought to be. Base your plans on specific measurable goals. In planning the work of the office you must have a clear view of:
• what needs to be done and when;
• the skills and abilities of each worker.
Once the plans are made, take action. The ultimate goal of your planning is not to do work, but to accomplish results.
• staffing
When hiring new people, search for the best available. Look for those with commitment and a sensitive spirit as well as technical skills. Be secure enough to surround yourself with sharp, talented people.
Be familiar with the position description of each person you supervise. Assign tasks to best make use of your people’s talents. Know who can do what best. Give staff members opportunities to grow in their jobs and to use their initiative. As you do these things, you will be making positive strides toward building a team.
• organizing
The manager has five basics with which to work:
• people—both volunteer and paid;
• resources—equipment, property, funds;
• information—facts about needs, opportunities;
• experience—what you know, your abilities;
• time—your most valuable resource.
The effective manager coordinates these basics in organizing the work of the office.
Teamwork is enhanced when each element works smoothly with the others. For instance: a person receiving an assignment has the information and ability to do the job, enough time is scheduled, necessary equipment is available, sufficient information is at hand and backup help is ready if and when it is needed.
• directing
Your communication skills are basic tools in directing your team members. Most direction is verbal. Give clear, concise instructions. Say what you mean and mean what you say. Identify who is to do the job, what specifically is to be done, where will it be done, when will it be started and finished.
Within those guidelines recognize the method of giving direction that will get the best results from each team member. One person may need written support, or every detail explained; another may need only the briefest instruction.
• evaluating
Because even the best planning, staffing, organizing, and directing can be improved, evaluating is essential. Evaluating allows you to look at the course and make corrections.
Analyze each project as it is completed. How do you rate the results? What action steps would you repeat? What would you definitely not repeat? What was not done that should have been? Put tasks under a microscope; you grow in the art of management as you learn from your experiences.
Set up a filing system up to preserve your resources for use next time. What counts is not how hard the team worked or how many hours were put in, but what results were achieved. Accurate evaluation preserves the lessons learned and gives you a better return on time invested when you do the next project.
As you evaluate workers be generous with expressions of appreciation—both privately and publicly.
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To read part one of Being a Better Office Manager, CLICK HERE
To read part three of Being a Better Office Manager, CLICK HERE
Next week, we'll have part three and you'll learn the tasks you need to do as an effective manager
