Running Head: NEEDS ASSESSMENT FOR ADMINISTRATIVE OFFICE MANAGER

NEEDS ASSESSMENT FOR ADMINISTRATIVE OFFICE MANAGER

ASSOCIATE DEGREE PROGRAM

IN THE WESTERN WISCONSIN TECHNICAL COLLEGE DISTRICT

James Murray, Jr.

A Research Paper

Submitted in Partial Fulfillment of the

Requirements for the

Master of Science Degree in

Training and Development

Approved for Completion of 4 Semester Credits

TRHRD-735 Field Problem in Training and Development

___________________________________________

Dr. Julie Furst-Bowe, Research Advisor

The Graduate College

University of Wisconsin – Stout

December, 2001

The Graduate College

University of Wisconsin – Stout

Menomonie, WI 54751

ABSTRACT

Murray James, Jr. R.

(Writer) (Last Name) (First) (Initial)

Needs Assessment For Administrative Office Manager Associate Degree Program In The

Western Wisconsin Technical College District

(Title)

Training and Development Dr. Julie Furst-Bowe December, 2001 113

(Graduate Major) (Research Advisor) (Month/Year) (No. of Pages)

American Psychological Association (APA) Publication Manual

(Name of Style Manual Used in this Study)

The changing role of the administrative office manager is creating opportunities

for individuals in the office occupations with the necessary knowledge, skills and

abilities. In Western Wisconsin, two office management occupations, administrative

support supervisors and administrative services managers, are expected to have a growth

rate of 14.8% and 12%, respectively, between 1998 and 2008. Currently, there is not an

associate degree program in the Western Wisconsin Technical College (WWTC ) district,

or the state of Wisconsin, to train administrative office managers.

A needs assessment was undertaken to determine if there is a need for an

associate degree program for administrative office manager in the Western Wisconsin

Technical College district. The needs assessment surveyed a stratified sample of

employers from the WWTC district. Five business program advisory committees were

selected for the survey. The advisory committees consisted of sixty-two members,

representing forty-three business. To ensure the survey reached the employment

specialist, a telephone call was made to each advisory committee member to obtain the

name of the employment specialist. To avoid the employment specialist receiving

duplicate surveys, businesses participating in multiple advisory committees received only

one survey document.

The needs assessment survey was developed to be used in preparation of a

Program Investigation for new programs in the Wisconsin Technical College System.

The Program Investigation includes a needs assessment as a requirement for development

of new programs. If a need exists for a new program in the WWTC District, the Program

Investigation is prepared and submitted the WWTC District Board for approval. Upon

approval by the WWTC District Board, the Program Investigation is submitted to the

Wisconsin Technical College System (WTCS) Board for final approval. No new

programs can be implemented within the state without approval of the WTCS Board.

iii

Table of Contents

Abstract ………….…………………………………………………………………..… i

Table of Contents ……………………………………………………………………… iii

List of Tables ………………………………………………………………………….. vi

Chapter 1, Introduction ………………………………………………………………… 1

The Changing Office …………………………………………………………… 1

Education for Administrative Office Managers ……………………………….. 2

Staffing Challenges for Employers .………………..………………………….. 3

Problem Statement …………………………………………………………….. 4

Research Objectives ……………………………………………………….…... 4

Scope of Needs Assessment …………………………………………………… 4

Significance of Needs Assessment ………………………………………….…. 5

Definition of Terms ……………………………………………………………. 6

Limitations of the Needs Assessment …………………………………………. 8

Chapter 2, Review of Literature ………………………………………………………. 10

Disparity in Administrative Office Manager Titles and Job Descriptions ……. 11

Employment and Wages for Administrative Office Managers …………….…. 16

Job Outlook for Administrative Office Managers ……………………………. 20

Knowledge, Skills, and Abilities for Administrative Office Managers ………. 20

Tasks and Activities for Administrative Office Managers …………………… 25

Educational/Experience Requirements for Administrative Office Managers ... 30

Historical Background of Administrative Office Management Education …… 32

Institutions Offering Administrative Office Manager Programs …………….… 37

WWTC Graduates Hired as Administrative Office Managers………………… 40

Office of the Future …………………………………………………………… 42

Chapter 3, Methodology ………………………………………………………………. 45

Research Design ……………………………………………..………………… 45

Population and Sample ………………………………………………………... 46

Instrumentation …………………………………………………………………. 46

Validation of Survey Document ……………………………………………….. 47

Data Collection ………………………………………………………………… 47

Data Analysis ………………………………………………………………….. 47

Limitations of the Needs Assessment …………………………………………. 48

Chapter 4, Results …………………………………………………………………….. 49

Survey Question 1 …………………………………………………………….. 50

Survey Question 2 ………….……………………………………….………… 50

Survey Question 3 ……………………………………..…………….……….. 53

Survey Question 4 ……………………………..…………………………….. 54

Survey Question 5 ……………..…………………………………………….. 54

Survey Question 6 ……………………………………..…………………….. 55

Survey Question 7 …………………………………………..……………….. 55

Survey Question 8 ………………………..………………………………….. 55

Survey Question 9 …………………………..……………………………….. 56

Survey Question 10 …………………………………..………………………. 56

Survey Question 11 …………………………..………………………………. 56

Survey Question 12 ………………………..…………………………………. 57

Survey Question 13 …………………………………………………………… 57

Survey Question 14 …………………………………………………………… 58

Survey Question 15a ………………………………………………………….. 59

Survey Question 15b ………………………………………………………….. 60

Survey Question 15c ………………………………………………………….. 61

Survey Question 15d ………………………………………………………….. 62

Survey Question 15e ………………………………………………………….. 63

Survey Question 15f ………………………………………………………….. 64

Survey Question 15g …………………………………………………………. 65

Survey Question 15h ………………………………………………………….. 66

Survey Question 15i ………………………………………………………….. 67

Survey Question 15j ………………………………………………………….. 68

Survey Question 15k ………………………………………………………….. 69

Survey Question 15l ………………………………………………………….. 70

Survey Question 15m …………………………………………………………. 71

Survey Question 15n ………………………………………………………….. 72

Survey Question 15o ………………………………………………………….. 73

Survey Question 15p ………………………………………………………….. 74

Survey Question 15q ………………………………………………………….. 75

Survey Question 15r ………………………………………………………….. 76

Survey Question 15s ………………………………………………………….. 77

Survey Question 15t ………………………………………………………….. 78

Survey Question 16 …………………………………………………………… 81

Chapter 5, Summary, Conclusion, and Recommendations …………………………… 82

Summary ……………………………………………………………………… 82

Restatement of Problem ………………………………………………. 82

Research Design ………………………………………………………. 82

Population and Sample ………………………………………………... 83

Instrumentation …………………………………….………………….. 83

Data Collection ……………….……………………………………….. 83

Survey Response Rate ……………………..…………………………. 84

Conclusion ……………………………………………………………………. 84

Recommendations for Future Study ………………………………………….. 88

References ………………………………………………………………….…………. 90

Appendix A, WWTC Program Interest Survey Results ……………………….………. 99

Appendix B, Survey Introduction Letter …………………………………………….. 104

Appendix C, Cover Letter for Survey ……………………………………………….. 105

Appendix D, Needs Assessment Survey ……………….……………………………. 106

Appendix E, Follow-Up Letter for Non-Respondents …………………….…………. 110

Appendix F, Survey Comments ……………………………………………………… 111

vii

List of Tables

Chapter 2

Table 1, 1999 Occupational Employment and Wage Estimates for

Administrative Office Managers …………………….…………………….. 17

Table 2, Western Wisconsin Workforce Development Areas 1998

Occupational Wage Employment Estimates for Administrative

Office Managers ……………………..…………………………………….. 18

Table 3, Western Wisconsin Estimated Growth for Administrative

Office Managers 1998-2008 …………………………….………………… 19

Table 4, ACINet’s Knowledge, Skills, and Abilities for Administrative

Service Managers and First-Line Supervisors of Administrative

Support Workers ………………………………….…………….…………. 21

Table 5, ACINet’s Tasks and Activities for Administrative Office

Managers ………………………………………………..…………………. 26

Table 6, ACINet’s Education and Training for Administrative

Office Managers …………………………………………………..……….. 31

Table 7, Institutions Offering Programs in Administrative Office

Management …………………………………..…………………………… 38

Table 8, WWTC Graduates Hired as Office Managers ……….……………… 41

Chapter 4

Table 9, Qualifications of an Administrative Office Manager Based

On the Needs Assessment Mean …………………………………….…….. 79

viii

Chapter 5

Table 10, Encouraging Continuing Education for Administrative Office

Manager by Company Size …………………………………..…………… 85

Table 11, Growth by Company for Administrative Office Managers ..…….… 86

Table 12, Should Western Wisconsin Technical College Offer an

Administrative Office Manager Program by Company Size ………….…… 87

Appendix A

Table 13, WWTC Program Interest Survey Results ………….………..…..….. 99

Chapter 1

Introduction

The role of the administrative office manager is changing. To address this issue,

this first chapter will review the changing office, education for administrative office

managers, staffing challenges for employers, the problem statement, research objectives,

scope of the needs assessment, significance of the needs assessment, definition of terms,

and the limitations of the needs assessment.

The Changing Office

A revolution is taking place in offices. This revolution is transforming many of

the fundamental ways organizations do business. The success of an organization, now

more than ever, is focused upon the ability to manage. “Managing people is crucial to the

success of any organization” (Belker, 1997, 4). Historically it has been the administrative

office manager’s responsibility to manage the office personnel as well as the

organization’s office functions. But in the changing business environment, the

administrative office manager has begun to have an impact upon the entire organization.

With the advent of increased office technology, the administrative office manager must

also manage information for the organization. Today, the administrative office manager

interacts with all components of the organization by providing needed information, when

needed, and in a useable format (Quible, 2001).

Due to the increased utilization of office technology and the interaction with the

whole organization, the role of the administrative office manager is rapidly evolving.

The administrative office manager must not only be savvy in office functions, personnel

management, and information management, but also in such realms as technology

changes, systems design and analysis, problem-solving, cost management, budgeting,

diversity in the workplace, and business globalization. The role of the administrative

office manager has “expanded tremendously, often without additional training” (Gadener

& Lea, 2000, 7).

Education for Administrative Office Managers

The evolving role of the administrative office manager requires a diverse

educational background. Individuals entering the market, as well as current

administrative office managers, must utilize management skills such as planning,

organizing, staffing, directing, and controlling (Quible, 2001).

In addition, administrative office managers are going to be required to possess

skills in facilitating, managing resources, innovating, evaluating and implementing

emerging technologies, and solving complex problems (Gadener & Lea, 2000). The

administrative office manager will also be required to serve as a change agent, decipher

complex government regulations, analyze organizational productivity, make system(s)

modifications, accommodate diversity into the workplace, and ensure that the

organization is able to function globally (Quible, 2001).

Administrative office management is considered as a supportive function within

an organization. Therefore, the administrative office manager should have a solid

background in accounting, marketing, management, statistics, economics, and

psychology. Other skills include: interpersonal behavior and human relation skills; ethical

behavior; ability to delegate responsibility; and accept the viewpoint of others. The

administrative office manager must have the initiative and desire to continue to learn and

develop professionally (Quible, 2001). Furthermore, strong communication and soft skills

such as business acumen and leadership ability are required (Domeyer, 2000).

Staffing Challenges for Employers

The United States Department of Labor Occupational Handbook, 2000-2001

Edition, indicates there are over 10 million office professionals. Of these professionals,

almost 2.5 million are in some management position with 1.6 million being classified as

office and administrative support managers and 894,000 being classified as

administrative service managers. Economists in the Labor Bureau’s Office of

Employment Projections predict between 1-2 million new office professional positions

will be created between 1998-2008. There is a serious shortage of qualified workers to

fill these positions (Gadener & Lea, 2000).

According to William Brockmiller, Labor Market Analyst, Western Region

Division of Workforce Excellence, State of Wisconsin Department of Workforce

Development, the occupation of administrative support supervisors, Occupational

Employment Statistic (OES) code 51002, indicates a growth of 14.8% from 1998-2008 in

the WWTC district. In the occupational title, administrative services managers, OES code

13014, a growth rate of 12% is indicated, during the same period, within the WWTC

district (State of Wisconsin, Department of Workforce Development, 2001, Master WDA

List).

