OBJECTIVE-STEPS PROCESSING MANAGEMENT SYSTEM - CHAPTER FOUR l
OBJECTIVE-STEPS PROCESSING MANAGEMENT SYSTEM
CHAPTER FOUR
Frederick Taylor has characterized management as job description, assigning of duties and motivating the workers to reach efficient performance.
Billy Goetz regarded management as planning and making of choices from alternative courses of actions or strategies to account for differing degrees of uncertainties, size, level and life-stage so as to provide direction and reduce wastage.
Under the Management Information System, management would consist of inputs of facts, (generating, storing and retrieving), system analysis, decision, instruction, targeting, control etc.
Unfortunately, in actual management practices, roles, duties, motivation of workers, planning, organizing, controlling, processing, comparing, decision, coordinating and commanding are often too conceptual, undefined or unrelated to daily work processes, unascertainable and difficult to be put into practical implementation.
Attempts have been made to relate organizational structures to nature of business, e.g. technical, financial, and commercial, security and account etc or degree of control and motivation. According to P. R. Langley and P.J. Sadler, management can be distinguished by the degree of controls and integration, viz:
1. “High/Low Control” vs “High/Low Integration”
2. “High/Low People” vs High/Low Task”
3. “High/low leadership” vs “High/low cohesive people”
Despite the above-stated wide-ranging concepts and methodologies, management remains intuitive and ad hoc often left to the individuals thereby affected constantly by self-ness or self-centredness, leading to fire-fighting, fault-finding, office politics, creative accounting, justification, hypocrisy and tweaking of facts and presentations etc.
A strong organization framework to establish roles, duties and functions and gel them into lego-like logical component work processes so that staff will easily carry out diverse tasks and functions with in-built quality-time-cost controls avoiding individualistic, intuitive, judgmental and ad hoc management practices hitherto the single most problematic cause of inefficiencies and wastages.
MANAGEMENT AUDIT
One common approach in upgrading of management is to conduct an audit of existing management system or processes is to uncover problems e.g.:-
(1) Work system, processes and routines.
(2) Supervisions and instructions.
(3) Monitoring of tasks and quality-time-cost controls.
(4) Coordinating and knowledge application.
(5) Training of new employees.
(6) Ease of filing, retrieving records, logical filing system and duty over-lap.
(7) Availability of attainable self-motivated work processes.
(8) Effectiveness of delegation, accountability and transparency.
There is no doubt that the most prevalent problems include complexities and uncertainties due to unclear and undefined duties and responsibilities. Any incidental upgrading or restructuring will usually be limited to intuitive and ad hoc measures :-
1. New Manpower structure coupled to some look-good existing financial or technical standard operating procedures.
2. Codes of good corporate governance adopted to cover some back-end financial control or limited technical controls unrelated to daily work processes.
Some financial or standard operating procedures are usually adopted for window dressing or look-good presentation without final cause-effect efficient solutions to problems.
PROCESS MANAGEMENT – OBJECTIVITY AND CAUSE-EFFECT EFFICIENCY
As stated in chapter one, the primary objective in OSP is to arrange complex and overwhelming tasks in lego-like assembly easily understood and performed by staff with consistent and focused hands-on controls on qualities, time and cost without personal prejudices or biases to produce results from coordination, and knowledge application.
Work Form work processes are designed to attain implementation efficiency with accountable and transparent inspection and assessments of work performance i.e. “2” for compliance, “1” for non-fulfillment as illustrated in Appendices DR-ps and DR-pc accompanied by a 4-part task-line for corrective actions on any variances.
OBJECTIVE PERFORMANCE
Hence, in OSP the enterprise is able to manage overall tasks in form and work-form processes based on the following accountable and transparent Principle of Objectivity :-
1. CORE ACTIVITIES 2. “QUALITY-TIME-COST” PARAMETERS 3.QUANTITATIVE FEEDBACKS 4. OBJECTIVE SUPERVISION 5. ACCURATE INFORMATION FOR CORRECTIVE ACTION
In effect OSP translates the much aspired Management Information System into practical implementation with tasks input in data/facts, (via Incident Form/Work Form) checked against quality-time-cost controls and processed through forms (administration) and work forms (operations) designed with in-built system, manager’s decisions, hands-on instructions targeting towards results.
All tasks, namely, external mails, telephone calls, or internal meetings, incident reports, clearance forms, forms or work-forms are systematically processed via the call centre under the control of OSP Process File List.
Once OSP is set in motion, process management provides quantified feedbacks of “Low Scores” and “Defects/problems” with corrective actions taken through the call centre.
