THE CHANGING FUNCTION OF AN OFFICE MANAGER IN MODERN ORGANIZATION

www.justwebresearch.blogspot.com TH Published by Just-web Research Institute [11 March 2020] THE CHANGING FUNCTION OF AN OFFICE MANAGER IN MODERN ORGANISATION BY DEEDENWII, BARITURE NEELE (ND, D.CL) [email protected] or [email protected] Tel: +234-7012543482 or +234-9050517580 Abstract The project work examines the changing functions of the office manager in modern organisation. The main purpose of the study is to examine the traditional functions of an office manager in the modern organisation. Four research questions guided the study. Descriptive survey design was adopted. The entire population of (100) employees of the selected institutions, out of which forty (60) was derived as sample size. A five point rating scale questionnaire containing (16) items was used for data collection Pearson Product Correlation was used to establish the reliability of the instrument which yielded and overall coefficient of 0.87. The researcher administered the instrument with the help of two research assistants. Data collected were analyzed using mean and standard deviation to answer the research questions and determined the homogeneity or otherwise of the respondents meaning rating, Z-test was used to test the hypotheses at 0.05 level of significance. The finding shows that modern office technology/equipment contributes to the rise in productivity levels of the modern organization. Also it was found that modern business organizations have computers and other modern office technological gadgets. The researcher therefore recommended amongst others that, organizations should procure adequate modern office technology/equipment to enhance the productivity of their office managers and organizations should involve the office managers in deciding the kind of technological device they wish to procure since the latter are going to use them. 1.0 BACKGROUND OF THE STUDY The fast growing and developing world of technology has introduced a lot of change to the role and functions of Office Manager. The type of machines and gadgets that were used to produce duplicate and store information has undergone a great transformation to grow with the fast growing world of technology. The success of any organization relies much on the Office Manager whose role though supportive is critical to the achievement of organizational goals and objectives. In today’s organization one of the things that make organizations unique is the use of modern technological gadgets both internal and external forces such as market competition, consumer behavior and technology and quality management are the drivers of organizational change. In today’s business world, every office requires facts and accurate information for quick 1 decision making (Apkomi and Ordu 2012). The role of Office Manager is crucial to the life and progress of any contemporary organization hence the need for some technological and human backing from the workplace. The introduction of modern machines such as printer, fax, pen drive, cell phones, photocopier, telex, internet and programmes has lessened the onerous tasks for the modern Office Manager. The effective performance of the professional Office Manager depends upon the office equipment, knowledge and skills. The skill level and functioning of the traditional Office Managers involve greater physical and mental ability. It ranges from production, reproduction storage and retrieval among others. These requisite knowledge and skills make the position of the Office Manager rather challenging, hence the reason for graduate of other discipline and profession embracing Office Managerial as their career. However, these new developments brought by technological challenges require even more knowledge and skills beyond being an Office Manager. In order to face the challenges and problems brought to bear by the information of modern technology training of the Office Manager is paramount. With this achievement of technology, the use of the computer and software programmes facilitates the work of the professional Office Manager.. Information Technology has affected many professions in recent times. The role of Office Manager have been turned around by technology, it has provided the tools that shift the role of office managers from that of the information recorders to business strategies (Adedoyin 2010: Appah and Emeh 2011 and Jaiyeola 2012). These are wide range of office machines and equipment which now enable Office Managers to improve their job performance; such new machines take the form of electronic typewriters that have replaced the manual ones. Word processors with, multi-purpose facilities, computers and other sophisticated office machines and equipment are now provided by employers. Some of the physical equipment used by office managers includes computers communication equipment and electronic pocket organizers (Lucas 2008). New technological equipment that has altered the producers and technique for office functions include the computers, electronic mail/commerce, voice mail and the internet. Automation is an innovation and a consequence of the industrial revolution. It is a collection of methods for controlling machinery and production process by mechanical method, usually with electronic equipment. It is also seen as the process of replacing human work with work done by machines or system designed to perform a specific combination of action. (Ezoem, 2004; Osuala 2010) viewed an office Manager as a professionally trained and qualified information technologist and psychologist with mastery of office and administrative management process of institutions for instantaneous comprehension of ideas and issues in human and organizational behaviors. It means that a qualified office managers 2 should have a wide knowledge of business acumen, versatile knowledge in accounting personnel, office practice and communication and inside knowledge of the operation of all departments within the organization where he works, unlike a half-baked office Manager who posses only knowledge of shorthand, typewriting and basic office practices(Edwin, 2008) advent of the word processor has helped to make the managerial career path cleaner, for an Office Manager to be employable in automated office equipment training. Unfortunately, the office manager's position is the most misunderstood term in the office. The office manager's role is more than runs the office, he sees to every aspect of the office duties both clerical and managerial. Mugisha (2009) the traditional role of an office manager was to support the executive, by helping to manage