In four business program advisory committee meetings (accounting, office

technology, human resource—business administration, and finance), 78.3% of the

employers indicated interest in an associate degree program for administrative office

manager. The percentage was derived from a program interest survey, Appendix A,

conducted during the spring 2001 advisory committee meetings. Currently, there is not an

associate degree program in the WWTC district, or the state of Wisconsin, to train

administrative office managers.

Problem Statement

Is there a need for an associate degree program for administrative office manager

in the Western Wisconsin Technical College district?

Research Objectives

The primary purpose of this research is to conduct a needs assessment to

determine if there is a need for an administrative office manager associate degree

program in the WWTC district. If there is a need, the needs assessment will be presented

to the vice-president of instruction for WWTC to determine if a Program Investigation

needs to be prepared for submission to the WWTC district board. A needs assessment is

required as part of the Program Investigation. Upon approval by the WWTC district

board, the Program Investigation for the administrative office manager program is

submitted to the Wisconsin Technical College Board (WTCB), or state board, for

program approval. Each technical college program must have the approval of the WTCB

prior to implementing a program.

Scope of Needs Assessment

The population to be surveyed will be within the WWTC district. Within that

population, a stratified sample will be drawn. The sample will include employers from

five of WWTC’s program advisory committees. The programs include: accounting,

office technology, human resource—business administration, finance, and paralegal.

Significance of Needs Assessment

1. There is significant growth in the administrative office manager occupation in

the WWTC district during the period 1998-2008. Employers have indicated an

interest for WWTC to provide the education necessary for these professionals.

2. A needs assessment is required for preparation of the Program Investigation to

be submitted to the Wisconsin Technical College Board for approval of an

associate degree program in the WWTC district.

3. There are dynamic changes occurring in the office occupations. Employers

within the WWTC district need administrative office managers who are

educated and can implement these changes within the employer’s

organization.

4. The role of administrative office manager is rapidly evolving. Current

administrative office managers in the WWTC district are going to need

continuing education to maintain and improve their knowledge and skills.

5. With the maturing workforce, turnover (separation) in the administrative

office manager profession may leave employers without trained professionals

in the WWTC district.

Definition of Terms

Administrative office manager

is a generic job title. The title combines two of the

most frequently used titles for governmental reporting purposes: administrative services

managers and first-line supervisors of administrative support workers). The definition

combines the occupational specific tasks and generalized work activities for these two

occupations. For the needs assessment the definition will be:

Coordinates activities of clerical personnel in establishment or organization:

Analyses and organizes office operations and procedures, such as typing,

bookkeeping, preparation of payrolls, flow of correspondence, filing, requisition

of supplies, and other clerical services. Evaluates office production, revises

procedures, or devises new forms to improve efficiency of workflow. Establishes

uniform correspondence procedures and style practices. Formulates procedures

for systematic retention, protection, retrieval, transfer, and disposal of records.

Plans office layouts and initiates cost reduction programs. Reviews clerical and

personnel records to ensure completeness, accuracy, and timeliness. Prepares

activities reports for guidance of management, using computer. Prepares

employee ratings and conducts employee benefit and insurance programs, using

computer. Coordinates activities of various clerical departments or workers within

department. May prepare organizational budget and monthly financial reports.

May hire, train, and supervise clerical staff. May compile, store, and retrieve

managerial data, using computer (United States Department of Labor Office of

Administrative Law Judges Law Library, 1991, §169.167-034).

Each program in the WWTC district has an advisory committee

established by the

district board. Each advisory committee consists of equal numbers of employers and

employees selected by the district board from recommendations submitted by

representative organizations and associations of each occupation. The district board and

the district director may request the advice and assistance of these advisory committees in

selecting, purchasing, and installing equipment; in preparing course materials; in

developing instructional methods and vocational guidance programs; and for such other

purposes as the district board desires (Wisconsin Legislature, 2001, §38.14.5).

An associate degree program

is a 2-year, post-high school program in an area

designated and approved by the state board for which the course requirements are

established by the state board (Wisconsin Legislature, 2001, §38.01.1).

A technical college district

includes one or more counties, municipalities, or

school districts in any contiguous combination (Wisconsin Legislature, 2001, §38.06.1).

Wisconsin has 16 technical college districts (Chin, 1999). Western Wisconsin Technical

College is composed of eleven counties and operates six campuses (Western Wisconsin

Technical College [WWTC], 1999).

The district board

for a technical college is in charge of the technical colleges of a

district (Wisconsin Legislature, 2001, §38.01.6). The district board should maintain

courses at standards acceptable to national, regional, and professional accrediting

agencies and associations (Wisconsin Legislature, 2001, §38.001.2.a).

A district director

is responsible for the general supervision and management of

the development and work of the district schools (Wisconsin Legislature, 2001,

§38.12.3.1).

A program

is a state-approved group or cluster of courses leading to a vocational

diploma or an associate degree. Programs are defined by a unique title and approved

curriculum (Course and Program Curriculum Approval User Guide, 2001, Section 9).

The state board

, also known as the Wisconsin Technical College System Board, is

the governing agency for statewide policy and fiscal issues related to the 16 Wisconsin

technical colleges (Course and Program Curriculum Approval User Guide, 2001,

Section 9).

A technical college, in Wisconsin, provides education through associate degree

programs and other programs below the baccalaureate level (Wisconsin Legislature,

2001, §38.001). The principal purposes of a technical college are to provide occupational

education and training and retraining programs, including training of apprentices, that

enable residents to obtain knowledge and skills necessary for employment at a technical,

paraprofessional, skilled or semiskilled occupation (Wisconsin Legislature, §38.001.2.a).

A technical college also provides customized training and technical assistance to business

and industry in order to foster economic development and expansion of employment

opportunities (Wisconsin Legislature, §38.001.2.b).

A vocational diploma

program is a one- or two-year, full-time program in an area

designated and approved by the state board for which the course requirements are

established by the state board (Wisconsin Legislature, 2001, §38.01.11).

Limitations of the Needs Assessment

1. Relative to the entire employer population within the WWTC district,

employers serving on program advisory committees are a relatively small

percentage. The stratified sampling is thus rather limited.

2. The occupational title “administrative office manager” is a generic title. Each

company defines job titles and job responsibilities in different ways. One

office may have an administrative assistant do entry-level work, while in

another company, s/he may manage an entire office (Gadener & Lea, 2000,

October). Therefore, the working definition of administrative office manager

may not coordinate with job titles or job responsibilities of employers within

the WWTC district.

Chapter 2

Review of Literature

There is a revolution occurring in the way organizations do business. The

revolution is having a direct impact on the role of the administrative office manager. The

administrative office manager’s role is evolving into a key component in the business

organization. In today’s business climate, the administrative office manager not only

manages office personnel and functions, as in the past, but must also must be skilled in

facilitating, solving complex problems, interpersonal behavior and human relation skills,

ethical behavior, diversity, leadership, and business globalization.

The changing role of the administrative office manager is creating opportunities

for individuals in the office occupations with the necessary knowledge, skills and

abilities. In Western Wisconsin, two office management occupations, administrative

support supervisors and administrative services managers, are expected to have a growth

rate of 14.8% and 12%, respectively, between 1998 and 2008 (State of Wisconsin,

Department of Workforce Development, 2001, Master WDA List). Currently, there is not

an associate degree program in the WWTC district, or the state of Wisconsin, to train

administrative office managers.

The purpose of this literature review is to take a look at the administrative office

manager occupation. The review will include the following topics for administrative

office managers: disparity in titles and job descriptions; employment and wages; the job

outlook; knowledge, skills and abilities; tasks and activities; educational/experience

requirements; a historical review of administrative office management education;

institutions offering administrative office management programs; WWTC graduates hired

as administrative office managers; and the office of the future.

Disparity in Administrative Office Manager Titles and Job Descriptions

The office professional field has come to represent a wide variety of occupations.

There is no consistency between companies as far as job titles and responsibilities. West

Valley College Office Administration Advisory Board, Saratoga, CA, studied the

changing role of the secretary. In the study, the Board was able to separate office jobs

into three categories with specific job titles falling under each of the categories. Even

with a specific job title, duties varied from business to business. The categories and titles

are:

- General Office Jobs: data entry clerk, word processor, office assistant,

receptionist, and secretary

- Specialized Office Jobs: accounting assistant, customer service

representative, desktop publisher, human resources specialist, marketing

assistant, and meeting and event planner

- Administrative Management Jobs: administrative assistant, executive

assistant, office manager, and administrative services (Gadener & Lea,

2000).

The Dictionary of Occupational Titles (DOT), created by the U. S. Department of

Labor, is a standard reference for cases adjudicated by the Office of Administrative Law

Judges, especially labor-related immigration cases (Office of Administrative Law

Library, 1991). This needs assessment’s working definition of administrative office

manager is taken from the DOT. The DOT job title is office manager (any industry),

DOT code 169.167-034. Alternative titles for the same job title include: chief clerk and

administrative services manager (United States Department of Labor Office of

Administrative Law Judges Law Library, 1991, §169.167-034).

The DOT is being replaced by the Employment and Training Administration’s

O*Net. O*Net, the Occupational Information Network, contains comprehensive

information on job requirements and worker competencies (Employment & Training

Administration, 1). O*Net uses a broader categorization than DOT; therefore, several

occupations listed in the DOT will appear under one O*Net occupational title. A search

for the occupational title “office manager” in the O*Net database produced no results.

The O*Net occupational title that includes management in office occupations is

administrative services managers.

The O*Net brief job description for administrative services mangers, code

11-3011.00, is: “plan, direct, or coordinate supportive services of an organization, such as

recordkeeping, mail distribution, telephone operator/receptionist, and other office support

services. May oversee facilities planning and maintenance and custodial operations”

(O*Net, Administrative Services Managers). DOT occupational titles included under this

O*Net classification are: office manager, radiology administer, court administrator,

service director, property-disposal officer, and unclaimed property officer. (O*Net,

Administrative Services Managers).

A more detailed task list of O*Net’s occupation of administrative services

managers is:

Coordinates activities of clerical and administrative personnel in establishment or

organization. Analyzes and organizes office operations, procedures, and

production to improve efficiency. Recommends cost-saving methods, such as

supply changes and disposal of records to improve efficiency of department.

Prepares and reviews reports and schedules to ensure accuracy and efficiency.

Formulates budgetary reports. Hires and terminates clerical and administrative

personnel. Conducts classes to teach procedures to staff (Farr & Ludden, 1998,

9-10).

The Bureau of Labor Statistics (BLS) is another government reporting agency.

The BLS established the Standard Occupational Classification (SOC) system “used by all

Federal statistical agencies to classify workers into occupational categories for the

purpose of collecting, calculating, or disseminating data” (Bureau of Labor Statistics,

2001, 1). The BLS uses the same occupational title and description as O*Net,

administrative services managers. The SOC code for administrative services managers is

11-3011. There is no listing for office managers in the BLS occupational titles.

Another classification used by both O*Net and SOC is first-line supervisors,

administrative support. The O*Net code is 43-1011.02 and the SOC code is 43-1011.

O*Net’s brief description and task list for this occupational classification is:

Supervise and coordinate activities of workers involved in providing

administrative support. Supervises and coordinates activities of workers engaged

in clerical, administrative support, or service activities. Directs workers in such

activities as maintaining files, compiling and preparing reports, computing

figures, or moving shipments. Plans, prepares, and revises work schedules and

duty assignments according to budget allotments, customer needs, problems,

workloads, and statistical forecasts. Evaluates subordinate job performance and

conformance to regulations, and recommends appropriate personnel action.

Oversees, coordinates, or performs activities associated with shipping, receiving,

distribution, and transportation. Verifies completeness and accuracy of

subordinates’ work, computations, and records. Interviews, selects, and

discharges employees. Consults with supervisor and other personnel to resolve

problems, such as equipment performance, output quality, and work schedules.

Reviews records and reports pertaining to such activities as production, operation,

payroll, customer accounts, and shipping. Trains employees in work and safety

procedures and company policies. Participates in work of subordinates to

facilitate productivity or overcome difficult aspects of work. Examines procedures

and recommends changes to save time, labor, and other costs and to improve

quality control and operating efficiency. Maintains records of such matters as

inventory, personnel, orders, supplies, and machine maintenance. Identifies and

resolves discrepancies or errors. Compiles reports and information required by

management or governmental agencies. Plans layout of stockroom, warehouse, or

other storage areas, considering turnover, size, weight, and related factors

pertaining to items stored. Inspects equipment for defects and notifies

maintenance personnel or outside service contractors for repairs. Analyzes

financial activities of establishment or department and assists in planning budget.