3-LEVEL PROCESS ORGANIZATION STRUCTURE
No matter how complex, an enterprise is able to take control of overall tasks based on a simple short-rein 3-level process organization structure, viz:-
(1) Level 1 - Work Processes – set up in OSP Process File List
(2) Level 2 - Forms (existing forms may be adapted for this purpose)
(3) Level 3 - Work Forms (Hands-on operations)
Typically, the Management processes tasks through the Call Centre in implementation steps on all decisions and tasks as shown in the following entries, viz:-
(1) Serial No.
(2) Date
(3) Code [Dept] I,Q,C,and A,E,F,G,H,N,M,S,V,R
(4) Input - documentation no.
(5) Output. - documentation no.
OSP Process File-list lists out all component work processes set up in forms and work forms for hands-on controls, with in-built coordination and knowledge application in the following 4-OSP documentation steps:-
(1) Idea step: 1X/YY/file no./SV no./document no. (X=dept code)
(2) Enquiry step: 2X/YY/file no./SV no./document no. (YY=subject sub-code)
(3) Contract step: 3X/YY/file no./SV no./document no.(S=step. V=file vol no.)
(4) Administration step: 4X/YY/file no./document no.
For example, after “idea” is processed through the “enquiry” step (quotation) with in-built financial and technical work-form control as follows:-
(a) Scope of works
(b) Evaluation for tenderer
(c) Form of tender on prices and offers
(d) Bill of quantity
(e) Specifications and samples etc
(f) Form of contract etc.
The “enquiry” step is processed through “contract” (purchase order) supported by Work Form processes relating to the subject matter.
COORDINATING MULTI-FUNCTIONAL TASKS
Multi-functional tasks are departmentalized in 10 standard departments for consistent timely management thus:-
1.(General) 2.(Human Resource) 3.(Revenue) 4.(Accounts) 5.(Marketing) 6.(Services-outsourced activities) 7.(Facility) 8.(Enforcement) 9. (Production) 10.(Compliance).
FOCUS ON CORE ACTIVITIES AND QUALITY-TIME-COST CONTROL
Each department is now able to focus on key tasks and consistently working towards quality-time-cost controls generating quantified feedbacks of “1”(not attained), “2” (attained) “3” (excellent).
The variances or “1” are communicated through one-page department reports weekly in 2-way task-lines with auto-corrective regularly taken to solve practical problems at all levels.
Department by department, all functional tasks are processed with coordination and knowledge application e.g. general administration, human resource, marketing, production, enforcement, compliance etc.
OSP Process Management has been successfully set up as a computerized Management Report (Call Centre) application with in-built controls via Forms and Work Form in compliance with good corporate governance. OSP processes are easily understood and performed in logical lego-like form and work-form processes with objective timely inspection and 2-way corrective actions.
DETAILED OPERATIONS
Every Friday, all departments will submit their respective Department Reports to the call centre containing variances reported in 4-part TASK-LINES, comprised of Name-sub_name-reference-data. The data is subdivided in: location/duty/quantity conveying complex tasks in simple messages easily transmitted for correction, coordination and knowledge application throughout.
The current management practice is to set up a decision-making body to make decision and set policies and provide guidance. Despite all the good policies and decisions, however in practice, many management decisions and policies cannot be easily translated into or integrated as staff’s daily work processes hence are not efficiently implemented.
OSP translate decisions and policies into smaller attainable detailed Forms and Work-Forms in steps of “study of idea”, “quotation”, “contracts” and “administrative” tasks.
By way of illustration, any contracted or outsourced services e.g. “Chemical application” and “Time/Activity Schedule enabling supervisors to simplify diverse complex tasks in cleaning to core tasks which can be performed with focus and consistency toward quality, lowering costs, creating values and customer satisfaction.
Numerous contracted or project management services e.g. logistics, transportations, security, inventory control, M&E maintenance and Fire-Safety are easily processed in core activities.
By consistently managing fire-safety installations, as seen in Appendix DR-SF, a smooth Fire-Safety Management program can be implemented to the detailed standards given in “Building/Service Operational Test”, “Fire Emergency Plan” and “Events/Activities” monitored by the Department Report.
The Production Department, core activities e.g. “Equipment/Tool setting”, “Product Sampling/Testing/Scheduling”, “Sourcing”, Logistics and Administration are easily identified for focused and consistent supervision to attain results.
In purchasing, core activities e.g. “Sourcing”, “Quality-Price-Reliability”, “Terms and Conditions”, “Strategic Procurement” and “Administration” will be managed with focus, consistency and accountability and transparency as processed by relevant forms.
In marketing, core activities e.g. “Alertness”, “Transaction”, “Price/Service Reliability” and “Conduct” are easily carried out as set up in Work Form (marketing).
“Logistics” or “Shipping” services are similarly managed with coordination and practical know-how with professional “inspection”, “remedial action” and “warehousing/distribution” to maintain effective handling of cargoes, warehousing, stocks controls or distribution as well as profitability.
