Comparison between OSP and other management systems.
A brief comparison of OSP with some common management approaches is given below:-
(1) BY TOPICS/SUBJECTS
(Source: American Management Association)
Administrative Professionals
Communication
Customer Service
Finance and Accounting
Finance for Managers
Human Resources
Leadership
Managerial Skills
Manufacturing/
Operations Management
Personal Development
Planning
Project Management
Purchasing
Quality
Sales and Marketing
Supervision
Team Building
Time Management
COMMENTS:-
The above-mentioned combination of management topics are taught in principles and concepts. Consequently, with such a wide variety of topics how do the universities or colleges concerned expect students to attain efficient managemnet or coordination among interrelated functional tasks e.g. accounts, human resource, marketing, production etc. Although the principles may be helpful they remain concepts in many cases, and staff cannot apply them to actual works in accounts, human rsource, marketing etc.
(2) MANAGEMENT SKILLS (taught in management courses)
A Manager’s Guide to Human Behavior
The Complete Training Course for Managers
Communication Skills for Managers
Corporate Governance: What it Means for Managers
New! Delegating for Business Success
Updated! Fair, Square, and Legal
How to Be an Effective Facilitator
How to Manage Conflict in the Organization
Leadership Skills for Managers
Managing and Achieving Organizational Goals
Managing Conflict (audio)
Performance Appraisals: How to Achieve Top Results
Performance Management
What Managers Do
COMMENTS:
Such concepts as leadership, organizational skills are diverse and lacking in application processes. They tend to cause complexities and uncertainties.
(3) SPECIALIST SKILLS(taught at specialised management courses)
Management Skills for New Managers
Successfully Managing People
One-Day Delegation Bootcamp
What Every Manager Needs to Know
Improving Your Managerial Effectiveness
COMMENTS:-
Again many of the skills are taught in concepts lacking definition in doable work processes. Staff cannot carry out the skills to attain efficiency with coordination and knowledge application.
Specialist skills are only conceptual and not practicable.
(B) BY PROCEDURES - CONTROLS AND PROCESSING
1) OPERATIONS MANAGEMENT OVERVIEW
Organizational Systems and Process
Work Flow Management
Project Management
Quality Assurance
Documentation and Records
IT in Operations and Management
2) FINANCIAL MANAGEMENT OVERVIEW
The Profit and Loss Statement
The Balance Sheet
Financial Ratios and their Applications
Cash Flow and Management of Working Capital
Costing
Budgets
3) MARKETING MANAGEMENT OVERVIEW
Overview of Marketing
Understanding Consumer Behavior
Market Research
Market Segmentation
Product Portfolio
Developing Marketing Strategies
The Marketing Process
The Selling Process
4) HUMAN RESOURCE MANAGEMENT OVERVIEW
Organization Structure
Employment Procedures and Conditions
Deployment and Supervision
Performance Appraisal and Counseling
Training and Development
Organization Development
COMMENTS:-
Organizational structure and staff appraisal system often adopted by the Human Resource practitioners are subjective depending on individuals and situations not easily understood in actual work performances.
Without objectively pre-planning tasks on practical application quality-time-cost criteria organizational reporting, and appraisal system lack the good corporate governance essential for success.
Many ISO and SOP controls and processes are technical flow-charts and not application work processes related to cause-effect efficiency. To that extent, ISO work processes are not efficiency-related work processes.
(C) BY TECHNICAL OR SPECIALIST SKILLS
There is over-reliance on technical management skills to suit different situations as given below:-
Managing Today’s IT and Technical Professionals 2285
Managing a World-Class IT Department 6547
Information Technology for the Non-IT Executive 6580
Enhancement Skills
Fundamentals of Strategic Planning
Innovation and Creativity: How to Improve Performance and Foster Growth
Interviewing Skills for Managers and Supervisors
Managing a Multicultural Team
Women in Business: Strategies for Success
Coaching and Counseling for Outstanding Job Performance
How to Build a More Positive Work Environment
Planning and Managing Organizational Change
Strategies for Effective Problem Solving and Decision Making
Moving from an Operational Manager to a Strategic Thinker
Creating High Performing Teams Using the MBTI® Instrument
Confronting the Tough Stuff: Advanced Management Skills for Supervisors
Mastering Organizational Politics, Influence and Alliances
COMMENTS:
All the above-mentioned concepts and systems and students are unable to apply them to actual works and services.