Computes figures, such as balances, totals, and commissions. Requisitions

supplies (Farr & Ludden, 1998, 215-6).

One explanation as to the different titles for administrative service managers and

first-line supervisors of administrative support workers appears in the Bureau of Labor

Statistics’

Occupational Outlook Handbook

. The Handbook states:

In small organizations, a single administrative services manager may oversee all

support services. In larger one, however, first-line administrative services

managers often report to mid-level managers who in turn, report to owners or top-

level managers. As the size of the firm increases, administrative services

managers are more likely to specialize in specific support activities. For example,

some administrative services managers work primarily as office managers,

contract administrators, or unclaimed property managers (Bureau of Labor

Statistics, 2000, July17, 2).

Although the basic job descriptions are the same for administrative services

managers, there is difficulty in an exact occupational job title and occupational

description for administrative office manager. The Department of Labor’s DOT provides

a concise job description while the Employment and Training Administration’s O*Net

and the Bureau of Labor Statistics’ SOC job description is very broad. The first-line

supervisors, administrative support occupation duplicates some of the duties of

administrative service managers. This duplication of duties can cause confusion in

reporting information to governmental agencies if there is not a matching job title within

the reporting firm. All three of the occupational codes (DOT, O*Net, and SOC) are used

by various federal and state agencies for reporting occupational data. The federal and

state agencies will use only one of the occupational codes when collecting data.

OfficeTeam, is the world’s leading staffing service specializing in highly skilled

temporary office and administrative professionals. OfficeTeam has more than 200

locations worldwide as well as offering online job services. OfficeTeam does not use the

federal occupational titles in its publications. Instead, the firm uses the titles office

manager and senior office manager.

OfficeTeam’s job description for an office manager is: “Coordinates various

office support services, including purchasing and facilities management. Requires strong

communication skills with vendors and some accounting knowledge. May include

supervision of office administrative staff “ (OfficeTeam, 2001, 20). OfficeTeam’s job

description for senior office manager is:

Responsibilities include those described for office manager but with more

extensive experience in management skills. Duties may include selecting office

vendors and supervising purchasing processes, directing mailroom and

maintenance staff, and coordinating regular building safety checks and

ergonomics training for staff. Solid communication and staff management skills

are required, as well as some accounting knowledge (OfficeTeam, 2001, 20).

There is quite a disparity in job titles and descriptions for the administrative office

manager occupation. Titles and job descriptions for the occupation vary from business to

business as well as from governmental agency to governmental agency.

Employment and Wages for Administrative Office Managers

Employment and wage projections are provided by many federal and state

agencies. Include in Table 1 are the Occupational Employment Statistics for 1999, from

the BLS, for the occupations administrative service managers and first-line supervisors of

administrative support workers.

Table 1

1999 Occupational Employment and Wage Estimates for

Administrative Office Managers

Occupational Title Location Employment Estimated

Median

Hourly

Estimated

Mean

Hourly

Estimated

Mean

Annual

Administrative

Services Managers

Federal 363,530 $20.78 $23.36 $48,580

Wisconsin 7,370 $19.33 $21.68 $45,090

La Crosse none listed none

listed

none

listed

none

listed

First-line

Supervisors—

Administrative

Support Workers

Federal 1,312,630

$15.93 $17.36 $36,110

Wisconsin 21,340 $15.07 $16.17 $33,630

La Crosse 390 $14.97 $16.13 $33,540

Note.

From (Bureau of Labor Statistics, 2001)

The U. S. Department of Labor and Wisconsin Department of Workforce

Development provides occupational information for administrative service managers and

first-line supervisors of administrative support workers. Information for 1998

occupational wages for each occupation, from the Office of Employment Statistics

(information is from census figures) is included in Table 2.

Table 2

Western Wisconsin Workforce Development Areas 1998 Occupational Wage

Employment Estimates for Administrative Office Managers

Occupational Title Job

Count

Estimated

Hourly

Wage

Mean

Estimated

Hourly

Wage

Median

Estimated

Hourly

Wage

Low

Estimated

Hourly

Wage

High

Administrative Services

Managers

310 $14.09 $10.94 $6.19 $20.47

First Line Supervisors—

Administrative Support

Workers

910 $15.26 $14.26 $10.53 $18.35

Note.

From (Wisconsin Department of Workforce Development, 2001)

The growth rate for administrative service managers and first-line supervisors of

administrative support workers in Western Wisconsin from 1998-2008 is included in

Table 3. The Western Wisconsin Workforce Development Area synthesized the

information from information-collected through

Wisconsin Projections, 1998-2008

Table 3

Western Wisconsin Estimated Growth for Administrative Office Managers 1998-2008

Occupational Title 1998-2008

Growth

Change

Estimated

Average

Annual

Openings:

Growth

Estimated

Average

Annual

Openings:

Separations

Estimated

Average

Annual

Openings:

Total

Administrative

Services Managers 30 12.0% 3 4 7

First Line

Supervisors—

Administrative

Support Workers

170 14.8% 17 26 43

Note. From (Wisconsin Department of Workforce Development, 2001)

Job Outlook for Administrative Office Managers

Employment for both administrative services managers and for first-line

supervisors of administrative support workers is expected to grow about as fast as the

average for all occupations through 2008 (Bureau of Labor Statistics, 2000, July 17) and

(Bureau of Labor Statistics, 2000, July 30). The term, “as fast as the average,” indicates

an increase of 10 to 20 percent (Bureau of Labor Statistics, 2000, April 19).

The BLS indicates that job opportunities for jobs in both occupations may face

keen competition because the number of applicants seeking jobs (Bureau of Labor

Statistics, 2000, July 17) and (Bureau of Labor Statistics, 2000, July 30). The BLS does

indicate that the administrative services manager occupation may have many additional

job openings from the need to replace workers who transfer to other jobs, retire, or stop

working for other reasons (Bureau of Labor Statistics, 2000, July 17). Employment of

first-line supervisors of administrative support workers is primarily affected by the

demand for clerical workers. Some clerical occupations may decline because of

automation. However, first-line supervisors of administrative support workers will be

needed to coordinate the increasing amount of clerical work and make sure technology is

applied and running smoothly. Also, organizational restructuring continues to reduce

some middle management positions, distributing more responsibility to first-line

supervisors of administrative support workers. This added responsibility combined with

relatively higher skills will most likely place first-line supervisors of administrative

support workers among clerical workers most likely to retain their jobs (Bureau of Labor

Statistics, 2000, July 30).

Knowledge, Skills, and Abilities for Administrative Office Managers

America’s Career InfoNet (ACINet), summaries occupational information from

O*Net. ACINet was sponsored by the Department of Labor as one component to provide

information on today’s labor market for the job seeker, employer, and the training and

education community (America's Career InfoNet, About Us). ACINet’s includes the

major knowledge, skills, and abilities, with descriptions, for occupations included in the

O*Net database. The knowledge, skills, and abilities, listed in order of importance, for

administrative service managers and first-line supervisors of administrative support

workers are included in Table 4.

Table 4

ACINet’s Knowledge, Skills, and Abilities for Administrative Service Managers and

First-Line Supervisors of Administrative Support Workers

Administrative Services Managers First-line Supervisors—

Administrative Support Workers

Knowledge Administration and Management—

Knowledge of principles and

processes involved in business and

organizational planning,

coordination, and execution. This

includes strategic planning, resource

allocation, manpower modeling,

leadership techniques, and

production methods.

Administration and Management—

Knowledge of principles and

processes involved in business and

organizational planning,

coordination, and execution. This

includes strategic planning,

resource allocation, manpower

modeling, leadership techniques,

and production methods.

Economics and Accounting—

Knowledge of economic and

accounting principles and practices,

the financial markets, banking, and

the analysis and reporting of

financial data.

Clerical—Knowledge

of administrative and clerical

procedures and systems such as

word processing systems, filing and

records management systems,

stenography and transcription,

forms design principles, and other

office procedures and terminology.

English Language—Knowledge of

the structure and content of the

English language including the

meaning and spelling of words, rules

of composition, and grammar.

English Language—Knowledge

of the structure and content of the

English language including the

meaning and spelling of words,

rules of composition, and grammar.

Personnel and Human Resources—

Knowledge of policies and practices

involved in personnel/human

resource functions. This includes

recruitment, selection, training, and

promotion regulations and

procedures; compensation and

benefits packages; labor relations

and negotiation strategies; and

personnel information systems.

Mathematics—Knowledge of

numbers, their operations, and

interrelationships including

arithmetic, algebra, geometry,

calculus, statistics, and their

applications.

Clerical—Knowledge of

administrative and clerical

procedures and systems such as

word processing systems, filing and

records management systems,

stenography and transcription, forms

design principles, and other office

procedures and terminology.

Personnel and Human Resources—

Knowledge of policies and

practices involved in

personnel/human resource

functions. This includes

recruitment, selection, training, and

promotion regulations and

procedures; compensation and

benefits packages; labor relations

and negotiation strategies; and

personnel information systems.

Skills Coordination—Adjusting actions in

relation to others' actions.

Management of Personnel

Resources—Motivating,

developing, and directing people as

they work, identifying the best

people for the job.

Writing—Communicating

effectively with others in writing as

indicated by the needs of the

audience.

Speaking—Talking to others to

effectively convey information.

Judgment and Decision Making—

Weighing the relative costs and

benefits of a potential action.

Time Management—Managing

one's own time and the time of

others.

Management of Personnel

Resources—Motivating, developing,

and directing people as they work,

identifying the best people for the

job.

Monitoring—Assessing how well

one is doing when learning or doing

something.

Reading Comprehension—

Understanding written sentences and

paragraphs in work related

documents.

Reading Comprehension—

Understanding written sentences

and paragraphs in work related

documents.

Abilities Oral Expression—The ability to

communicate information and ideas

in speaking so others will

understand.

Oral Expression—The ability to

communicate information and ideas

in speaking so others will

understand.

Oral Comprehension—The ability to

listen to and understand information

and ideas presented through spoken

words and sentences.

Oral Comprehension—The ability

to listen to and understand

information and ideas presented

through spoken words and

sentences.

Speech Clarity—The ability to speak

clearly so that it is understandable to

a listener.

Written Expression—The ability to

communicate information and ideas

in writing so others will understand.

Written Comprehension—The

ability to read and understand

information and ideas presented in

writing.

Written Comprehension—The

ability to read and understand

information and ideas presented in

writing.

Written Expression—The ability to

communicate information and ideas

in writing so others will understand.

Near Vision—The ability to see

details of objects at a close range

(within a few feet of the observer).

Speech Clarity—The ability to

speak clearly so that it is

understandable to a listener.

Note. From (America's Career InfoNet, Administrative Services Managers) and

(America's Career InfoNet, First-Line Supervisors of Administrative Support Workers)

Tasks and Activities for Administrative Office Managers

The occupational specific tasks and activities are also included in ACINet. The

specific tasks and activities for administrative service managers and first-line supervisors

of administrative support workers are included in Table 5.

Table 5

ACINet’s Tasks and Activities for Administrative Office Managers

Administrative Services

Managers

First-line Supervisors—

Administrative Support Workers

Occupational

Specific

Tasks

Coordinates activities of clerical

and administrative personnel in

establishment or organization.

Supervises and coordinates activities

of workers engaged in clerical or

administrative support activities.

Analyzes internal processes and

plans or implements procedural

and policy changes to improve

operations.

Plans, prepares, and revises work

schedules and duty assignments

according to budget allotments,

customer needs, problems, work-

loads, and statistical forecasts.

Recommends cost saving

methods, such as supply changes

and disposal of records to

improve efficiency of

department.

Evaluates subordinate job

performance and conformance to

regulations, and recommends

appropriate personnel action.

Prepares and reviews operational

reports and schedules to ensure

accuracy and efficiency.

Oversees, coordinates, or performs

activities associated with shipping,

receiving, distribution, and

transportation.

Formulates budgetary reports. Verifies completeness and accuracy

of subordinates' work, computations,

and records.

Hires and terminates clerical and

administrative personnel.

Interviews, selects, and discharges

employees.

Conducts classes to teach

procedures to staff.

Consults with supervisor and other

personnel to resolve problems, such

as equipment performance, output

quality, and work schedules.

Reviews records and reports

pertaining to such activities as

production, operation, pay roll,

customer accounts, and shipping.

