WHAT IS

ADMINISTRATION?
ADMINISTRATION
 refers to actions wich are concerned with coordinating
and managing an organization or organization's work.
There is also administration of government, charities, etc.
 is the performance of tasks needed to operate an agency
for general purposes. It can have a function of course, or
policy.
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Basic Function of Administration

Principles of Administration (Henri Fayol)
1. Planning
2. Organizing
3. Unity of Com bymand
4. Hierarchical transmission of orders
5. Separation of powers, authority, subordination, responsibility and control
6. Centralization
7. Discipline and Order
8. Meetings and reports
9. Accounting
DIFFERENCE BETWEEN
ADMINISTRATION AND
MANAGEMENT
ADMINISTRATION MANAGEMENT
Is an act of administering the whole organization by a Is a systematic way of managing people and things
group of people. within the organization.
Administration is a high-level activity. Is an activity of business and functional level.
Policy formulation is performed by the administration. Focuses on policy implementation.

Functions include legislation and determination. Function of management are executive and governing.

Administration takes all the important decisions of the Management makas a decisions under the boundaries
organization. set by the administration.
Administration role is decisive in nature. Management plays an executive role on the
organization
Administration is concerned with framing policies and Management is all about plans and actions.
Management is all about plans setting objectives.

Administrator is responsible for the administration of The manager looks after the management of the
the organization. organization
Administration focuses on making the best possible Management focuses on managing people and their
utilization of the organization's resources. work.
WHAT IS AN ADMINISTRATOR?
• An administrator is a person who makes sure an organization is running at
full capacity.

• Their particular roles depend on the form of company, organization,or

agency they operate in.

• An administrator may be someone assigned to oversee an organization for

it affairs.
An Administrator as an Organizer
• Administrators formulate short-and long-term strategies that set specific priorities
and objectives.

• To put it another way, they strive to get the organization where it needs to go.

• To ensure that these plans work the planner must above all understand how, where,
and who of the program as a whole.

• The functions of the administrators are essential to the organization they operate.

• Their roles usually involve a wide variety of duties including filing and administration.
Clerical Level Administrator
• An administrator may be someone in charge of the smooth and effective operation of a
single office.

• Their responsibilities include handling all the paperwork and will typically report inside the
office to all individuals,Their role is likely to depend upon what the duties of the other
colleagues are.

• It is the responsibility of most office administrators to manage or distribute all posts within an
office.

• In addition, they are responsible for all of the outgoing post.

• For some organizations the administrator is the first port-of-call for office communications.
WHAT MAKES A GOOD
ADMINISTRATOR?
To be a good administrator, a person must be:

a) deadline-driven and possess a high level of organization.

b) capable of balancing multiple tasks simultaneously and delegate when

appropriate.

c) capable of planning and have the ability to think strategically

d) an excellent communicator, both in person and in writing.

e) always looking for opportunities to improve productivity in the organization

SKILLS OF AN EFFECTIVE
ADMINISTRATOR
• Ability implies a capacity that can be created, not inherently inborn, and that is expressed in
output, not mere potential.

• Therefore, the main ability requirement must be successful action under various circumstances.

• Although good administrators are widely recognized for their selection and training, there is
surprisingly little agreement among executives or educators on what makes a good
administrator.

• This subject indicates what could be a more useful approach to manager selection and growth.

• This is not based on what good executives are but on what they do.
Three Basic Developable Skills of
Administrators
It is assumed here that an administrator is one who:

a. directs the activities of other persons and

b. undertakes the responsibility for achieving certain

objectives through these efforts.

Within this definition, successful administration appears to rest on three basic skills, which we will
call:

1. Technical 2. Human 3. Conceptual

Asserting that these skills are not interrelated may be impractical, but there may be real value
evaluating each person separately and improving them independently.
Technical Skill
• Technical skills require an understanding and expertise of a particular form of operation,
particularly one involving methods, processes, procedures, or techniques.

• It requires advanced expertise, analytical Skill within that feld, and facility in the use of
the particular discipline's methods and techniques Technical skills are perhaps the most
common of the three skills mentioned in this topic because they are the most practical
and because they are the skills needed by the largest number of people in our age of
specialization.

• Most of our on - the-job and vocational training programs focus largely on developing this
specialized technical skill.
Human Skill

• The person with highly developed human ability is aware of his own
emotions; opinions and perceptions about other individuals and groups; he
can see the importance and weaknesses of those feelings.

• Human skill is the ability of the executive to function efficiently as a

member of the community and create cooperative effort within the team
which he leads.

• Since technical ability is primarily about working with things, processes or

physical objects, human ability is primarily about working with people.
Conceptual Skill

• Consequently, the effectiveness of any decision depends on the analytical

ability of the decision makers and those who bring it into effect.

