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Consider the type of work that is being done by administrative staff. It may be well managed by project management tools if the work is:
large or long assignments
defined only at a high level
proactive
lacking in review points
rarely interrupted by more urgent work
In practice, this is not typical. Most administrative staff must balance reactive assignments with proactive work, just like everyone else. If there are multiple people assigning work, then it becomes increasingly difficult to prioritize and self-manage.
The principles of One Task List can be directly applied to the work of administrative staff that would typically not be managed as part of a project portfolio or support operation. The key learnings are:
Manage the work with tickets. It may even make sense for the team or manager to have their own queue for ad-hoc administrative work.
Help by acknowledging, reviewing, and prioritizing work on a regular basis.
Examine the reach and responsibility of administrative staff, especially after adopting tickets for a period of time. It may reveal opportunities to optimize roles and/or work flow.