Trains employees in work and safety

procedures and company policies.

Participates in work of subordinates

to facilitate productivity or overcome

difficult aspects of work.

Examines procedures and

recommends changes to save time,

labor, and other costs and to improve

quality control and operating

efficiency.

Maintains records of such matters as

inventory, personnel, orders,

supplies, and machine maintenance.

Identifies and resolves discrepancies

or errors.

Compiles reports and information

required by management or

governmental agencies.

Plans layout of stockroom,

warehouse, or other storage areas,

considering turnover, size, weight,

and related factors pertaining to items

stored.

Inspects equipment for defects and

notifies maintenance personnel or

outside service contractors for

repairs.

Analyzes financial activities of

establishment or department and

assists in planning budget.

Computes figures, such as balances,

totals, and commissions.

Requisitions supplies.

Generalized

Work

Activities

Communicating With Other

Workers--Providing information

to supervisors, fellow workers,

and subordinates. This

information can be exchanged

face-to-face, in writing, or via

telephone/electronic transfer.

Coordinating Work & Activities of

Others--Coordinating members of a

work group to accomplish tasks.

Getting Information Needed to

Do the Job--Observing,

receiving, and otherwise

obtaining information from all

relevant sources.

Guiding, Directing & Motivating

Subordinates--Providing guidance

and direction to subordinates,

including setting performance

standards and monitoring

subordinates.

Staffing Organizational Units--

Recruiting, interviewing,

selecting, hiring, and promoting

persons for the organization

Coaching and Developing Others--

Identifying developmental needs of

others and coaching or otherwise

helping others to improve their

knowledge or skills.

Analyzing Data or Information--

Identifying underlying principles,

reasons, or facts by breaking

down information or data into

separate parts.

Establishing & Maintaining

Relationships--Developing

constructive and cooperative working

relationships with others.

Coordinating Work & Activities

of Others--Coordinating members

of a work group to accomplish

tasks.

Getting Information Needed to Do

the Job--Observing, receiving, and

otherwise obtaining information from

all relevant sources.

Performing Administrative

Activities - Approving requests,

handling paperwork, and

performing day-to-day

administrative tasks.

Performing Administrative Activities

- Approving requests, handling

paperwork, and performing day-to-

day administrative tasks.

Provide Consultation & Advice

to Others--Providing consultation

and expert advice to management

or other groups on technical,

systems-related, or process

related topics.

Note. From (America's Career InfoNet, Administrative Services Managers) and

(America's Career InfoNet, First-Line Supervisors of Administrative Support Workers)

Educational/Experience Requirements for Administrative Office Managers

The education requirements for administrative office managers vary from

business to business. ACINet’s education and training requirements are listed in Table 6.

Table 6

ACINet’s Education and Training for Administrative Office Managers

Administrative Services

Managers

First-line Supervisors—

Administrative Support Workers

Typical

Educational Level

Work experience plus degree Work experience in related

occupation

Typical Training Business Administration and

Management, General

Office Supervision and

Management

Logistics and Materials

Management

Public Administration

Note. From (America's Career InfoNet, Administrative Services Managers) and

(America's Career InfoNet, First-Line Supervisors of Administrative Support Workers)

The U. S. Department of Labor Office of Administrative Law Judges Law

Library’s Dictionary of Occupational Titles

states in the professional, technical, and

managerial occupations, office manager is listed in this section, that “these occupations

require substantial educational preparation (usually at the university, junior college, or

technical institute level” (United States Department of Labor Office of Administrative

Law Judges Law Library, 1991, 1).

Many administrative services managers are promoted from within the

organization. These managers have demonstrated knowledge and skills that are

important to the employer. Associate degrees or bachelor’s degrees in business

administration or related fields are recommended for employment and enhance

advancement opportunities (Wisconsin Careers, 1999, classification 1370.0).

Administrative support supervisors are often promoted from within the organization.

Employers prefer to hire people who have an associate or bachelor’s degree. The degree

program should be in supervision and management (Wisconsin Careers, 1999,

classification 4510.0).

Historical Background of Administrative Office Management Education

In the early 1900’s technological advances introduced a revolution in offices.

Geoffry S. Childs, of the Alexander Hamilton Institute, states, “Appliances add to

complexity, and complexity adds to appliances”(Childs, 1921, 2). Technology

(appliances) has continued to change the way the office operates and functions. In the

past two decades, there has been one revolution after another in all types of business

activity, and nowhere has this revolution been more keenly felt than in the office. Routine

tasks completed manually have been replaced with computers (personal or networked).

Electronic apparatus have replaced the pen and pencil. Documents that use to take days to

reach a second party now only take a few seconds. Introducing and utilizing these

technological advances has added more complexity to office functions. Despite these

technological changes, office administration issues have been relatively unchanged since

the first part of the twentieth century.

Childs writes in the Office Administration

text:

This spirit of the times is more and more finding expression in the conduct of

offices as well as factories. The office manager is a relatively new functionary.

Unconsciously perhaps he is bringing to bear upon the problems of this work

those principles which lie at the root of factory management, adapting them as he

proceeds to the special conditions with which he has to deal.

Because he has been concerned with one question of detail after another,

the office manager and the executive over him have been unconscious of the fact

that there was behind these several problems, in embryo, at least, a science of

office management (Childs, 1921, v).

Common themes have continued in the 80+ years since the Alexander Hamilton

Institute published its text. Throughout these years, publications in office administration

have echoed the themes of the modern office, motivating employees, compensation,

productivity, communications, management, paperwork issues, and training. Over the

years, textbooks and handbooks repeatedly emphasize these themes.

Childs’ (1921) text discusses issues such as:

- The Office in Modern Business—magnitude of the modern office; office

workers; practices; principles; and building up the science

- Layout of the Office—size of office; abolishing private offices; work flow;

temperature; lighting systems; and noise prevention

- Office Equipment—standardizing equipment; modern desk; orderly desks;

office supplies; forms; and the stocking and consumption of supplies

- Office Appliances—labor-saving machinery; typewriters; dictating

equipment; printing presses; telephones; adding machines; and photographing

equipment

- Selecting Employees—importance and art of selection; job analysis; sources

of help for hiring; the interview; the application blank; employment tests;

references; and employment tests and records

- Training—value and scope of training; training plan; centralization of

training; methods of training; training for advancement; and outside courses

- Stimulation of Employees—value of stimulation; principles of stimulation;

merit and demerit systems; suggestions; and promotion

- Filing—essentials of a good filing system; systems of filing; the records room;

and inspection of files

- Interdepartmental Communications—need of communications; surveys for

communications systems; incoming and outgoing mail; office boys; and

various methods of communication

- Office Manuals—office routine; general office manual; personal rules and

conduct; and keeping manuals up-to-date

- Compensation Issues—wages and other payments; wage problems; profit

sharing; and wage increases

- Work Reports—need and types of work reports; use of reports; simplicity of

reports; and accuracy of reports

- Art of Management—qualities of management; formalities of authority;

creation of Espirit de Corps; democracy and management; and obligations of

subordinates

The Dartnell Corporation began publishing its Office Manager’s Handbook in

1958. In 1964, the title was changed to the Office Administration Handbook. Dartnell’s

handbook (Fetridge and Minor, 1975) includes topics such as:

- Administrative Management—the managerial mind; communication;

management by objectives; and long-range planning

- Office Personnel—personnel administration; equal employment regulations;

personnel recruitment and selection; wage and salary administration; job

evaluations; merit rating/incentives; personnel policy manual; day-to-day

administrative problems/solutions; the unionized office; and manpower

planning

- Guides Through the Paperwork Jungle—the “paperwork explosion;”

producing company manuals; form design and control principles; record

management (filing and retention);

- Office Practices and Procedures—work simplification; word processing and

dictating systems; office machinery and equipment; electronic calculations;

small computers; and office/computer security

- The Office Environment—office landscaping concept; office layout; and

selecting office furniture

- Improving Administrative Skills—current motivational theory; motivation

research in practice; training program for operating supervisors; and more

than 80 ideas for cutting costs

Roger Carter (1984) addresses the emergence of the computer age in the

modern office. His text, Business Administration, A Textbook for the Computer Age,

discusses the following topics:

- The Organization and Control of Physical Resources—technology and

production (including office management); systems approach; and

designing the organization

- Office Procedures and Management Information—information for

decision–making; the work of the office; office equipment; and the emerging

technology of the integrated office

- The Well-Regulated business—the well-controlled business; the

well-organized job; the well-planned office; and the well-managed worker

The seventh edition of Administrative Office Management, An Introduction

Zane Quible (2001) addresses modern day office administration. Topics include:

- Principles of Administrative Office Management—the managerial process;

the organizing process; and the communication process

- Management of the Office Environment—office layout; office environment;

and office equipment and furniture

- Management of Office Employees—selecting office employees; developing

office employees; supervising office employees; motivating office employees;

appraising performance of office employees; analyzing jobs of office

employees; evaluating jobs of office employees; administering salaries of

office employees; measuring output of office employees; and improving

productivity of office employees

- Management of Office Systems—systems analysis; computer technology;

telecommunications technology; application software; and records

management and micrographics

- Management of Office Functions—office reprographics and mail services;

quality and quantity control; and budgetary and cost control

The textbooks and handbooks for office administration continue to echo the themes of the

modern office, motivating employees, compensation, productivity, communications,

management, paperwork issues, and training. Although 80+ years have passed since

office administration was recognized as a new business function, it appears these themes

remain constant during the passage of time.

Institutions Offering Administrative Office Manager Programs

Many institutions in the United States, as well as foreign countries, offer

educational programs for the administrative office manager occupation. The institutions

offer diploma/certificates, associate degrees, and/or bachelor’s degrees. There are a

diversity of program titles and specialties within the programs. Some of the program titles

include: Office Management, Office Administration, Office Management and

Technology, Office Administrator, Bookkeeping and Office Management, Master Office

Systems Technologist, Administrative Office Management, Medical Office

Administration, Veterinary Office Management. Table 7 provides a listing of some of the

schools in the United States offering programs in the administrative office manager

occupation. A citation for each school is included in the References section.

Table 7

Institutions Offering Programs in Administrative Office Management

School

Diploma/

Certificate Associate Bachelor’s

The University of Alaska—Fairbanks

Fairbanks, AK X X

Middle TN State University

Murfreesboro, TN

Bellevue Community College

Bellevue, WA

X X

Virginia College

Birmingham, AL

Sacramento City College—Los Rios Community

College District

Sacramento, CA

Tompkins Cortland Community College

Dryden, NY

Wytheville Community College

Wytheville, VA

Concord College

Athens, VA X

Renton Technical College

Renton, WA

Southwestern MI College

Dowagiac & Niles, MI

Fairmont State College

Fairmont, WV

Concordia College

Moorhead, MN

Northwestern State University

Natchitoches, LA

Nashville State Technical Institute

Nashville, TN

West Los Angeles College

Culver City, CA

Ivy Tech State College

Richmond-Connersville, IN

X X

Enterprise State Junior College

Enterprise, AL

X X

Columbus State Community College

Columbus, OH

ICM School of Business & Medical Careers

Pittsburgh, PA X

Lane Community College

Eugene, OR

Caspar College

Caspar, WY

Delaware County Community College

Media, PA

Inver Hills Community College

Inver Grove Heights, MN

University of Nebraska

Curtis, NE

International Business College

Ft. Wayne, IN

X X

LDS Business College

Salt Lake City, UT

X X

WWTC Graduates Hired as Administrative Office Managers

Graduates of various WWTC programs are hired as administrative office

managers. Table 8 indicates the business program and job title of WWTC graduates

hired at graduation as administrative office managers. The information is taken from

WWTC’s six-month graduate follow-up studies.

Table 8

WWTC Graduates Hired as Office Managers

Year Program Title No.

1991 – 1992 Accounting Office Manager 2

Office Computer Specialist Office Manager 1

1992 – 1993 Business Administration—Personnel Office Manager 1

Paralegal Office Administrator 1

1993 – 1994 Accounting Office Manager 1

Administrative Assistant—

Information Processing

Branch Office

Coordinator

General Marketing Office/Finance

Manager

1994 – 1995 Business Administration—Personnel Office Manager/

Secretary

Accounting Office Manager 2

1995 – 1996 Accounting Office Manager 2

Medical Secretary Office Manager 1

Supervisory Management Office Manager 1

1996 – 1997 Accounting Office Manager 1

Administrative Assistant—

Information Processing

Office Manager 1

CIS—Microcomputer Specialist Office Manager 1

Fashion Marketing Office Manager 1

General Marketing Office Manager 1

1997 – 1998 Supervisory Management Office Manager 1

1998 – 1999 Accounting Office Manager 1

Legal Secretary Office Manager/

Administrative

Assistant

Supervisory Management Office Manager 1

Note.