his schedules, handle visitors and callers and produce document and communication. Statement of the Problem In modern times, it is not uncommon to find some organizations still subjecting Office Managers to the use of manual typewriter, traditional ways of records management (paper filing) etc. when Office Managers are not provided with efficient and effective contemporary working tools, job performance is definitely bound to be low. Though, modern technology is regarded as important and of high value in ensuring quality work output in an office and improved job performance. It’s introduction is equally believed to have caused job displacement. This is the fear that many employees suffer from when new equipment is being purchased for use by their organization. The equipment is cost effective, some organization do not really apply the use of some of the modern equipment and this lead to poor performance, this is because they seem not to attach great importance to these equipment and most Office Managers are ignorant of their uses. Many Office Managers do not possess communication technology skills required in various offices and have continued to negatively affect their general performances. Cameron (2010) maintains that any office staff of today that is lacking in Information Communication Technology would be boring, repetitive and would produce very little. Purpose Of The Study The main purpose of the study is to evaluate the changing function of an office manager in modern organisation. Specifically, the study also sort; 1. To identify the traditional functions of an office manager in the modern organization. 2. To find out if the office managers are contented with the work they do. 3 3. To evaluate how modern office equipment has affected the functions of office managers in an organization 4. To suggest strategies for enhancing the productivity of the office managers with the changing office work environment in the organization. Significance of the Study This study is expected to help portray the functional value of the office managers in the modern office. It will also put into proper perspective of the duties and responsibilities of the office manager. Modern organizations are highly automated this day, especially in managerial and allied functions, therefore employers of labour should be made to see the importance or the proper placement of the employees. Research Questions In the process of identifying the changing functions of the office manager in the modern organization, the following research questions were addressed; 1. What are the traditional functions of an office manager in the modern organization? 2. Are the office managers contented with the work they do? 3. How does modern office equipment affect the functions of office managers in an organization? 4. what are the strategies for enhancing the productivity of the office manager with the changing office work environment in the organization? Research Hypotheses HO1: There is no significant change in traditional job functions of an office manager in the modern organization. HO2: The office managers are not contented with the work they do. HO3: Modern office equipment has no significant effect on the functions of office managers in an organization. HO4: The strategies for enhancing the productivity of the office manager has no significant relationship with changing work environment in the organization. Delimitation or Scope of The Study The study will be restricted to the office managers and the office managerial staff of the following organizations within Rivers State. 1. Port-Harcourt Refinery Company 2. PABOD Breweries Plc 4 2.0 REVIEW OF RELATED LITERATURE This chapter will present conceptual framework, theoretical and empirical literature review and finally indicate any research gap under the following headings and sub-headings: An Office Manager Oni (2009) quoted the definition of an office manager as an assistant to an executive, possessing mastery of office skills and ability toassume responsibility without direct supervision, who displays initiative, exercises judgment and makes decision within the scope of her authorities. According to Boladele (2002) expressed that, an office manager is a warm, endlessly helpful and understanding individual whose sole aim is to alleviate, solve, prevent or soften problem workload and upsets. Many typists or shorthand typists training in commercial schools with poor training facilities usually graduate and pose as qualified office managers. Some employers do not know the difference between such group of office managers and those who have been through institutions of higher learning. As a result of this ignorance, some employers lend to settle for those commercial school leavers thinking they are equal to the present category of office managers. Another reason why employers go for the lower grade of office managers is that they find them cheaper to employ. This is why people think that office managerial job is for drop¬out. But the differences between these categories of office managers are enormous. Office managers trained in institutions of higher learning are proved to be able to work without much direction than those trained other wide. The office manager who is at the center of information has the duty of providing comprehensive, accurate and up-to-date information promptly to enable them take quality management decision. Ohukue (2001) said this about office managers. Subsequently, some employers are beginning to see the difference between the office manager who has gone through proper officemanagerial training and the lower class manager who has only been through commercial school. Projected employment varies by occupational specialty (Occupational outlook handbook 2010-11 edition). Akpomi and Ordu (2009) also said, in modem office technology the role of the office manager is crucial in the life or progress of an organization hence, needs some technological and human backing from the workplace. Even with advanced technology in office today, there can be found no substitute for the office manager. Office manager will still very much involved in the installation of these equipment and they are still responsible for the operations. 