(Source:-MANAGEMENT CONCEPTS AND APPLICATION,
2ND EDITION, STEPHEN P. ROBBINGS 1988.
PAGE 149, PLANNING}
(a) Planning is a process of determining objectives and the way these objectives can best be achieved.
(b) Planning gives direction, reduces impact of change, minimize waste and redundancy and sets standards to facilitate control.
(c ) Strategic plans cover an extensive time period (usually 3 or more years),
broad issues and include formulation of objectives. Operational plans cover shorter periods of time, focus on specifics and assumed that objectives are already known.
(d) Directional plans are preferred over specific plans when uncertainty is high and when organization is in its formative and decline life-cycle stages.
(e) 5 Contingency factors in planning: (1) Size of organization (2) Manager’s level in organization (3) Life stage of organization (4) Degree of environmental uncertainty (5) Length of future commitment.
(f) A manager should plan just far enough ahead to see through those commitments he or she makes today.
(g) An organization’s stated objectives may not be real.
(h) MBO converts overall organizational objectives into specific objectives for organizational units and individual members in four steps: (1) Goal setting (2) Action planning (3) Self-control (4) Periodic review.
(i) MBO makes motivators out of goals, because with MBO, people what is expected of them.
(j) MBO most likely to succeed when organization’s culture allows as high degree of individual initiatives, lots of direction support risks.
OSP basically divides tasks into ten departments with general department overseeing the rest (9 departments) based on divided smaller attainable tasks defined in quality-time-cost relationship for coordination and knowledge application by all staff at all levels.
(D) BY PLANNING STEPS
(a) Being aware of opportunities: setting realistic objectives depends on this.
(b) Establish objectives: setting objectives for entire enterprise and then for each subordinate unit. Objective indicates the end point of what is to be done, where the emphasis is to be placed and what is to be done, where the primary emphasis and what is to be accomplished by a network of policies, procedures, rules, budgets, programs and strategies.
(c) Premising: To establish obtain agreement to utilize and disseminate critical planning premises. These are forecast data of a factual nature applicable basic policies or existing company plans. Premises are planning assumptions the future setting in which planning takes place. Forecast is important to premising: what kind of market will there be? What quantity of sales? What prices? What products?
PLANNING PREMISES
(a) 3 groups (1) Uncontrollable such as population growth, future price level (2) Semi-controllable – firm’s assumption as to share of market, character of labour turnover and labour efficiency (3) Controllable – expansion into new market, adoption of aggressive research program.
(b) Because the future environment is so complex, it would not be profitable or realistic to make assumptions about every detail of future environments in a plan. Therefore, premises must be as a practical matter limited to those which are critical, strategic to a plan that is which most influence its operation.
(c) Lack of planning coordination through use of manager of different sets of premises can be extremely costly to a company.
Just ponder over the above-stated wide range of management skills, organizational functions and planning precepts. Will a management student be able to cope with such teachings and apply them in actual work environment?
OSP Planning methodology arrange tasks to be performed in four simple steps with each step serving as plans for processing in call-centre. Call centre provides reviews and overviews of overall plans for overseeing on datas and facts from quantified feedbacks.
......................................................................................
(E) BY CREATIVE AND BREAKTHROUGH APPROACH
Apart from management concepts and precepts as mentioned in the foregoing there exists a wide range of teaching on CREATIVE PROBLEM SOLVING approach:-
Practitioners of such techniques are said to be capable of solving problems with natural creativity and put them to work through a simple four-step program like :-
OSP divides tasks logically in 4 steps for hands-on process application and management.
A simple call centre processing allows staff to carry out tasks with monitoring of results at regular weekly and monthly intervals beside daily inspections and corrections of variances.