See reference section for individual year’s citation

Office of the Future

By 2006, the nation’s workforce will rise to nearly 149 million people, reflecting

an 11 percent increase from 1996. Approximately two in five workers, 39 percent, will be

over 45 years old and 15 percent of the workforce will be over 55. The median age of U.

S. workers will rise to 41; the median age in 1994 was 38. The workforce will be

composed of approximately 47% women. Hispanic-, Asian-, and African-Americans will

together comprise nearly 30 percent of the workforce (OfficeTeam, 1999, Office of the

Future Fact Sheet). In the office of the future, advanced technology will be more

pervasive than ever. The top three prevalent technologies forecast for the year 2005 will

be wireless communications, voice-activated technology, and personal digital assistants

(International Association of Administrative Professionals, Office of the future: 2005).

Each of these items will impact how an office functions and how the role of the

administrative office manager will continue to evolve.

What will be the key expectations of employers in future for their administrative

office managers as well as their administrative staff? Employers will expect the entire

administrative staff to be skilled in new and emerging technology. This technology

includes the Internet, Intranets, e-mails, and online services as well as a wide variety of

PC software (International Association of Administrative Professionals, Skills Most in

Demand).

However, computer or emerging technology proficiency alone will not guarantee

career success for administrative employees. In addition, employees must demonstrate

strong interpersonal skills. OfficeTeam uses the acronym PEOPLE skills for these

interpersonal skills. These PEOPLE skills are:

- P

roblem solving abilities (organization, judgment, logic, creativity,

conflict resolution

- E

thics (diplomacy, courtesy, honesty, professionalism)

- Open-mindedness (flexibility, open to new business ideas, positive

outlook)

- P

ersuasiveness (excellent communication and listening skills)

- L

eadership (accountability, management and motivational skills)

- E

ducational interests (continuous thirst for knowledge and skills

development) (OfficeTeam, 1999, People Skills, 1).

What is the most valuable educational/training of the future? The International

Association of Administrative Professionals provides the following list:

- Managing the office

- Administering computer networks

- Helping to upgrade and recommend office software

- Software training (including how to train other staff)

- Managing a centralize department like records, data processing, or word-

processing/desktop publishing

- Using multimedia for business presentations

- Liaison to outsourcing companies (staffing and accounting firms,

distribution/mailroom channels) (International Association of

Administrative Professionals, Skills Most in Demand, 1).

Excellent companies in the future must have leaders (administrative office

managers) who: are technically competent; have an interest in people and getting the job

done; can attract and retain the most capable employees; communicate well and often;

use a variety of management styles (International Association of Administrative

Professionals, Workplace 2000); and have the desire to continue to learn.

Chapter 3

Methodology

The purpose of this study was to determine if there was a need for an associate

degree program for administrative office manager in the Western Wisconsin Technical

College district.

The following section will give a detailed account of the research design,

population and sample, instrumentation, validation procedure, data collection, data

analysis, and limitations of the needs assessment.

Research Design

In four business program advisory committee meetings (accounting, office

technology, human resource—business administration, and finance), 78.3% of the

attendees indicated interest in an associate degree program for administrative office

manager. The percentage was derived from a program interest survey, Appendix A,

conducted during the spring 2001 advisory committee meetings. Currently, there is not an

associate degree program in the Western Wisconsin Technical College district, or the

state of Wisconsin, to train administrative office managers.

The design of this research was a survey of employers within the WWTC district.

The survey was a needs assessment to determine if there was a need for a new associate

degree program, administrative office manager. If the need was indicated, the needs

assessment would be presented to the vice-president of instruction for WWTC to

determine if a Program Investigation would need to be prepared for submission to the

WWTC district board. A needs assessment is required as part of the Program

Investigation. Upon approval by the WWTC district board, the Program Investigation for

the administrative office manager program would be submitted to the Wisconsin

Technical College Board (WTCB), or state board, for program approval. Each technical

college program must have the approval of the WTCB prior to implementing a program.

Population and Sample

The population to be surveyed was within the WWTC district. Within that

population, a stratified sample was drawn. The sample included employers from five of

WWTC’s program advisory committees. The programs included: accounting, office

technology, human resource—business administration, finance, and paralegal.

Since advisory committees consist of both employers and employees, each

advisory committee member was contacted by telephone to obtain the name of the

individual in the organization who is the employment specialist. This procedure ensured

the needs assessment survey reached the proper individual.

Instrumentation

The needs assessment for the Program Investigation required the following

information be collected: if the organization currently employs individual(s) in the

occupation; number of employees in the occupation; job title(s); salaries; hours worked

per week; benefits; educational background of individual(s) currently employed; entry

level education requirement; if current employee(s) have adequate training prior to

employment; would the organization encourage current employee(s) to enroll in

continuing education; employment statistics in occupation for the past four years;

employment projections for next four years; has there been difficulty in hiring qualified

employee(s) in the occupation; would the employer be willing to hire a WWTC graduate

for future openings in this occupation; minimum education requirement for this

occupation; qualifications and skills required for the occupation; should WWTC offer the

new program; and current employment level (full and part-time) of the business. The

needs assessment also must include qualifications for hiring an administrative office

manager. Finally, if the individual would be willing to serve on an advisory committee

for the program.

Validation of Survey Document

The needs assessment survey document was presented to four subject matter

experts. The subject matter experts reviewed the document and made recommendations

for changes. The changes were made to the survey document and two additional subject

matter experts reviewed the document. No additional changes were recommended.

Data Collection

The five advisory committees had a total of sixty-two members, representing

forty-three businesses. To avoid duplication of the employment specialist receiving

multiple needs assessment survey documents, businesses participating in multiple

advisory committees were to only receive one survey document. In late August 2001, an

introduction letter, Appendix B, was mailed to the employment specialists. Four days

later, a cover letter, Appendix C, and the needs assessment survey, Appendix D, were

mailed to the employment specialists. The survey was not anonymous, even though

confidentiality was guaranteed, since each survey had an assigned number at the top of

the survey document. A follow-up letter, Appendix E, was mailed to non-respondents in

mid-September.

Data Analysis

The needs assessment was designed to provide information necessary for a

Program Investigation. The Program Investigation requires little in the way statistical

analysis. For this paper, percentages and the mean will be calculated for questions with

numerical data. Question 15, utilizes a five-point Likert scale with respondents indicating

if a qualification is “Very Important” to “Least Important” in hiring an administrative

office manager. The percentages, the mean, and the standard deviation will be reported

for each qualification for Question 15.

Limitations of the Needs Assessment

1. Relative to the entire employer population within the WWTC district, employers

serving on program advisory committees are a relatively small percentage. The

stratified sampling is thus rather limited.

2. The occupational title “administrative office manager” is a generic title. Each

company defines job titles and job responsibilities in different ways. One office

may have an administrative assistant do entry-level work, while in another

company, s/he may manage an entire office. Therefore, the working definition of

administrative office manager may not coordinate with job titles or job

responsibilities of employers within the WWTC district.

Chapter 4

Results

The primary purpose of this research was to determine if there is a need for an

administrative office manager associate degree program in the Western Wisconsin

Technical College district. Advisory committee members in five business programs were

surveyed to determine if a need existed for the associate degree program. Forty-three

surveys were mailed to the employment specialists of businesses represented on the

advisory committees. Thirty-seven surveys, 86%, were returned. Three of the respondents

chose not to participate in the needs assessment survey.

Comments for each question are included in Appendix F.

Survey Question 1

Do you employ, or plan to employ persons who spend 50% or more of their

time performing administrative office management functions?

Yes

No Possibly Totals

18 16 0 34

52.9% 47.1% 0 100%

NOTE: If the answer to question 1 was “No,” respondents were asked to stop

at that point and return the survey in the envelope provided. The following

results are based upon the 18 respondents answering “Yes” to question 1.

Survey Question 2

Please provide the following information regarding those who currently perform

administrative office management functions in your organization.

Job Title # in

position

Salary Hours per

Week

Benefits

Many, many titles 300? varied 40 Not room to list

Branch mgr, staffing

specialist

4 confidential 40 full

Reception/Purchasing

Supervisor

1 $33,000 40 Usual health &

welfare benefits;

5% annual bonus

Office Coordinator 1 $2,077/month 40+ 401(k), health ins.,

cafeteria plan,

vacation, sick,

dental ins.

Patient Business

Supervisor/Manager,

Behavioral Medicine

Clinical Manager,

Operations Manager-

Regional Clinic,

Office Coordinator,

Supervisor,

Radiology Office

Staff, etc.

Varies Varies Comprehensive>

Health/Dental/Life/

Pension/401k/Paid

Time Off, etc.

Administrative

Secretary

1 40 Full (HC, Dental,

Life, Accident,

401k, stock

purchase)

Administrative

Coordinator,

Administrative

Supervisor

2 $37,000 40+ Health, vision,

dental, 401(k) &

matching, life,

LTD, vacation/

sick/holiday

Executive Assistant/

Administrative

Support

2 $29,000/

$17,000

(annualized)

40/20 Vac, sick pay,

holidays, med,

dental, life, ad & d,

LTD, 401(k),

tuition

reimbursement

Dept. Heads

Supervisors, Program

Ast., Adm. Ast.

30 (10

w/out

Dept

Heads)

Various 37.5

nonexempt,

N/A

exempt

Vacation, Sick,

Personal Days,

Holiday Pay,

Health, Life,

Disabilities

Insurance

Administrative

Assistant I II &

Special Sept

4 Starting: I--

$12.91; II-

13.70; special

$15.26

37.5 Health, Dental

Life, Section 125,

vac/SL, deferred

comp

Administrative

Assistant, HR

Director or Finance

Director

1 in

each

position

40 Yes. Health, life,

dental, disability &

retirement

Family Court

Assistant

1 $23,000 32 Medical, Dental,

Retirement, Life

Insurance

Program Assistant 3--

Supervisor

1 $18 per hr 40 State employee

benefits

Office Manager,

Financial

Coordinator

1/1 $23,100/

$29,000

40/32 Medical, Profit

sharing, 401K

Manager Admissions,

Registration Records

Manager, Manager

Student Financial

Aid, Business

Services Manager,

etc.

3 $42-65,000 40 WWTC benefits,

medical, dental,

LTD, life, sick

leave, holidays,

vacation,

retirement

Payroll Administrator 1 $10 per hr 40+ Health, dental,

401K, discount

OP- (office

professional)

1 $9.00 hrly 24 SEP Plan/no

insurance benefits

Survey Question 3

What educational background does the personnel listed above have?

Number of Employees

Percentage

One-year College Diploma 3 13.6%

Two-year College Degree 9 40.9%

Four-year College Degree 7 31.8%

Other 3 13.6%

Survey Question 4

What is the typical wage per hour for an entry-level administrative office manager in

your organization?

Wage Rate per Hour

Number

$7.45 1

$9.00 1

$9.89 1

$10.00 2

$10.73 1

$12.00 3

$12.91 1

$14.42 1

$16.00 1

Mean rate per hour is $11.37.

Survey Question 5

Did your current administrative office manager(s) have adequate training

before employment?

Number

Percentage

Yes 13 81.3%

No 3 18.7%

Survey Question 6

Would you encourage your current administrative office manager(s) to enroll

in continuing education courses in the office management program?

Number

Percentage

Yes 9 50.0%

No 3 16.7%

Possibly 6 33.3%

Survey Question 7

In the past four years has the number of your office manager(s)

Number

Percentage

Increased 6 33.3%

Decreased 0 0

Remained the same 12 66.7%

Survey Question 8

Please indicate the reason for the increase/decrease.

Reason

Number Percentage

Growth in business 1 7.2%

Increase due to other reasons 5 35.7%

Decrease in business 0 0

Decrease due to other reasons 0 0

Other (remained the same) 8 57.1%

Survey Question 9

Please provide an employment projection for administrative office manager(s) for the

next four years in your organization: (use PT after the number to indicate part-time

employee(s).)