5 The Functions of an Office Manager A thorough review of the duties and roles perform by office managers requires a classification or categorization of these functions. This classification allows a better understanding of the job the office managers perform. For the purpose of this discussion, a number of classifications of function shall be reviewed below. Administrative Functions of Office Manager An administrative function of an office manager involves organizing and controlling the organizational activities in order to achieve the objectives of the organization. It also includes supervision of junior staff and ensuring that schedules of work are being accomplished, directives and assigned tasks completed within the time span, and ensuring that all the materials needed for performing any particular job are available at the right time. Ekwue (2009) advanced that an office manager must perform a variety of secretarial and office management duties, composes, types and files letters and inter-office memos, receives calls and interviews persons calling in office and makes referrals, prepares departmental records and disciplinary notices. Performing any or all of the mentioned duties depicts that an office manager is involved in an administrative function. Odiaua (2010) on his part included some duties like maintaining files and personal records, reviews, organizes and maintains files, monitors attendance including sick leave, annual leave and vacation leave, compiles and records data for computer files, develops and implements new departmental forms, recommends and implements changes in correspondence sent to public. All these as identified by Odiaua, save time for the executive/boss and make job easier. For office manager to effectively perform these duties, he must be conversant with the policy of the organization. Personnel Functions of an Office Manager The personnel roles of an office manager include membership of interview panels for junior staff and assigning job schedules to staff. It also involves receiving, sorting and distributing mails within the organization, composing replies to correspondences on behalf of the executive, identifying and solving routine and non-routine problems by applying professional skills and techniques in order to develop the variety of ideas and modify situations (Shuaibu, 2009). Office manager relieves his employer the task of determining the organizational staff strength due to the fact that he controls skills inventory, he does manpower forecasting (junior staff) and arrange for the staff selection and assign job schedules. Bashar (2007) stated that skill inventory by an office manager are the assessment of personnel currently within the 6 organization by using skill inventory data card. This determines the staff strengths or otherwise of the organization. On the other hand, he states that manpower forecasting by an office manager is concerned with the determination of manpower needs of the organization. The office manager through this process, estimates the number and types of junior staff currently on the payroll who will be available in the future (that is taking note of retirement, possible death and other opportunities in the environment); and determining the number of staff that would be recruited externally. A mail service in form of incoming and outgoing mails is another important personnel role of an office manager. Ikelegbe and Miller (2011) opined that office manager must be conversant with the rules of incoming mails/correspondences, rules/procedures for outgoing mails and ability to compose replies on behalf of their executives on any matter. This office function saves the executive/boss time and lifts the goodwill of the organization. Office manager must be skillful in written communications, as he will often be called upon to draft and edit correspondence on behalf of the organization to outside groups as well as internal members. The office manager must therefore be fluent in the organizations jargons, and be familiar with organizations communications style requirements. Records Keeping Functions Another fundamental function of an office manager is records keeping. Records of staff, assets, impress et cetera must be properly kept for future references or until when they are needed. Aminu (2009) maintained that office manager is responsible for establishing and maintaining his organizational records and documents including meeting minutes, reports and other important documents. Where necessary, he must create appropriate and logical filing systems to ensure that organization’s needs are easily accessible by the relevant staff and/or members. Proper filing of documents constitutes other record keeping roles of an office manager. A popular adage states that “we file to find and not to file away” should always be the genesis of an office manager. Amavu (2009) stated that the position of an office manager is key to an organization’s success. The role of filing document requires commitment, abilities and enthusiasm. The office manager has the primary responsibility of maintaining good filing system capable of providing an accurate data/information needed at any point in time. In present day office works, records could be maintained manually, that is in a file folder and stored in file cabinets, or computerized system, where records of the organizations are stored in computers and flash drives. Office managers in mod--ern offices even maintain web sites for the organization. Moreover, an office manager maintains organizational history and 7 procedures. Frank (2009) stated that office manager serve as the central repository of information for his respective organization, given their exposure to and attendance at, most if not all of the meetings held. The office manager must therefore be knowledgeable in his organization’s history, by-laws, leadership and other policies and procedures. He may also maintain an up dated list of all staff and members, their contact information and other data relevant to the organization’s mission. Office managers opportune to serve in multi-national companies, apart from all the record roles mentioned above, are also responsible for keeping all official records. Harding (2005) stated that office managers keep the following official records: indemnities, service contracts debenture holders, registers of directors, register of members and records of resolution. He maintains that office managers must adopt effective records and administration which includes keeping up-to-date contact details that is names, addresses and telephone numbers for management committee, filing minutes and reports, compiling lists of names and addresses that are useful to the organization, including those of appropriate officials or officers of voluntary organizations, keeping record of the organizations activities and keeping a diary of future activities. With regards to taking and keeping minutes of meeting, Bacchino (2003) stated that office manager should document actions that determine