• The attitudes of a top executive color the entire character of the response
of the organization, and decide the "personality" that distinguishes the
ways one organization does its services from the ways of another.

• Those attitudes reflect the analytical capacity of the administrator.

 RELATIVE
IMPORTANCE OF
TECHNICAL, HUMAN
AND CONCEPTUAL
SKILLS
• We may recognize that analytical ability represents understanding of the
organization's technological as well as human aspects in a very real sense.

• However,the definition of skill as the ability to turn information into practice will
allow one to differentiate between the three skills of conducting the technical
tasks (technical skills), knowing and motivating individuals and groups(human
skills), and organizing and combining all of the organization's tasks and
objectives towards a common purpose (conceptual skills).

• Nevertheless, just because the skills are interrelated does not mean that looking
at them separately or varying their importance does not give us any benefit.
At Lower Levels

• When the administrator ventures farther away from the actual

physical activity, this need for technological expertise is less
important, given that he has professional subordinates and can help
them solve their own problems.

• At the top, technological abilities may be almost non-existent, and if

his interpersonal and analytical abilities are highly established the
executive will still be able to work effectively.
At Every Level
• A current research study has shown that human capacity at the supervisory
level is of greatest importance, finding out that the supervisor's chief role as an
administrator is to attain the cooperation of people in the working it to the
middle-management community, adding that cooperation within the
organization.

• When we go higher and higher in the administrative echelons, the number and
duration of such personal encounters decreases, and the need for human skills
decreases in comparison, but not necessarily absolute.
At the Top Level
• As demonstrated in the preceding article, analytica
capacity is increasingly important in more accountable
executive roles where its effects are maximized and
easiest to observe. Nevertheless, recent research
results lead to the conclusion that this analytical
capacity is the most essential attribute of all at the
highest level of administration. As the president of
Bridgeport Brass Company Herman W. Steinkraus
said:
 "One of the most important lessons which I leared on this job (the
presidency) is the importance of coordinating the various departments
into an effective team, and secondly, to recognize the shifting emphasis
from time to time of the relative importance of various departments to
the business."
The need for technological and human skills is highest at lower
administrative levels, while analytical skills are becoming
increasingly important. Conceptual skills are crucial for effective
management at the highest level. A chief executive can be
successful if they have strong subordinates with these skills. Poor
conceptual skills can jeopardize the entire organization's
performance.
A three-skill approach allows for the testing of trait guns and replacing them
with procedures that evaluate a person's capacity to deal with real job
problems and circumstances. These procedures are used for selection and
growth, indicating a person's capabilities in specific situations.
Developing the Skills
• This approach indicates that executives should not be recruited on the basis of their apparent possession of a

variety of habits, attributes or personalities, but On the basis of possessing the necessary skills for the

particular degree of responsibility involved.

• Many people have argued for years that the Capacity to lead is innate in those individuals chosen.

• But studies in psychology and physiology will also suggest, first, that those with good skills and abilities can

enhance their ability through practice and preparation, and second, that even those without natural talent can

boost their performance and overal we will expect to boost our administrative efficiency and of ability means

learning by doing.

• Different people leam through linked learning to the personal experience and administrative skills will improve

executive skills more Administrative competence conception suggestg build better administrators for the future.

• This definition in various ways, but skills are built by practice and context of their own.
Technical Skill

• Technical skills creation has gained significant attention

from industry and educational institutions, with progress
made through strong grounding in individual specialty
values, systems, and procedures, combined with real
practice and experience, supervised by a superior, and
successful.
Human Skill
Nevertheless, human ability was much less known and systematic progress has only
recently been made in improving it. Today through organizations and experts are
following several different approaches to the development of human skills.

Many of these methods find their application in "applied psychology" "human

engineering," and a host of other forms that involve professional technicians to support
the businessman with his human problems. However, as a practical matter, the
executive must develop his own interpersonal skills, instead of relying on others' advice.
To be effective, he must develop his own personal point of view toward human activity,
so that he will:
a. recognize the feelings and sentiments which he brings
to a situation;

b. have an attitude about his own experiences which will

enable him to re-evaluate and learn from them;

c. develop ability in understanding what others by their

actions and words are trying to communicate to him; and

d. develop ability in successfully communicating his

Individuals can build human capacity without formalized training or

through coaching methods, such as role-playing and case studies.