2002 2003 2004 2005

Totals

Full

PT Full PT Full PT Full PT Full PT

a. New positions 2 1 2 0 1 0 2 0 7 1

b. Replacement positions 1 1 3 0 3 0 3 0 10 1

Survey Question 10

Has your organization had difficulty in hiring qualified administrative office

managers?

Number

Percentage

Yes 4 22.2%

No 14 77.8%

Survey Question 11

Should Western Wisconsin Technical College offer an administrative office

manager program?

Number

Percentage

Yes 7 38.9%

No 3 16.7%

Possibly 8 44.4%

Survey Question 12

For any future openings in this field, would your firm be willing to hire a

Western Wisconsin Technical College graduate?

Number

Percentage

Yes 11 61.1%

No 0 0

Possibly 7 38.9%

Survey Question 13

What is the minimum level of education you feel would be sufficient to

qualify a candidate to be hired as an administrative office manager?

Number

One-year College Diploma 2

Two-year College Degree 12

Four-year College Degree 1

Other 5

NOTE: Two respondents checked the “Other” column, in addition to education,

to indicate experience. Also, one respondent checked two columns to indicate

that if bookkeeping were a job requirement, that additional education would be

required.

Survey Question 14

What is the approximate size of your organization (full-time and part-time)?

Number

Percentage

0 – 25 employees 6 33.3%

26 – 50 employees 2 11.1%

51 – 150 employees 2 11.1%

151 – 300 employees 2 11.1%

301 – 500 employees 2 11.1%

over 500 4 22.2%

Survey Question 15

Please rate the importance of the following qualifications when hiring an

administrative office manager.

NOTE: Respondents used a Likert scale for the following qualifications with a 1 being

“Very Important” and 5 being “Not Important” for an administrative office manager.

Survey Question 15a

Supervises and coordinates activities of clerical and administrative personnel

in department, establishment, or organization.

Rating

1 2 3 4 5

# of responses 9 6 2 1 0

Percentage 50.0% 33.3% 11.1% 5.6% 0%

Mean 1.72

Standard Deviation (SD) .89

Importance of qualification The mode was 1. The ratings were grouped

fairly close together with a SD of .89 and a

mean of 1.72; this would be a very

important qualification.

Survey Question 15b

Plans, prepares, and revises work schedules and duty assignments according

to budget allotments, customer needs, problems, workloads, and statistical forecasts.

Rating

1 2 3 4 5

# of responses 6 7 1 3 1

Percentage 33.3% 38.9% 5.6% 16.6% 5.6%

Mean 2.22

Standard Deviation (SD) 1.26

Importance of qualification A majority of the ratings were in the 1 and 2

columns. The wide range of ratings created

a SD of 1.26, with a mean of 2.22; this

would be an important qualification.

Survey Question 15c

Analyzes internal processes and plans or implements procedural and policy

changes to improve operations.

Rating

1 2 3 4 5

# of responses 9 5 2 1 1

Percentage 50.0% 27.7% 11.1% 5.6% 5.6%

Mean 1.88

Standard Deviation 1.18

Importance of qualification A majority of the ratings were in the 1 and 2

columns (the mode was 1). With the wide

range of ratings, the SD was 1.18, with a

mean of 1.88; this would be a very

important qualification.

Survey Question 15d

Recommends cost saving methods, such as changes to save time, labor, and other

costs to improve quality control and operating efficiency.

Rating

1 2 3 4 5

# of responses 10 2 4 2 0

Percentage 55.6% 11.1% 22.2% 11.1% 0%

Mean 1.88

Standard Deviation 1.13

Importance of qualification A majority of the ratings were in the 1

column (the mode is 1). The range of

ratings fell between 1 and 4 causing a SD of

1.13, with a mean of 1.88; this would be a

very important qualification.

Survey Question 15e

Evaluates subordinates job performance and conformance to regulations, and

recommends appropriate personnel action.

Rating

1 2 3 4 5

# of responses 5 8 2 1 2

Percentage 27.8% 44.4% 11.1% 5.6% 11.1%

Mean 2.27

Standard Deviation 1.27

Importance of qualification The mode of the ratings was in column 2.

With the wide range of ratings, the SD was

1.27, with a mean of 2.27; this would be an

important qualification.

Survey Question 15f

Oversees, coordinates, or performs activities associated with shipping, receiving,

distribution, and transportation.

Rating

1 2 3 4 5

# of responses 2 1 4 3 7

Percentage 11.8% 5.9% 23.5% 17.6% 41.2%

Mean 3.71

Standard Deviation 1.40

Importance of qualification A majority of the ratings were in the 4 and 5

columns (with the mode being 5). There

were a wide range of ratings causing a SD

of 1.40, with a mean of 3.71; this would not

be an important qualification.

Survey Question 15g

Verifies completeness and accuracy of subordinate’s work, computations, and

records.

Rating

1 2 3 4 5

# of responses 3 6 5 1 2

Percentage 17.6% 35.3% 29.4% 5.9% 11.8%

Mean 2.58

Standard Deviation 1.23

Importance of qualification A majority of the ratings were in the 2 and 3

columns (with the mode being 2). With the

wide range of ratings, the SD was 1.23, with

a mean of 2.59; this would be a moderately

important qualification.

Survey Question 15h

Interviews, selects, and discharges employees.

Rating

1 2 3 4 5

# of responses 6 5 4 0 2

Percentage 35.3% 29.4% 23.5% 0% 11.8%

Mean 2.24

Standard Deviation 1.30

Importance of qualification A majority of the ratings were in the 1 and 2

columns (with the mode being 1). With the

wide range of ratings, the SD was 1.30, with

a mean of 2.24; this would be an important

qualification.

Survey Question 15i

Consults with supervisor and other personnel to resolve problems, such as

equipment performance, output quality, and work schedules.

Rating

1 2 3 4 5

# of responses 8 7 2 0 1

Percentage 44.4% 38.9% 11.1% 0% 5.6%

Mean 1.83

Standard Deviation 1.04

Importance of qualification A majority of the ratings were in the 1 and 2

columns (with the mode being 1). With the

range of ratings the SD was 1.04, with a

mean of 1.83; this would be a very

important qualification.

Survey Question 15j

Reviews records and reports pertaining to such activities as production, operation,

payroll, customer accounts, and shipping.

Rating

1 2 3 4 5

# of responses 7 4 3 1 3

Percentage 38.8% 22.2% 16.7% 5.6% 16.7%

Mean 2.39

Standard Deviation 1.50

Importance of qualification A majority of the ratings were in the 1 and 2

columns (with the mode being 1). With the

wide range of ratings, the SD was 1.50, with

a mean of 2.39; this would be an important

qualification.

Survey Question 15k

Trains employees in work and safety procedures and company policies.

Rating

1 2 3 4 5

# of responses 4 2 5 2 4

Percentage 23.5% 11.8% 29.4% 11.8% 23.5%

Mean 3.00

Standard Deviation 1.50

Importance of qualification The responses where evenly divided

between the 1 and 2 and the 4 and 5

columns (with the mode being 3). With the

wide range of ratings, the SD was 1.50, with

a mean of 3.00; this would be a moderately

important qualification.

Survey Question 15l

Participates in work of subordinates to facilitate productivity or overcome

difficult aspects of work.

Rating

1 2 3 4 5

# of responses 4 6 5 1 2

Percentage 22.2% 33.3% 27.8% 5.6% 11.1%

Mean 2.5

Standard Deviation 1.25

Importance of qualification A majority of the ratings were in the 1 and 2

columns (with the mode being 2). The wide

range of ratings, produced a SD of 1.25,

with a mean of 2.5; this would be a

moderately important qualification.

Survey Question 15m

Maintains records of such matters as inventory, personnel, orders, supplies, and

machine maintenance.

Rating

1 2 3 4 5

# of responses 7 5 4 2 0

Percentage 38.9% 27.8% 22.2% 11.1% 0%

Mean 2.05

Standard Deviation 1.06

Importance of qualification A majority of the ratings were in the 1 and 2

columns (with the mode being 1). With the

ratings falling between 1 and 4, the SD was

1.06, with a mean of 2.05; this would be an

important qualification.

Survey Question 15n

Identifies and resolves discrepancies or errors.

Rating

1 2 3 4 5

# of responses 7 7 3 0 1

Percentage 38.9% 38.9% 16.6% 0% 5.6%

Mean 1.94

Standard Deviation 1.06

Importance of qualification A majority of the ratings were in the 1 and 2

columns. Even though the range of ratings

was wide, the majority of ratings fell

between 1 and 2 causing the SD of 1.06,

with a mean of 1.94; this would be a very

important qualification.

Survey Question 15o

Compiles reports and information required by management or governmental

agencies.

Rating

1 2 3 4 5

# of responses 11 3 1 2 0

Percentage 64.7% 17.6% 5.9% 11.8% 0%

Mean 1.65

Standard Deviation 1.06

Importance of qualification A majority of the ratings were in column 1

(with the mode being 1). With the ratings

falling between 1 and 4, the SD was 1.06,

with a mean of 1.65; this would be a very

important qualification.

Survey Question 15p

Plans layout of stockroom, warehouse, or other storage areas, considering

turnover, size, weight, and related factors pertaining to items stored.

Rating

1 2 3 4 5

# of responses 1 5 1 5 6

Percentage 5.6% 27.8% 5.6% 27.8% 33.2%

Mean 3.56

Standard Deviation 1.38

Importance of qualification A majority of the ratings were in the 4 and 5

columns (with the mode being 5). With the

wide range of ratings the SD was 1.38, with

a mean of 3.56; this would not be an

important qualification.

Survey Question 15q

Inspects office equipment for defects and notifies maintenance personnel or

outside service contractors for repairs.

Rating

1 2 3 4 5

# of responses 3 4 6 3 1

Percentage 17.6% 23.6% 35.3% 17.6% 5.9%

Mean 2.71

Standard Deviation 1.16

Importance of qualification A majority of the ratings were in the 2 and 3

columns. The range of ratings was wide,

causing the SD of 1.16, with a mean of

2.71; this would be a moderately important

qualification.

Survey Question 15r

Analyzes financial activities of department, establishment, and/or organization to

prepare or assist in preparation of budget(s).

Rating

1 2 3 4 5

# of responses 7 5 4 0 2

Percentage 38.9% 27.8% 22.2% 0% 11.1%

Mean 2.17

Standard Deviation 1.29

Importance of qualification A two-thirds of the ratings were in the 1 and

2 columns. The range of ratings was wide,

causing the SD of 1.29, with a mean of

2.17; this would be an important

qualification.

Survey Question 15s

Computes figures, such as balances, totals, and commissions.

Rating

1 2 3 4 5

# of responses 5 4 4 2 2

Percentage 29.4% 23.5% 23.5% 11.8% 11.8%

Mean 2.53

Standard Deviation 1.37

Importance of qualification There is no clear majority for this question.

Ratings 1 thru 3 were fairly consistent. The

wide range of ratings created a the SD of

1.37, with a mean of 2.53; this would be a

moderately important qualification.

Survey Question 15t

Requisitions supplies.

Rating

1 2 3 4 5

# of responses 7 5 4 2 0

Percentage 38.9% 27.8% 22.2% 11.1% 0%

Mean 2.06

Standard Deviation 1.06

Importance of qualification A majority of the ratings were in the 1 and 2

columns. The range of ratings fell between

1 and 4, thus a smaller SD of 1.06, with a

mean of 2.06; this would be an important

qualification.

A listing of the qualifications, in order of importance based on the mean, as

determined by the respondents, is included in Table 9.

Table 9

Qualifications of an Administrative Office Manager Based on the

Needs Assessment Mean

Ranking Mean Qualification

1 1.65 Compiles reports and information required by management or

governmental agencies.

2 1.72 Supervises and coordinates activities of clerical and administrative

personnel in department, establishment, or organization.

3 1.83 Consults with supervisor and other personnel to resolve problems,

such as equipment performance, output quality, and work schedules.

4 1.89 Analyzes internal processes and plans or implements procedural and

policy changes to improve operations.

1.89 Recommends cost saving methods, such as changes to save time,

labor, and other costs to improve quality control and operating

efficiency.

6 1.94 Identifies and resolves discrepancies or errors.

7 2.06 Maintains records of such matters as inventory, personnel, orders,

supplies, and machine maintenance.

2.06 Requisitions supplies.

9 2.17 Analyzes financial activities of department, establishment, and/or

organization to prepare or assist in preparation of budget(s).