the fulfillment of legal duties, records proceedings of a meeting including how decisions are made, the resulting actions and persons responsible for it, clarify clearly what actually happened at a meeting and records all resolutions adopted. As a result of modernization in office routine, office manager is expected to develop a meeting “minute template”. May (2007) described meeting “minute template” as a sort of a standardized minute content used in retrieving information and helping to reduce error. He maintained that it has three sections as follows: i. Logistics: includes date, time, list of those present and absent, name of the meeting chair and recorder of the minutes; ii. Minutes: a place where the actual minutes are noted. iii. Actions: completed as the minutes are written and includes a list of the actions committed to during the meeting with columns for actions to be taken, persons responsible, time lines and dates completed. Every organization needs an office manager who is committed, determined and courageous due to the fact that record keeping is a tedious work. The office manager must have a good writing, note-taking, summarizing and public speaking skills as well as some knowledge of procedures. Kauchal (2006) maintained that office managers are responsible for ensuring the following record keeping tasks: 8 a. Keeping an accurate set of minutes of each meeting in the records of the organization. b. Keeping an up-to-date membership list. c. Keeping a list of all committees and members. d. Handling the organization’s correspondence, distributing minutes to members and notifying them of coming meeting. e. Keeping necessary files for the organization’s archives Changing Function of Office Manager The office manager is an important functioning in any organization. Her contributions to the carrying out of clerical duties such as preparations and presentation of correspondence are fundamental to business success. By doing so, she aids the execution with whom she works in handling confidentialmatters thus, substantial assisting the accomplishment of organizational goals. As for the changing function of an office manager, this support can be technological. In offices of past, managers dictated memos and letters and the office managers typed them. Most recently business have developed word processing centers, and relied on personal computers and even electronic mail in an effect to lessen the need for office manager support and make the employees very productive. Osuala (2004) said so. Edwin. (2008) said, it is now easier to send message by text, electronic mails, fax and telephones. Office managers now have many technologically advance office gadgets to ease their jobs and to improvedaccess to goods and services (Akpom. 2003: Anyakoha, 2002. Wofersohn 2001, Buseni (2003) asserted that the quality of an office manager is a function of reliable and reporting framework. Office manager ensure that files and document, which are a major part of the departments information assets, are kept up-to-date and instantly accessible when, for instance, the executive requests say, a copy of a last year’s sales figures or stock levels. She also alerts the executive the problem or clashes amongst departmental staffs. The Vital Roles Played by Office Manager in Human Relation The function of the manager to a large extent based on human relations, performing this function requires special personal qualities, for example, fact and diplomacy, sympathy, tolerance, genuine liking of people and desire to help them. She plays the role of both l i n k and barrier between the boss and those outside the office. It is the office manager's job to appraise people, situations and assess when be a barrier and when be a link. She does this even when it is little difficult to do so but without giving offence and on one is made to feel brushed off. She make functional arrangement and act as host if required. Undertakes research project for executive, initiate and update visual and 9 written records, deals with complaints of client, obtain information for draft and edits speeches for her boss. When required, deals with matters related to buildings and accommodations in consultation w i t h the executive, makes recommendation on policy matters as appropriate. Summon meetings, gives out notices and agenda and takes notes at meeting, prepares final copies and preserve records of minutes, recruit, train and efficiently use an assistant. The office manager in her duties, serve as a point of interaction in an organization, her duties involves dealing with people, informing, instructing, requesting, persuading, explaining and reminding- For these duties to be performed. Anderson (2006) said that on one however, in this world has a great need for skill in human relations than the office manager. Eni (2001) also said, "The office manager is often the organization's first contact with prospective customers. Her effectiveness or otherwise can either give the customers a good impression to call again or never to call again in that company. Following the definition of Stan well and Shaw (2007) viewing an office manager as "any staff who is concerned with the preparation, preservation, and transmission of all types of communication as well as the conventional office managerial duties of confidential nature at various levels". One will agree with Anderson and Eni that the office manager is solely charged with the responsibility of communication to ensure implementation of decisions and in doing this, she must interact with others. She does act as the ambassador of the organization: she works for and should maintain good relations in her information processing functions. It is through this, the organizational objectives can be achieved. Hana, Popham and Tilton (2003) viewed office manager's role in the office as that of a public and human relations expert. The office manager within her capacity is to represent employer attractively to the public and generate good human relations in working with all employees in the organization. To them, the office manager while keeping the office in time through an accurate. highly efficient, creativity in handling the job. should also identify with daily business associates and apply the best principles of human relations at each level. They also observed that the office manager takes up the responsibility of receiving and screening all visitors that want to see the executive. The fact that office manager has a big role to play in human relations cannot be over emphasized, since she deals with people, it is obvious that human relations should be her