These methods allow for critical self-examination and the

development of useful attitudes. In the classroom, real scenarios and

role-playing opportunities can be used to evaluate an offender's

understanding of the situation and their personal capacity to act. On

the job, superiors should regularly evaluate an individual's ability to

work efficiently with others, relying on their human skills for validity.
Conceptual Skill

Conceptual ability was not generally understood,as was human abilities. A

variety of methods have been attempted, with varying results, to help

improve this skill. Some of the best outcomes were often obtained by

superior "coaching" of subordinates. One way a superior can support his

subordinate "coach" is by assigning a specific task, and then by asking for

feedback or thoughts instead of providing answers if the subordinate needs

assistance.
Benjamin F. Fairless, chairman of the board of the United

States Steel Corporation, described his coaching activities:

"When one of my vice presidents or the head of one of our

operating companies comes to me for instructions, I

generally counter by asking him questions. First thing I

know, he has told me how to solve the problem himself."

Administrative training techniques focus on the growth of technological, human, and analytical skills.

Success depends on the superior's skill and willingness to support the subordinate. Swapping jobs

can help improve analytical ability by shifting promising young men through different work functions

at the same level of responsibility. Conceptual skills are tested in the classroom by providing

comprehensive explanations of real, complex situations, allowing the individual to formulate a course

of action that reacts to the fundamental forces operating in each situation and considers its effects on

the company and its environment. On the job, the supervisor should consider the employee's ability

to respond to the organization. Intellectual capacity must also become a normal part of executive

make-up, and different approaches can be suggested based on experiences, behaviors, and

experience. The approach should be chosen for each case, allowing the executive to develop their

personal ability to envision the organization as a whole and organize and incorporate its various

parts.
ADMINISTRATIVE CHALLENGES

Administrative professionals are the organization leaders who keep

operations running smoothly.Therefore, losing a member of the
administrative staff or witnessing unexpected changes in workload will pose
tough administrative challenges.
HOW TO HANDLE
TYPICAL
ADMINISTRATIVE
CHALLENGE
1.Vacations

Relaxation boosts productivity and work satisfaction, but worker absences

can create vacancies that are too far to cover. Temporary workers help
maintain smooth operations, although it may be an administrative challenge.
Many experienced workers prefer temporary work as they may not be able
to take on full-time jobs. Bringing temporary workers can help bridge these
gaps.
2. Leaves of Absence

As a Chief Executive, managing absences due to maternity or paternity

leave, extended illness, or personal reasons can be challenging. Specialized
staffing agencies can help address administrative challenges and provide
support. Organizations should pre-evaluate applicants for temporary long-
term positions before full-time employees return for a few weeks or months.
Working with temporary candidates allows for an opportunity to evaluate
their on-the-job success in case the incumbent is unavailable or if a similar
role is filled in the future.
3. Busy Seasons and Special Projects

When you encounter seasonal peaks or land a special project at your

company or organization, bringing in part-time employees will help alleviate
core working people at these instances. Specialized recruiting frms will
recommend applicants who completed similar tasks and have the skill set
you need to fill out the team on a project-based basis.
4. The Unexpected Loss of an Employee
or Personnel
When an employee quits suddenly, the company must quickly find a
replacement, often within two weeks. Professional staffing agencies can
recruit skilled applicants for temporary-to-full-time jobs and meet with the
new hire the next day. This quick turnover allows the outgoing employee
time to help with the new hire onboarding. Companies may also decide to
revamp jobs, restructure departments, or merge positions upon employee or
staff leave.
Administrative Theory
(Henri Fayol)
 HENRI FAYOL

Henri Fayol's developed the administrative philosophy is also known as 14

management principles.

Henri Fayol was born into a French family in the year 1841.

He was a prolific writer on technological, science,and management

matters.

He was the company's managing director until his death.

Henri Fayol was an accomplished management practicioner.

 Fourteen
Managerial
Concepts
1. Division of Work: This principle the same as Adam Smith's Division of labor'.

2. Authority: Manager must be able to give the order. Authority gives this right.

3. Discipline: Employees must obey and respect the rules and regulations which
governs the organization.

4. Unity of Command: Every employee should receive order or direction from only
one immediate superior.

5. Unity of Direction: Each group of the organization should be direction by one

manager using one plan.

6. Subordination of Individual Interests to the General Interest: The

management must see that the aims of the businesses are always supreme.
7. Remuneration of Personnel: The labours must be paid a reasonable salary for their work.

8. Centralization: The process of transforming assigning decision making authority, to a higher level of an

organizational hierarchy, it is centralization that should follow this.

9. Scalar Chain: Line of authority from top management to the lower ranks represents the hierarchy or scalar

chain.

10.Order: people and materials should be in the right place at the right time.

11. Equity: In running a business, a combination of kindness and justice is need.

12. Stability of Tenure of Personnel: Staffs work is well if job safety and career improvement are guarantees to

the team.

13. Initiative: Allowing all personnel to show their initiative in some way is a source of stretch for the organization.

14. Esprit de Corps: Promoting team spirit will build unity and harmony within the organization.
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