10 2.22 Plans, prepares, and revises work schedules and duty assignments

according to budget allotments, customer needs, problems,

workloads, and statistical forecasts.

11 2.24 Interviews, selects, and discharges employees.

12 2.28 Evaluates subordinates job performance and conformance to

regulations, and recommends appropriate personnel action.

13 2.39 Reviews records and reports pertaining to such activities as

production, operation, payroll, customer accounts, and shipping.

14 2.50 Participates in work of subordinates to facilitate productivity or

overcome difficult aspects of work.

15 2.53 Computes figures, such as balances, totals, and commissions.

16 2.59 Verifies completeness and accuracy of subordinate’s work,

computations, and records.

17 2.71 Inspects office equipment for defects and notifies maintenance

personnel or outside service contractors for repairs.

18 3.00 Trains employees in work and safety procedures and company

policies.

19 3.56 Plans layout of stockroom, warehouse, or other storage areas,

considering turnover, size, weight, and related factors pertaining to

items stored.

20 3.71 Oversees, coordinates, or performs activities associated with

shipping, receiving, distribution, and transportation.

Survey Question 16

Would you be interested in serving on an Advisory Committee for an administrative

office manager program?

Number

Percentage

Yes 1 5.6%

No 10 55.6%

Possibly 7 38.8%

Chapter 5

Summary, Conclusion, and Recommendations

This final chapter contains three sections: the summary, conclusion, and

recommendations. First, the summary section reviews the complete study. The second

section, the conclusion, reports conclusions that can be drawn from the analysis of the

survey data. Finally, the recommendations section, discusses both recommendations

related to the study as well as recommendations for future studies.

Summary

A review of the study is included in this section. The section includes the

restatement of the problem, research design, population and sample, instrumentation, data

collection, and survey response rate.

Restatement of Problem

The purpose of this study was to determine if there is a need for an associate

degree program for administrative office manager within the Western Wisconsin

Technical College (WWTC) district.

Research Design

The design of the research was to survey employers, of advisory committee

members from five business program areas, within the WWTC district to determine if

there is a need for the administrative office manager associate degree program. If the

needs assessment survey indicated a need for the new program, a Program Investigation

for the administrative office manager program would be submitted to the WWTC District

Board for program approval and then to the Wisconsin Technical College Board for final

program approval.

Population and Sample

A stratified sample of the population surveyed was within the WWTC district.

The sample included employers from five business program advisory committees:

accounting, office technology, human resource—business administration, finance, and

paralegal. To avoid duplication of surveys, the employment specialist in each business

was contacted and only one survey was sent to that individual.

Instrumentation

The needs assessment survey for the Program Investigation required sixteen

questions. The questions included on the survey asked the following: current employment

statistics for the occupation; general company information; future employment

information; and if the individual completing the survey would be willing to serve on an

advisory committee. Also included in the survey was a list of twenty qualifications

necessary for hiring an administrative office manager. The respondents were asked to rate

the qualifications from “Very Important” to “Least Important” on a five-point Likert

scale.

Data Collection

The five advisory committees had a total of sixty-two members. To ensure the

survey would be routed to the proper individual, a telephone call was made to each

advisory committee member to obtain the name of the employment specialist within the

business. To avoid duplication of the employment specialist receiving multiple survey

documents, businesses participating in multiple advisory committees were to receive only

one survey document. In late August of 2001, a needs assessment survey, Appendix D,

was mailed to the employment specialists. A follow-up letter and survey was mailed to

non-respondents in mid-September.

Survey Response Rate

Forty-three surveys were mailed to the employment specialists of businesses

represented on the advisory committees. Thirty-seven surveys, 86%, were returned. Three

of the respondents chose not to participate in the needs assessment survey.

Conclusion

The purpose of this study was to determine if a need exists for an administrative

office manager associate degree program within the Western Wisconsin Technical

College district. The research does indicate a need for the administrative office manager

program and a Program Investigation should be compiled. The need for the program

exists for the following reasons:

1. WWTC Graduates Hired as Office Managers

, Table 8, indicates that 24

graduates of business programs were hired as office managers from 1992

to 1999. Although there was no formal administrative office manager

program, employers had a need to hire for these positions. A formal

degree program would not only enhance the employability of the WWTC

graduates in these positions but would also provide the employer with an

employee who is technically trained in office management.

2. For an entry-level administrative office manager, the survey respondents

indicated a mean rate per hour of $11.37. The rate per hour is a good

entry-level rate per hour in the WWTC district.

3. When asked if current administrative office managers would be

encouraged to take continuing education courses, 50% of the employment

specialists indicated they would encourage continuing education courses

in the administrative office manager program. Another 33.3% indicated

they would possibly encourage the continuing education courses. The role

of the administrative office manager is rapidly evolving. Current

administrative office managers will need to maintain and improve their

knowledge and skills. As the survey indicates, employers also would

encourage current employees to update their skills in office management.

WWTC would be an excellent educational institution to provide these

continuing education courses. A breakdown of the responses by business

size is included in Table 10.

Table 10

Encouraging Continuing Education for Administrative Office Manager by Company Size

Firm Size Yes No Possibly

0-25 3 1 2

26-50 0 1 1

51-150 1 1 0

151-300 1 0 1

301-500 1 0 1

Over 500 3 0 1

4. One-third of the employment specialists indicated that employment for

administrative office managers had increased over the past four years. The

increase collaborates with Table 3, Western Wisconsin Estimated Growth

for Administrative Office Managers 1998-2008, of 12.0% for

administrative services manager and 14.8% for first line supervisors—

administrative support workers. Growth in the field indicates a need for

trained employees. Table 11 provides a breakdown of the responses by

company size.

Table 11

Growth by Company Size for Administrative Office Managers

Firm Size Increased Decreased Remained the same

0-25 2 0 4

26-50 0 0 2

51-150 1 0 1

151-300 0 0 2

301-500 0 0 2

Over 500 3 0 1

5. In the next four years, seven new full-time positions and one part-time

position will be created. In addition, ten full-time positions and one part-

time position will be replaced. Of those responding to the question,

seventeen full-time positions will be hired. Many of the respondents were

unsure of the hiring requirements for the next four years. As current

economic conditions change, as well as uncertainty in hiring becomes

clearer, employers will be seeking trained administrative office managers.

6. When the employment specialists were asked if there is a need for an

administrative office manager program, 38.9% indicated yes and 44.4%

indicated possibly. Only 16.7% of the respondents replied that there was

no need. The 38.9% affirmative response rate indicates there is a need for

an administrative office manager program within the Western Wisconsin

Technical College District. Employers are seeking trained individuals in

office management. Table 12 provides a breakdown of the responses by

company size.

Table 12

Should WWTC Offer an Administrative Office Manager Program by Company Size

Firm Size Yes No Possibly

0-25 2 0 4

26-50 1 0 1

51-150 1 0 1

151-300 0 0 2

301-500 1 1 0

Over 500 2 2 0

7. Sixty-one percent of the employment specialists responding would hire a

WWTC graduate of the administrative office manager program and the

remainder, thirty-nine percent, would possibly hire a graduate. Employers

would look to WWTC graduates to fill administrative office manager

positions.

The above seven reasons indicate there is a need for an administrative office

manager associate degree program within the Western Wisconsin Technical College

District. Employers are seeking trained administrative office managers.

Since the employment specialists indicated a need for an administrative office

manager program within the WWTC district, the needs assessment results will be

presented to the vice president of instruction for WWTC and to the dean of the business

education division. A team of WWTC representatives and business representatives

should be created to compile the Program Investigation. The Program Investigation

includes a program description, rationale, primary occupations, major duties and

responsibilities, program appropriateness, analysis of same and similar Wisconsin

Technical College System programs, district survey information, needs assessment

analysis, external program requirements, documentation of team involvement, and

supportive materials. Upon completion, the Program Investigation would be submitted to

the WWTC District Board for program approval. Upon approval by the District Board,

the Program Investigation would then be submitted to the Wisconsin Technical College

System State Board for final program approval.

Recommendations for Future Study

The study only addressed the need for an associate degree program for

administrative office managers. It would be interesting to study if a need exists for a

certificate program for administrative office managers.

The study was very limited. Only employers of advisory committee members

within the WWTC District were surveyed. It would be interesting to study a larger

population within the District to determine if the results would be the same.

Since the survey only included employers within the WWTC District, it would be

interesting to study other technical college districts to see if a need exists for an

administrative office manager program.

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Appendix A

WWTC Program Interest Survey Results

Spring 2001

Table 13

Count Per Cent

Total 23 100.00%

1 to 25 5 21.74%

26 to 50 2 8.70%

51 to 150 3 13.04%

151 to 300 4 17.39%

301 to 500 2 8.70%

1. What is the approximate size of your

organization?

500+ 7 30.43%

Total 22 100.00%

No 6 27.27%

Yes 14 63.64%

2. Does your organization employ or plan

to employ a person who spends at least

50 percent or more of his/her time

performing office manager duties?

Unsure 2 9.09%

Total 23 100.00%

Technical Diploma 1 4.35%

Associate Degree 21 91.30%

3. What educational background is

appropriate for a person in this position?

Bachelor’s Degree 1 4.35%

100

Total 23 100.00%

No 2 8.70%

Yes 17 73.91%

4. Would a program such as this benefit

your organization in providing continuing

education for your employees?

Unsure 4 17.39%

Total 22 100.00%

No 8 36.36%

Yes 11 50.00%

5. Has your organization had difficulty in

hiring qualified office personnel?

Unsure 3 13.64%

Total 22 100.00%

No 4 18.18%

Yes 12 54.55%

6. Do you foresee the need to hire/replace

an existing employee with these skills

within the next 5 years.

Unsure 6 27.27%

Total 2 100.00%

No 1 50.00%

Yes 1 50.00%

7. If you represent a consulting firm,

would your clients benefit from a person

with this degree?

Unsure 0 0.00%

Total 23 100.00%

No 0 0.00%

Yes 18 78.26%

8. Do you think WWTC should offer a

program similar to the one described

above?

Unsure 5 21.74%

101

Name Number

Office Technology Management 1

Office Management 11

Administrative Services Manager 3

Office Coordinator 1

Office Manager 2

Office & Workflow Management 1

Office Systems Specialist 1

Office Management Specialist 1

Office Professional 1

9. What program title would you suggest

we use if such a program were to be

implemented?

Administrative Business Manager 1

Amount With Comments

It would depend on the location of the job but

starting hourly rate of $10 – 12??

$10

$20 – 25/hr.

$25,000/yr.

$12 – 15

$10.50

$25,000+/yr.

$10 – 12 starting

$11 – 12

10. Approximately what salary/hourly

rate should a person in this position be

paid?

Start—minimum $11.00

102

$25,000 – 30,000

$25,000 – 28,000 yr.

Dependent on size of office—approx. $20,000

– 40,000

? $12 – 15/hr.

$18,000 – 30,000

22K – 28K

$10 – 12

COMMENTS:

3. What educational background is appropriate for a person in this position?

• Technical diploma + experience or associate degree

• Minimum associate

NOTE: One survey had both associate and bachelor’s circle (both appear in data)

Comment Section:

• Fantastic idea! Many small businesses out there that need one person for

acctg as well as office mgmt duties.

• Add—leadership skill development & some type of consulting skills

• As an office manager—person should be capable of communicating tasks,

responsibilities, training additional employees on communication and

writing skills

103

• As a small business don’t see an immediate need. In a larger organization I

can see this type of position would be more in demand. It is important in

business however to not create boundary.

Three advisory committees completed surveys: Office Technologies, Human Resource

and Finance, and Accounting

104

Appendix B

Date

«Title» «FirstName» «LastName»

«Company»

«Address1»

«City», «State» «PostalCode»

Subject: Needs assessment for new program in the Western Wisconsin Technical

College district

Dear «Title» «LastName»,

In the next day or two, you will receive a needs assessment survey from me that asks

16 questions regarding a potentially new associate degree program for administrative

office manager in the Western Wisconsin Technical College district. As an individual

involved in the staffing of your organization, your thoughts on this potential program are

very important.

I estimate it will take you about 10 minutes to complete the survey. Please complete the

survey and return it to me as quickly as possible.

Thank you in advance for your cooperation.