watchword. Her success depends on it and the success of the entire organization depends on her and under this function. Theoretical Framework 10 Typology Theory of Vocational Behaviour The theoretical framework of this study is built on Holland (2009) typology theory of vocational behaviour. This theory focuses on occupational environments which are believed to exist. Holland (2009), the author of this theory classifies the environments into realistic, intellectual, social, conventional, enterprising and artistic environments. He believes that the way in which each individual adjusts to these working environments and how he develops skills relevant to each environment determines how well he will fit into each of the work environments. The above theory has to do with this study in the sense that employees in public establishments are not expected to be stagnant if they must be relevant in the organization. They should be able to readjust themselves to innovations or modern technologies which leads to increased productivity and the attainment of organizational goals (Ezeji, 2001). Human behaviour theory concentrates on interpersonal relationship that exists between management and the workers. The relationship will aid management in realizing the organization goals. Taking a close look at these, it will be seen that the focus is generally on productivity and efficiency. The theory is related to this study because when there is an effective human relations (cordial relationship) between the employees and the management there will be increase in productivity and achievement of the organizational goals. (African Business School, 2009). Scientific management theory was propounded by Fredrick Wilson Taylor. He was concerned during the late 1800s and early 1900s with emphasis that organizations placed on production. Taylor believed that any major problem confronting an industrial organization could be resolved if management would determine the expected level of output of employees and then communicate to these expectations to the employees. Scientific management, as conceived by Taylor, was designed to increase output of the employees and to improve the operating efficiency of the management. Taylor believed that workers have to overcome the fear of being replaced by machine or by an automated process. Taylor, therefore, advocated complete education of employees which help then to be more effective and efficient which leads to increased output and the achievement of organizational goals. This theory is related to this study because its focus is on how employees can be effective and efficient which leads to increased productivity and the attainment of organizational goals. Wandell French model (2008) views personnel functions as an operational process and a facilitating system within the organization. The model brings to light the interdependence of the various human resource management processes in organizations, with human resource management being presented as “diagnosis of planning and coordinating and controlling of a network of organization – wide process and facilitating systems pertaining 11 to leadership, staffing, training and development, compensation and reward and organizational development”. It has been emphasized that organizations cannot afford to stand still. They must be ready for change and so must the people who comprise them. In some ways it is difficult to separate the idea of staff retraining from that of organization development. Both are strategies for achieving change in order to maximize potential, and neither can one exist effectively without the other (Ofordile, 2007). Related Empirical Studies This section deals with some related empirical studies done on the changing functions of the office manager in modern organisation Alita and Hawa (2014) conducted a study on modern office technology and the performance of the professional secretary in contemporary organisations in the Upper West Region of Ghana. The purpose of the study is centered on the type and availability of modern office gadgets and their usage in relation to their impact on productivity. The population for the study is 60 secretaries. This covered 45 public offices and 15 private business offices. These were randomly selected from the Wa Municipality in the Upper West Region of Ghana. The study employs a descriptive and non parametric tool in the study. The non parametric technique used was correlation analysis. The descriptive tools used were tables, means and standard deviations. The findings of the study revealed that knowledge on use of office equipment contributed positively to productivity. This is reinforced by the percentages, mean and standard deviations. It was also established that office gadgets availability had no relationship with its knowledge. The percentages, means and standard deviations also reinforce this claim. The study thus recommends that training programmes on the use of modern office equipment for secretaries should be embarked upon. The availability and use of modern office equipment will inevitably affect the activities and output of the secretary in offices and business organizations. The availability of office equipment and knowledge in the use of office equipment is investigated with regard to their effect on output in the office. The correlation coefficients, mean, standard deviations and percentages revealed that some office equipment contributed positively to output at varying degrees. The study established the wide usage of computers, printers and pen drives. Meanwhile intercom, video techniques and projectors recorded lower percentages. Also there existed positive and significant correlations between equipment availability and knowledge on one hand and knowledge of use and productivity on the other. The study thus recommends that training in the use of office equipment be intensified to increase the knowledge level of secretaries and subsequently their output. In the same vein, Akpomi and Ordu (2009), carried out a study on the impart of modern office technology on secretaries’ productivity in private 12 business organisation in all modern offices in Port Harcourt. The main concern of the study was to determine the impact of modern office technology and the secretary’s productivity in private business organisations in Port Harcourt. The design of the study was descriptive survey research design. A simple random sampling technique was employed to select 40 secretaries from 40 selected private business organisations in Port Harcourt. Three instruments were used for the study. The instruments were face validated by experts in office management and business education and had test retest reliability index of 0.73, 0.84, and 0.89 respectively. Mean and Chisquare were the statistical tools used for analysis. The findings of the study revealed the availability of modern office technological gadgets in private business organisations and that their uses by secretaries’ cause increase in productivity. The present study is related to the former study in that the present study is also on modern office equipment. The difference between the two studies is that the former studied was only on modern office equipment and the secretary’s productivity in modern offices in Port Harcourt while the present study is on ICT-based office skills for effective administration of local governments. 