Contact:robertkhteh@hotmail.com
(1) BY TOPICS/SUBJECTS
(Source: American Management Association)
Administrative Professionals
Communication
Customer Service
Finance and Accounting
Finance for Managers
Human Resources
Leadership
Managerial Skills
Manufacturing/
Operations Management
Personal Development
Planning
Project Management
Purchasing
Quality
Sales and Marketing
Supervision
Team Building
Time Management
COMMENTS:-
The above-mentioned combination of management topics are taught in principles and concepts. Consequently, with such a wide variety of topics how do the universities or colleges concerned expect students to attain efficient managemnet or coordination among interrelated functional tasks e.g. accounts, human resource, marketing, production etc. Although the principles may be helpful they remain concepts in many cases, and staff cannot apply them to actual works in accounts, human rsource, marketing etc.
(2) MANAGEMENT SKILLS (taught in management courses)
A Manager’s Guide to Human Behavior
The Complete Training Course for Managers
Communication Skills for Managers
Corporate Governance: What it Means for Managers
New! Delegating for Business Success
Updated! Fair, Square, and Legal
How to Be an Effective Facilitator
How to Manage Conflict in the Organization
Leadership Skills for Managers
Managing and Achieving Organizational Goals
Managing Conflict (audio)
Performance Appraisals: How to Achieve Top Results
Performance Management
What Managers Do
COMMENTS:
Such concepts as leadership, organizational skills are diverse and lacking in application processes. They tend to cause complexities and uncertainties.
(3) SPECIALIST SKILLS(taught at specialised management courses)
Management Skills for New Managers
Successfully Managing People
One-Day Delegation Bootcamp
What Every Manager Needs to Know
Improving Your Managerial Effectiveness
COMMENTS:-
Again many of the skills are taught in concepts lacking definition in doable work processes. Staff cannot carry out the skills to attain efficiency with coordination and knowledge application.
Specialist skills are only conceptual and not practicable.
(B) BY PROCEDURES - CONTROLS AND PROCESSING
1) OPERATIONS MANAGEMENT OVERVIEW
Organizational Systems and Process
Work Flow Management
Project Management
Quality Assurance
Documentation and Records
IT in Operations and Management
2) FINANCIAL MANAGEMENT OVERVIEW
The Profit and Loss Statement
The Balance Sheet
Financial Ratios and their Applications
Cash Flow and Management of Working Capital
Costing
Budgets
3) MARKETING MANAGEMENT OVERVIEW
Overview of Marketing
Understanding Consumer Behavior
Market Research
Market Segmentation
Product Portfolio
Developing Marketing Strategies
The Marketing Process
The Selling Process
4) HUMAN RESOURCE MANAGEMENT OVERVIEW
Organization Structure
Employment Procedures and Conditions
Deployment and Supervision
Performance Appraisal and Counseling
Training and Development
Organization Development
COMMENTS:-
Organizational structure and staff appraisal system often adopted by the Human Resource practitioners are subjective depending on individuals and situations not easily understood in actual work performances.
Without objectively pre-planning tasks on practical application quality-time-cost criteria organizational reporting, and appraisal system lack the good corporate governance essential for success.
Many ISO and SOP controls and processes are technical flow-charts and not application work processes related to cause-effect efficiency. To that extent, ISO work processes are not efficiency-related work processes.
(C) BY TECHNICAL OR SPECIALIST SKILLS
There is over-reliance on technical management skills to suit different situations as given below:-
Managing Today’s IT and Technical Professionals 2285
Managing a World-Class IT Department 6547
Information Technology for the Non-IT Executive 6580
Enhancement Skills
Fundamentals of Strategic Planning
Innovation and Creativity: How to Improve Performance and Foster Growth
Interviewing Skills for Managers and Supervisors
Managing a Multicultural Team
Women in Business: Strategies for Success
Coaching and Counseling for Outstanding Job Performance
How to Build a More Positive Work Environment
Planning and Managing Organizational Change
Strategies for Effective Problem Solving and Decision Making
Moving from an Operational Manager to a Strategic Thinker
Creating High Performing Teams Using the MBTI® Instrument
Confronting the Tough Stuff: Advanced Management Skills for Supervisors
Mastering Organizational Politics, Influence and Alliances
COMMENTS:
All the above-mentioned concepts and systems and students are unable to apply them to actual works and services.
