How efficient is your organization structure?

How effective is your enterprise? Other than employing more and more qualified people, and rotate them through the various departments, to experiment with their presumed talents and abilities, has your enterprise indeed set up properly defined goals, objectives and translated them into attainable component duties, roles and delegated functions among departments and staff.

Can your enterprise honestly and professionally truly claim to have reached the apex of efficiency and productivity - through empowering people who are your resources?

(1) Setting of tasks in processes which motivate staff to perform diverse roles to achieve them with minimum instructions or regulations.

(2) Empower the staff to apply their respective knowledge or skills?

(3) The enteprise is run effectively with a simple short-rein 3-level supervision to support efficiency and prevent idling or wastages ?

If the top has to keep giving instructions and directives do you consider this is symptom of an effective organization?

Think about all the above-mentioned issues and problems as an organization which is unable to answer all such issues and problems forthright with honest empowering solutions will be deprived of teamwork, efficiency and productivity even if it is very proud in proclaimings its own public-relation images with look-good presentation.


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Qn: Are you attaining efficiency and competitiveness ?

Restructure goals, objectives roles and duties and translate them to doable and attainable empowering process management for motivational management.

Without empowering motivational work processes your enterprise will be unable to empower staff to carry out respective duties and responsibility.

What you want is results performed with accountable good corporate governance.

Go and upgrade your enterprise's implementation processes which will empower staff with minimal instructions.

Try for a change by processing tasks in simple administrative steps which are easily structured on 3-level management processes:-

Level (1) CALL CENTRE (Management Report)
Level (2) Department Reports or Forms. (Supervision/Feedbacks)
Level (3) Work Forms(Knowledge application)

Try to establish tasks to be performed in processes offering in-built coordination and knowledge applications through the Management Report (MR) in documentation thus:-

(1) Serial No. (2) Date (3) Code [Dept] (4) In - input (5) Out - Output.

Each task will now be input" through normal office forms to "output" work forms. There is no additional workload created.

All the task processes should come under the supervision of Call-Centre OSP Process File List.

Through call centre providing a source of information for status review, coordination and knowledge application, an enterprise is able to oversee performance and obtain hands-on results.

All tasks and related activities are followed through by staff in integrated processes planned within the "output" steps to reach completion and results.

What to monitor in a Call Centre ?

Now after setting up the call centre as elaborated in the foregoing and www.ospforohsopolite.blogspot.com, how do you oversee the company performance and take corrective actions to reach goals or results?

Under intuitive or ad hoc system, an enterprise would depend on staff to give their own reports on performance.

The company can now depend on management (variances) reports from the call-centre to provide truthful and objective reporting with greater accountability and transparency.

You will recall that call centre processes tasks in "input no. and output no. (following OSP file-list) on individual task generating feedbacks at the same time with coordination and knowledge application.

ADMINISTRATION

In administration, tasks are now performed to attain in-built quality-time-cost competitiveness set within administrative forms e.g. quotations form, purchase order etc to attain results confirmed by "Input No." through the call centre MR.

MONITORING TASKS FROM CALL CENTRE:

Thus from the call centre processing of tasks an enterprise is now monitoring overall company performance as follows:-

In operations, performances are no longer subjective depending on supervisors' ad hoc or personal biases but supported by objective quality-time-cost standards and quantified as variances of "1" on simple core activities to attain organizational efficiency and results.

Both administration and operations are processed in hands-on controls to avoid wastages, inefficiencies and malpractices arising from better organizational coordination and quality-time-cost requirements as stated in the foregoing.

Department Reports (DR) generate quantified feedbacks on core activities as follows:-

(1) 1st Column : set Core Activity 1 - assigned Parameters (a) xxx (b) yyy (c) etc
(2) 2nd Column : set Core Activity 2 - assigned Parameters (a) xxx (b) yyy (c) etc

The Call Centre (MR) keeps tab on overall administrative and operation tasks based on variances or "1" for "not attained", "2", attained and "3" as excellent.

The entire business on simple three-levels: (Level 1=MR) (Level 2 = DR) and (Level 3 = WF) hierachy based on logical work processes through the call centre. With fine tuning and adjustments, your enterprise will attain quality-time-cost excellence and economic competitiveness in no time.