Jim Murray

Instructor

Western Wisconsin Technical College

105

Appendix C

Date

«Title» «FirstName» «LastName», «JobTitle»

«Company»

«Address1»

«City», «State» «PostalCode»

Dear «Title» «LastName»,

A revolution is taking place in offices. This revolution is having a major impact upon the role of

the administrative office manager. The role of the administrative office manager is evolving from

not only being savvy in traditional office management but also in technology changes, systems

design and analysis, problem solving, cost management, budgeting, and business globalization.

Currently there is no program in the Western Wisconsin Technical College (WWTC) district, or

the state of Wisconsin, to train administrative office managers. To meet the potential demands of

business, I am conducting a needs assessment survey for an administrative office manager

associate degree program in the WWTC district. As an individual involved in the staffing of your

organization, your thoughts on this potential program are very important. If you feel another

individual in your organization is better suited to answer the questions, please pass the survey on

to that individual. You have been chosen to receive this survey because a member of your

organization serves on an Advisory Committee for WWTC.

You may be assured of complete confidentiality. The needs assessment survey has a code number

on it for mailing purposes only. This is so that I may check your name off of the mailing list when

your questionnaire is returned. Your name or your firm’s name will never appear in the compiled

results.

If the needs assessment survey shows a need for the administrative office manager associate

degree program, the results will be presented to the vice-president of instruction to determine if

WWTC should continue with a Program Investigation. The Program Investigation would be then

submitted to the Wisconsin Technical College Board for final approval of the new program. The

results will also be used in completion of my master’s degree at the University of Wisconsin—

Stout.

Included in this envelope you will find three things:

- This letter.

- The needs assessment survey. There are 16 questions and I estimate that it will take

no more than ten minutes to complete.

- An addressed, stamped envelope.

I would appreciate receiving your survey back by August 31, 2001. I would be most happy to

answer any questions you might have. Please write of call. The telephone number is

(608) 785-9268.

Thank you for your cooperation.

Jim Murray

Instructor

Western Wisconsin Technical College

106

Appendix D

Needs Assessment Survey for

Administrative Office Manager Program

in the Western Wisconsin Technical College District

Job Description: Coordinates activities of clerical personnel in establishment or

organization: Analyses and organizes office operations and procedures, such as typing,

bookkeeping, preparation of payrolls, flow of correspondence, filing, requisition of

supplies, and other clerical services. Evaluates office production, revises procedures, or

devises new forms to improve efficiency of workflow. Establishes uniform

correspondence procedures and style practices. Formulates procedures for systematic

retention, protection, retrieval, transfer, and disposal of records. Plans office layouts and

initiates cost reduction programs. Reviews clerical and personnel records to ensure

completeness, accuracy, and timeliness. Prepares activities reports for guidance of

management, using computer. Prepares employee ratings and conducts employee benefit

and insurance programs, using computer. Coordinates activities of various clerical

departments or workers within department. May prepare organizational budget and

monthly financial reports. May hire, train, and supervise clerical staff. May compile,

store, and retrieve managerial data, using computer.

1. Do you employ, or plan to employ persons who spend 50% or more of their

time performing administrative office management functions?

_______ yes _______ no _______ possibly

NOTE: If the answer is no, please stop at this point and return the

survey in the envelope provided. Your name will be removed from the

follow-up list upon receipt of the survey.

2. Please provide the following information regarding those who currently

perform administrative office management functions in your organization.

Job Title ______________________________________________________

# in position _______ Salary ________________ Hours per Week ____

Benefits _______________________________________________________

3. What educational background does the personnel listed above have?

One-year College Diploma _______ number of employees

Two-year College Degree _______ number of employees

Four-year College Degree _______ number of employees

Other _____________________ _______ number of employees

4. What is the typical wage per hour for an entry-level administrative office

manager in your organization?

$_______________

107

5. Did your current administrative office manager(s) have adequate training

before employment?

_______ yes _______ no

6. Would you encourage your current administrative office manager(s) to enroll

in continuing education courses in the office management program?

_______ yes _______ no _______ possibly

7. In the past four years has the number of your office manager(s)

_______ increased? _______ decreased? _______ remained the same?

8. Please indicate the reason for the increase/decrease.

_______ growth in business

_______ increase in needs due to other reasons, such as

______________________________________________________

_______ decrease in business

_______ decrease in needs due to other reasons, such as

______________________________________________________

_______ other (remained the same)

______________________________________________________

9. Please provide an employment projection for administrative office

manager(s) for the next four years in your organization: (use PT after the

number to indicate part-time employee(s).)

2002 2003 2004 2005

a. New positions

b. Replacement positions

10. Has your organization had difficulty in hiring qualified administrative office

managers?

_______ yes _______ no

11. Should Western Wisconsin Technical College offer an administrative office

manager program?

_______ yes _______ no _______ possibly

12. For any future openings in this field, would your firm be willing to hire a

Western Wisconsin Technical College graduate?

_______ yes _______ no _______ possibly

108

13. What is the minimum level of education you feel would be sufficient to

qualify a candidate to be hired as an administrative office manager?

_______ One-year College Diploma _______Two-year College Degree

_______ Four-year College Degree _______ Other

14. What is the approximate size of your organization (full-time and part-time)?

_______ 0 – 25 employees _______ 26 – 50 employees

_______ 51 – 150 employees _______ 151 – 300 employees

_______ 301 – 500 employees _______ over 500

15. Please rate the importance of the following qualifications when hiring an

administrative office manager.

Please circle the appropriate number with 1 being “Very Important” and

5 being “Not Important” for an administrative office manager.

Very Not

Important ---------------> Important

a. Supervises and coordinates activities of clerical and

administrative personnel in department, establishment, or

organization.

1 2 3 4 5

b. Plans, prepares, and revises work schedules and duty

assignments according to budget allotments, customer needs,

problems, workloads, and statistical forecasts.

1 2 3 4 5

c. Analyzes internal processes and plans or implements

procedural and policy changes to improve operations.

1 2 3 4 5

d. Recommends cost saving methods, such as changes to save

time, labor, and other costs to improve quality control and

operating efficiency.

1 2 3 4 5

e. Evaluates subordinates job performance and conformance to

regulations, and recommends appropriate personnel action.

1 2 3 4 5

f. Oversees, coordinates, or performs activities associated with

shipping, receiving, distribution, and transportation.

1 2 3 4 5

g. Verifies completeness and accuracy of subordinate’s work,

computations, and records.

1 2 3 4 5

h. Interviews, selects, and discharges employees. 1 2 3 4 5

i. Consults with supervisor and other personnel to resolve

problems, such as equipment performance, output quality, and

work schedules.

1 2 3 4 5

j. Reviews records and reports pertaining to such activities as

production, operation, payroll, customer accounts, and shipping.

1 2 3 4 5

k. Trains employees in work and safety procedures and company

policies.

1 2 3 4 5

109

Very Not

Important ---------------> Important

l. Participates in work of subordinates to facilitate productivity or

overcome difficult aspects of work.

1 2 3 4 5

m. Maintains records of such matters as inventory, personnel,

orders, supplies, and machine maintenance.

1 2 3 4 5

n. Identifies and resolves discrepancies or errors. 1 2 3 4 5

o. Compiles reports and information required by management or

governmental agencies.

1 2 3 4 5

p. Plans layout of stockroom, warehouse, or other storage areas,

considering turnover, size, weight, and related factors pertaining

to items stored.

1 2 3 4 5

q. Inspects office equipment for defects and notifies maintenance

personnel or outside service contractors for repairs.

1 2 3 4 5

r. Analyzes financial activities of department, establishment,

and/or organization to prepare or assist in preparation of

budget(s).

1 2 3 4 5

s. Computes figures, such as balances, totals, and commissions. 1 2 3 4 5

t. Requisitions supplies. 1 2 3 4 5

u. Other:

1 2 3 4 5

v. Other:

1 2 3 4 5

16. Would you be interested in serving on an Advisory Committee for an

administrative office manager program?

_______ yes _______ no _______ possibly

Thank you very much for your help and cooperation! Please provide your comments or

recommendations below.

I understand that by returning this questionnaire, I am giving my informed consent as a participating volunteer in this study.

I understand the basic nature of the study and agree that any potential risks are exceedingly small. I also understand the

potential benefits that might be realized from the successful completion of this study. I am aware that the information is being

sought in a specific manner so that no identifiers are needed and so that confidentiality is guaranteed. I realize that I have the

right to refuse to participate and that my right to withdraw from participation at any time during the study will be respected

with no coercion or prejudice.

NOTE: Questions or concerns about participation in the research or subsequent complaints should be addressed first to the

researcher or research advisor and second to Dr. Susan Foxwell, Chair, UW-Stout Institutional Review Board for the

Protection of Human Subjects in Research, 11 HH, UW-Stout, Menomonie, WI, 54751, phone (715) 232-1126.

110

Appendix E

Date

«Title» «FirstName» «LastName»

«Company»

«Address1»

«City», «State» «PostalCode»

Dear «Title» «LastName»,

On August 27, you were sent a needs assessment survey asking for your input on a

potential new program, administrative office manager, at Western Wisconsin Technical

College (WWTC). To date, your survey has not been received.

As a professional working with employment, your input on the program is important. It

is in the best interest of both the business community and WWTC to ensure that

individuals are properly trained in occupations needed by employers. Therefore, your

thoughts on the program are very important. I assure you of complete confidentiality in

your responses.

Enclosed you will find the following:

- This letter.

- A copy of the needs assessment survey. The 16 questions should take

no more than ten minutes to complete.

- An addressed, stamped envelope.

I would appreciate receiving your survey back by September 25, 2001. I would be most

happy to answer any questions you might have. My telephone number is (608) 785-9268.

Thank you for your input and cooperation.

Jim Murray

Instructor

Western Wisconsin Technical College

111

Appendix F

Survey Comments

Listed are the comments included with the returned surveys.

Question 1: college does, I don’t; I have no staff whatsoever; we choose not to

complete the survey—comments are attached; office does not currently have an agent;

this position is not one that we would typically hire for, I am sorry that I am not able to

give you more valuable feedback.; We chose not to complete the survey—comments are

attached. We have several administrative supervisors. Several are high school graduates

with no post high school diplomas or degrees. Classes are covered under Tuition

Reimbursement policy and would be reimbursed @ 75% after completion. If a position is

not filled internally, we recruit externally and hire the best qualified who must meet

minimum requirements of the position description. Such a program (or certain classes)

may be of interest but I doubt completion would be mandatory. Questions—call me.; Our

office does not currently have an agent. Sorry.

Question 2: we have a number of titles, salary ranges, & job responsibilities that

fall under this category

Question 3: don’t know, do not need degree; high school; varies w/the position &

responsibilities; experience—no degree; most have been doing for years as our

employees; 20 years experience

Question 4: varied—about $13.40/hr; confidential; varies; ? Those above have 15-

25 years experience with organization; Prog Ast & Adm Ast; $38,000 plus

Question 5: don’t know; unknown

Question 6: new ones—but not current ones

112

Question 7: by one

Question 8: # of total office employees had remained the same, so no need to

increase # of office managers; opened office (didn’t exist B/4); event coordinator;

increase in complexity of systems; opened our office 2 yrs. ago

Question 9: not known; low turnover in these positions; hard to say probably only

one due to retirement

Question 10: have not looked/recruited for several years; ?

Question 11: not for our needs; In our case most of the learning/training we look

for comes through work experience. Most finance insight can probably be gained through

classes that are currently offered.; Seems like much of this already covered in HR/Bus

Mgr course and admin asst.; However should also include a base skill emphasis.

Management is typically a second or third step in organization

Question 12: again we would be most likely to fill a position like this internally;

but

would also need years of experience

Question 13: none; HS diploma; any of the other or proven experience;

experience; if position requires bookkeeping (2-yr); plus experience

Question 14: this location; local office; over 5000; LAX location

Question 15: maintain internal computer storage & outlines/organizes files for

data retention; k-safety=5, comp policies=1; small office—1 employee no supervision of

others; 1-Employee Benefits

Question 16: not a big supporter of the concept but pls call if I can help

Other Comments: I’m sorry but this was difficult for me to complete to be useful

to you as we are such a large organization and these types of positions vary so greatly in

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scope & responsibility. If you’d like to contact me about this so I can be more specific,

please feel free to do so.; Our current position doesn’t require any supervision of other

people. However, I feel she would be qualified to do so if we had a need for additional

clerical staff. I think this program would be helpful for someone who wasn’t able to get

this experience “on-the-job.” As a hiring manager, I would look for someone who already

has experience, versus only training as an AO mgr.