3.0 RESEARCH METHODOLOGY This section discusses the techniques and tools of data collection, and explains the population. It also explains the design and method for administering the instrument of data collection and the statistical tools that will be used in analyzing the research data and testing of the research hypothesis as well as decision criterion for the validation of the research hypotheses. The research work is undertaken to study the changing functions of an office manager in modern organisation Design of the Study This study is a survey research in which a questionnaire was used to collect data in order to ascertain the changing functions of an office manager in modern organisation. The survey design is generally conceived to be a design in which a group of people or items are studied by collecting and analyzing data from only a few people or items considered to be representative of the entire group. Sources of Data In order to get reliable data, the study used both primary and secondary data sources of information. Primary Sources of Data The primary data refers to the information collected afresh and for the first time, and thus happen to be original in character. They are named primary because they are untouched and have not been manipulated by any other person. Such data was provided by using a well-structured questionnaire. 13 Secondary Sources of Data These data was obtained from literature sources or data collected by other people for some other purpose. The data provide second hand information and include both raw data and published ones. Some of the secondary data used include, newspapers, journals and textbooks. Population of Study Harper (2001) viewed population as the group of people or items from which information can be obtained. The population of this study is restricted to 100 staff (office manager) Port-Harcourt Refinery Company and PABOD Breweries Plc. Sampling Technique The researcher adopted the simple random sampling technique. The sampling technique was adopted to give equal opportunity to be selected to all respondents within the population of the study. Sample Size Sample size can be defined as a small representative portion of a population that is eventually studied and the result obtained is used in making generalization about the entire population. The sample size for the study was sixty (60). Instrument For Data Collection The major instrument for data collection was the questionnaire. The questionnaire was divided into two (2) sections, section A and B respectively. Section A was concerned with personal data of the respondents while section B contains the research question for the study changing functions of office manager in modern organisation. Data were also collected from available company documents such as: Letters and memos, Circulars and directives, Company’s handbook of policies, procedures the company’s website and available and relevant organization document. The table below illustrates the distribution and retrieval of questionnaire Table 3.1: Questionnaire Distribution And Retrieval S/NO Organization No. Distributed No. Retrieved 1. Port-Harcourt Refinery 50 30 Company 2. PABOD breweries plc 50 30 Total 100 60 14 Validation of the Instrument The instrument for data collection in the study was well structured questionnaire prepared by the researcher and presented to experts in office technology and management department for critiquing andapproved by the project supervisor as being valid for eliciting the relevant information. Reliability of the Instrument An alternate form method was adopted to assess the reliability of the instrument. By this method, twenty (20) copies of the questionnaires were administered to a population outside the area of study. The scores of test were correlated to determine its reliability. The result yielded a correlation coefficient of not less than 0.50 which showed that the response was consistent and instrument was therefore considered reliable and adopted for the study. Method of Data Analysis The researcher used the mean statistic to analyze the data on 5 points likerts’ scale in the questionnaire, the decision rule for the acceptance of the responses was 2.5 and chi-square statistical tools was used in testing the hypotheses. The mean values were got using: x= ∑x N Where: X = mean ∑ = summation X = score of each figure in the sample or distribution N = number of items in the distribution The criterion Mean of 2.5 was got as follows: SA= 4, A=3, D=2 and SD= 1 Thus, weighted mean = 4+3+2+1 = 2.5 4 While Chi – square is given as: X² = Σ (o – e)² e Where X² = Chi – square o = Observed frequency e = Expected frequency Σ = Summation of the frequency. This text is based strictly on the primary data gotten from the use of questionnaire. Decision Rule: Reject Null Hypothesis if calculated value of (X²) is greater 15 than the critical value and accept Null Hypothesis if calculated value of (X²) is less than the critical value. The Degree of Freedom = (n - 1)(k - 1) Where Df = Degree of freedom n = Number of Rows k = Number of Column. 4.0 DATA PRESENTATION AND ANALYSIS Research Question One What are the traditional functions of an office manager in the modern organization? Table 1: Respondents mean ratings on the traditional functions of an office manager in the modern organization s/no 1. 2. 3. 