(Source:-MANAGEMENT CONCEPTS AND APPLICATION,
2ND EDITION, STEPHEN P. ROBBINGS 1988.
PAGE 149, PLANNING}
(a) Planning is a process of determining objectives and the way these objectives can best be achieved.
(b) Planning gives direction, reduces impact of change, minimize waste and redundancy and sets standards to facilitate control.
(c ) Strategic plans cover an extensive time period (usually 3 or more years),
broad issues and include formulation of objectives. Operational plans cover shorter periods of time, focus on specifics and assumed that objectives are already known.
(d) Directional plans are preferred over specific plans when uncertainty is high and when organization is in its formative and decline life-cycle stages.
(e) 5 Contingency factors in planning: (1) Size of organization (2) Manager’s level in organization (3) Life stage of organization (4) Degree of environmental uncertainty (5) Length of future commitment.
(f) A manager should plan just far enough ahead to see through those commitments he or she makes today.
(g) An organization’s stated objectives may not be real.
(h) MBO converts overall organizational objectives into specific objectives for organizational units and individual members in four steps: (1) Goal setting (2) Action planning (3) Self-control (4) Periodic review.
(i) MBO makes motivators out of goals, because with MBO, people what is expected of them.
(j) MBO most likely to succeed when organization’s culture allows as high degree of individual initiatives, lots of direction support risks.
OSP basically divides tasks into ten departments with general department overseeing the rest (9 departments) based on divided smaller attainable tasks defined in quality-time-cost relationship for coordination and knowledge application by all staff at all levels.
(D) BY PLANNING STEPS
(a) Being aware of opportunities: setting realistic objectives depends on this.
(b) Establish objectives: setting objectives for entire enterprise and then for each subordinate unit. Objective indicates the end point of what is to be done, where the emphasis is to be placed and what is to be done, where the primary emphasis and what is to be accomplished by a network of policies, procedures, rules, budgets, programs and strategies.
(c) Premising: To establish obtain agreement to utilize and disseminate critical planning premises. These are forecast data of a factual nature applicable basic policies or existing company plans. Premises are planning assumptions the future setting in which planning takes place. Forecast is important to premising: what kind of market will there be? What quantity of sales? What prices? What products?
PLANNING PREMISES
(a) 3 groups (1) Uncontrollable such as population growth, future price level (2) Semi-controllable – firm’s assumption as to share of market, character of labour turnover and labour efficiency (3) Controllable – expansion into new market, adoption of aggressive research program.
(b) Because the future environment is so complex, it would not be profitable or realistic to make assumptions about every detail of future environments in a plan. Therefore, premises must be as a practical matter limited to those which are critical, strategic to a plan that is which most influence its operation.
(c) Lack of planning coordination through use of manager of different sets of premises can be extremely costly to a company.
Just ponder over the above-stated wide range of management skills, organizational functions and planning precepts. Will a management student be able to cope with such teachings and apply them in actual work environment?
OSP Planning methodology arrange tasks to be performed in four simple steps with each step serving as plans for processing in call-centre. Call centre provides reviews and overviews of overall plans for overseeing on datas and facts from quantified feedbacks.
......................................................................................
(E) BY CREATIVE AND BREAKTHROUGH APPROACH
Apart from management concepts and precepts as mentioned in the foregoing there exists a wide range of teaching on CREATIVE PROBLEM SOLVING approach:-
Practitioners of such techniques are said to be capable of solving problems with natural creativity and put them to work through a simple four-step program like :-
OSP divides tasks logically in 4 steps for hands-on process application and management.
A simple call centre processing allows staff to carry out tasks with monitoring of results at regular weekly and monthly intervals beside daily inspections and corrections of variances.
Contact:robertkhteh@hotmail.com
posted by robertteh at 7:04 PM
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