4. ITEM An office manager involves organizing and controlling the organizational activities in order to achieve the objectives of the organization. The office manager performs duties like maintaining files and personal records and reviews. Monitors attendance including sick leave, annual leave and vacation leave, compiles and records data for computer file. Implements new departmental forms, recommends and implements changes in correspondence sent to public. SA (5) A (4) U (3) D (2) SD (1) 20 10 10 10 10 3.33 1.49 15 15 15 10 5 3.42 1.29 30 15 5 5 5 4.00 1.29 40 10 5 5 - 4.42 0.95 X SD Source: Survey Data, 2020. The table above shows that, in the first item 20 of the total respondents strongly agreed, 10 agreed, 10 undecided, 10 disagree and 10 strongly disagreed. The mean rating item is 3.33 and standard deviation 1.49. It was remarked Accepted by the researcher. The second items on the table shows that 15 strongly agreed, 15 agreed, 15 undecided, 10 disagree and 5 strong disagree, leading the various mean and standard deviation to 3.42 and 1.26 respectively. The third items on the table shows that 30 strongly agreed, 15 agreed, 5 undecided, 5 disagree and 5 strong disagree, leading the various mean and standard deviation to 4.00 and 1.29 respectively. The last items on the table shows that 40 strongly agreed, 10 agreed, 5 undecided, and 5 disagree, leading the various mean and standard deviation to 4.42 and 0.95 respectively. 16 Research Question Two Are the office managers contented with the work they do? Table 2: The respondents mean ratings on if office managers contented with the work they do. s/no ITEM 5. Office managers find satisfaction in their job role. Modern office manager are knowledgeable in managerial matters. The office manager also alerts the executives the problem or clashes amongst departmental staffs. Office managers needs to be committed, determined and courageous due to the fact that records keeping is a tedious work. 6. 7. 8. SA (5) 30 A (4) 10 U (3) 10 D (2) 5 SD (1) 5 Mean 3.92 SD 1.32 10 30 15 5 - 3.75 0.83 20 15 10 10 5 3.58 1.32 15 20 10 10 5 3.50 1.26 Source: Survey Data, 2020. The table above shows that, in the first item 30 of the total respondents strongly agreed, 10 agreed, 10 undecided, 5 disagree and 5 strongly disagreed. The mean rating item is 3.92 and standard deviation 1.32. It was remarked Accepted by the researcher. The table above shows that, in the second item 10 of the total respondents strongly agreed, 30 agreed, 15 undecided, and 5 disagree. The mean rating item is 3.75 and standard deviation 0.83. It was remarked Accepted by the researcher. The third item shows that 20 of the total respondents strongly agreed, 15 agreed, 10 undecided, 10 disagree and 5 strongly disagreed. The mean rating item is 3.58 and standard deviation 1.32. It was remarked Accepted by the researcher. The table above shows that, in the last item 15 of the total respondents strongly agreed, 20 agreed, 10 undecided, 10 disagree and 5 strongly disagreed. The mean rating item is 3.50 and standard deviation 1.26. It was remarked Accepted by the researcher. 17 Research Question Three To what extent does modern office equipment affect the functions of office managers in an organization? Table 3: The respondents mean ratings on the extent to which modern office equipment affect the functions of office managers in an organisation. s/no ITEM SA (5) A (4) 9. Most of the traditional and routine tasks are performed by automated office equipment. Automation creates routine and assign roles for the office manager. Automation contributed immensely and positively to the complete information processing revolution. Enhanced designed of technological systems enhance the duties of the office manager. 15 10. 11. 12. D (2) SD (1) X SD 20 U (3 ) 10 5 10 3.42 1.38 40 10 10 - - 4.50 0.76 30 15 10 5 - 4.17 0.99 23 17 10 10 - 3.88 1.10 Source: Survey Data, 2020. From the above table, the first item shows that, 15 of the total respondents strongly agreed, 20 agreed, 10 undecided, 5 disagree and 10 strongly disagreed. The mean rating item is 3.42 and standard deviation 1.38. It was remarked Accepted by the researcher. The table above shows that, in the second item 40 of the total respondents strongly agreed, 10 agreed, and 10 undecided. The mean rating item is 4.50 and standard deviation 0.76. It was remarked Accepted by the researcher. The table above shows that, in the third item 30 of the total respondents strongly agreed, 15 agreed, 10 undecided, and 5 disagree. The mean rating item is 4.17 and standard deviation 0.99. It was remarked Accepted by the researcher. The table above shows that, in the last item 23 of the total respondents strongly agreed, 17 agreed, 10 undecided, and 10 disagree. The mean rating item is 3.88 and standard deviation 1.10. It was remarked Accepted by the researcher. 18 Research Question Four What are the strategies for enhancing the productivity of the office manager with the changing office work environment in the organization? Table 4: The respondents mean ratings on the strategies for enhancing the productivity of the office manager with the changing office work environment in the organization. s/no ITEM 13. Increase skills and innovation for improved productivity of the office manager. Increase job satisfaction through job enrichment and motivation, impact positively on office managers’ performance. Increase knowledge on occupational safety and risk management procedures in the workplace Enhance staff opportunity for promotion 14. 15. 16. SA (5) 30 A (4) 17 U (3) 5 D (2) 5 SD (1) 3 Mean 4.1 SD 1.16 25 20 10 5 - 4.08 0.95 30 10 10 5 5 3.92 1.32 20 20 15 5 - 3.92 0.95 Source: Survey Data, 2020. The table above shows that, in the first item 30 of the total respondents strongly agreed, 17 agreed, 5 undecided, 5 disagree and 3 strongly disagreed. The mean rating item is 4.1 and standard deviation 1.16. It was remarked Accepted by the researcher. The second item shows that 25 of the total respondents strongly agreed, 20 agreed, 10 undecided, and 5 disagree. The mean rating item is 4.08 and standard deviation 0.95. It was remarked Accepted by the researcher. The third item shows that 30 of the total respondents strongly agreed, 10 agreed, 10 undecided, 5 disagree and 5 strongly disagree. The mean rating item is 3.92 and standard deviation 1.32. It was remarked Accepted by the researcher. The last item in the above table shows that 20 of the total respondents strongly agreed, 20 agreed, 15 undecided, and 5 disagree. The mean rating item is 3.92 and standard deviation 0.95. It was remarked Accepted by the researcher. Hypothesis Hypothesis 1: Male and female managers do not differ in their mean rating on if there is no significant in traditional job functions of an office manager in the modern organization. Table 6: Z-test of the difference between the mean ratings of Male and female managers do not differ in their mean rating on if there is no significant in traditional job functions of an office manager in the modern organisation. 19 (N=60) Level Male N 30 X 3.06 SD 1.74 Female 30 3.8 1.94 A Df Z-Cal Z-CRIT Decision 0.05 58 2.4 2.0 NS The above presentation on table shows that calculated Z-value of 2.4 is less than the critical z-value of 2.0 at 0.05 levels of significance and 58 degree of freedom. This means that Male and female managers do not differ in their mean ratings on the extent to which there is no significant in traditional job functions of an office manager in the modern organisation. Hypotheses 2: Male and female managers do not differ in their mean rating on office managers are not contented with the work they do. Table 7: Z-test of the difference between the mean rating of Male and female managers do not differ in their mean rating on office managers are not contented with the work they do. (N=60) Position held Male N 25 X 3.03 SD 1.74 Female 35 3.7 1.92 A Df Z-Cal Z-CRIT Decision 0.05 58 2.2 2.0 NS The above table shows that, calculated z-value of 2.2 is more than the critical z-value of 2.0 at 0.05 level of significance and 58 degree. This means that Male and female staffs opinion differ significantly in there mean rating on office managers are not contented with the work they do. Therefore the null hypotheses are not rejected. Hypotheses 3: Male and female managers do not differ in their mean rating on the extent to which modern office equipment has no significant effect on the functions of office managers in an organisation. Table 8: Z-test of the difference between the mean ratings of Male and female managers do not differ in their mean rating on extent to which modern office equipment has no significant effect on the functions of office managers in an organisation. Level (N=60) Male N 35 X 3.7 SD 1.094 Female 25 2.94 0.65 A Df Z-Cal Z-CRIT Decision 0.05 58 0.57 2.0 NS The above table shows that, the calculated z-value of 0.57 is more than the critical z-value of 2.0 at 0.05 level of significance and 78 degree of freedom. This means that Male and female managers opinion do not differ significantly in their mean rating on extent to which modern office equipment has no significant effect on the functions of office managers in an 20 organisation. Therefore the null hypotheses are not rejected. Hypotheses 4: Male and female managers do not differ in their mean rating on the strategies for enhancing the productivity of the office manager has no significant relationship with changing work environment in the organisation. Table 9: Z-test of the difference between the mean ratings of Male and female managers do not differ in their mean rating on the strategies for enhancing the productivity of the office manager has no significant relationship with changing work environment in the organization. (N=60) Position held Male N 25 X 3.03 SD 1.74 Female 35 3.7 1.92 A Df Z-Cal Z-CRIT Decision 0.05 58 2.2 2.0 NS The above table shows that, the calculated z-value of 2.2 is less than the critical z-value of 2.0 at 0.05 level of significance and 78 degree of freedom. This means that Male and female managers opinion differ significantly in their mean rating on the extent to which the strategies for enhancing the productivity of the office manager has no significant relationship with changing work environment in the organisation. 5.0 DISCUSSION, CONCLUSION AND RECOMMENDATIONS Introduction The aim of the study is to examine the changing function of an office manager in modern organisation. This chapter is concerned about the synopsis of findings of the study through summary of findings, conclusion, recommendations as well as suggestions for further studies. The results of the study showed that office managers have a role to play in modern business organisation, the availability of modern office technology undoubtedly affects the efficiency and effectiveness of the secretary in every business organization. Respondents suggest that modern technology in the office facilitates seamless transmission of information and significantly reduces time spent on performing key office manager’s responsibilities such as editing, proofreading, and reproduction of documents. The results further established that if the office manager is knowledgeable in the operation of modern office technology it guarantees their optimum usage which inevitably affects the office managers’ activities and output. The performance of the office manager is enhanced since office technology ensures that timelines are met and errors minimized, if not completely eliminated, as far as document processing and records 21 management are concerned. Conclusion Based on the findings of the study, it is concluded that many modern business organizations have computers and other modern office technological gadgets. Some however do not have and this affected the productivity of office manager in such business organizations. The skills of the office manager in the use of technological gadgets are basically portrayed in virtually all aspects of the working environment in a modern business office. The study revealed further that modern office technology/equipment contributes to the rise in productivity levels of the modern organizations. It is not farfetched to infer from the foregoing that office technology provides the office manager with additional opportunity for automatic fine- tuning of concrete documents or transmission of information devoid of ambiguities. Where the technology is effective, it may result in saving the secretary from fatigue that may arise from excessive exertion of physical and mental effort associated with performing secretarial duties manually. Recommendations Based on the results and findings of the study, the following recommendations were made: 1. Organizations should procure adequate modern office technology/equipment to enhance the productivity of their office managers’. 2. Organizations should involve the office managers’ in deciding the kind of technological device they wish to procure since the latter are going to use them. 3. Office managers who lack adequate knowledge and skill in the usage of modern office technology/equipment should be retrained to fit into the current trend of technological advancement for effective performance. 4. Office managers should undergo regular training on the usage of new technological gadgets in order to enhance their skill and keep them abreast with the technological dynamism in the 21st century. 5. Business organizations should procure as many modern office technological gadgets as are available in the market to enable office manager increase their productivity. 22 REFERENCES Adedoyin & Appah (2012), Management Information System: Organisation and Technology in the Network Enterprises (4th Edition), USA: Prentice Hall International. 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