The management only needs to be concerned with call-centre monitoring of “inputs”, “processing” and “closing” under the control of OSP Process File List.
BENEFITS TO MNCS
With expansions of activities, MNCs might not be in a position to maintain and update diverse administrative and operational tasks with effective planning, organizing, leading and controlling of overall tasks.
A hands-on process is needed obviously needed to ensure effective communication, objective inspections, assessments, coordination and integration and feedbacks and corrections.
COMMUNICATION TASK-LINES
It is critical to receive objective feedbacks and maintain 2-way self-corrective actions across all regional and field offices.
MNCs are henceforth through the call-centre able to communicate effectively with their Head Office organizations and field offices and take immediate measures to source opportunities, close deals and address all problems.
STAFF INCENTIVE SCHEME
Any enterprises will be able to motivate their workers by empowering them to carry out their respective duties and tasks objectively as set up in the Work Forms. Staff Incentive Schemes can then be more effectively set up with fairness and equity thereby generating truly competitive and creative work performances.
Through Process Management, all enterprises will henceforth conduct their management with good corporate decisions and implementations, accountability and transparency - the true “X” factor behind success in all human endeavours.
CHAPTER FOUR
Frederick Taylor has characterized management as job description, assigning of duties and motivating the workers to reach efficient performance.
Billy Goetz regarded management as planning and making of choices from alternative courses of actions or strategies to account for differing degrees of uncertainties, size, level and life-stage so as to provide direction and reduce wastage.
Under the Management Information System, management would consist of inputs of facts, (generating, storing and retrieving), system analysis, decision, instruction, targeting, control etc.
Unfortunately, in actual management practices, roles, duties, motivation of workers, planning, organizing, controlling, processing, comparing, decision, coordinating and commanding are often too conceptual, undefined or unrelated to daily work processes, unascertainable and difficult to be put into practical implementation.
Attempts have been made to relate organizational structures to nature of business, e.g. technical, financial, and commercial, security and account etc or degree of control and motivation. According to P. R. Langley and P.J. Sadler, management can be distinguished by the degree of controls and integration, viz:
1. “High/Low Control” vs “High/Low Integration”
2. “High/Low People” vs High/Low Task”
3. “High/low leadership” vs “High/low cohesive people”
Despite the above-stated wide-ranging concepts and methodologies, management remains intuitive and ad hoc often left to the individuals thereby affected constantly by self-ness or self-centredness, leading to fire-fighting, fault-finding, office politics, creative accounting, justification, hypocrisy and tweaking of facts and presentations etc.
A strong organization framework to establish roles, duties and functions and gel them into lego-like logical component work processes so that staff will easily carry out diverse tasks and functions with in-built quality-time-cost controls avoiding individualistic, intuitive, judgmental and ad hoc management practices hitherto the single most problematic cause of inefficiencies and wastages.
MANAGEMENT AUDIT
One common approach in upgrading of management is to conduct an audit of existing management system or processes is to uncover problems e.g.:-
(1) Work system, processes and routines.
(2) Supervisions and instructions.
(3) Monitoring of tasks and quality-time-cost controls.
(4) Coordinating and knowledge application.
(5) Training of new employees.
(6) Ease of filing, retrieving records, logical filing system and duty over-lap.
(7) Availability of attainable self-motivated work processes.
(8) Effectiveness of delegation, accountability and transparency.
There is no doubt that the most prevalent problems include complexities and uncertainties due to unclear and undefined duties and responsibilities. Any incidental upgrading or restructuring will usually be limited to intuitive and ad hoc measures :-
1. New Manpower structure coupled to some look-good existing financial or technical standard operating procedures.
2. Codes of good corporate governance adopted to cover some back-end financial control or limited technical controls unrelated to daily work processes.
Some financial or standard operating procedures are usually adopted for window dressing or look-good presentation without final cause-effect efficient solutions to problems.
PROCESS MANAGEMENT – OBJECTIVITY AND CAUSE-EFFECT EFFICIENCY
As stated in chapter one, the primary objective in OSP is to arrange complex and overwhelming tasks in lego-like assembly easily understood and performed by staff with consistent and focused hands-on controls on qualities, time and cost without personal prejudices or biases to produce results from coordination, and knowledge application.
Work Form work processes are designed to attain implementation efficiency with accountable and transparent inspection and assessments of work performance i.e. “2” for compliance, “1” for non-fulfillment as illustrated in Appendices DR-ps and DR-pc accompanied by a 4-part task-line for corrective actions on any variances.
OBJECTIVE PERFORMANCE
Hence, in OSP the enterprise is able to manage overall tasks in form and work-form processes based on the following accountable and transparent Principle of Objectivity :-
1. CORE ACTIVITIES 2. “QUALITY-TIME-COST” PARAMETERS 3.QUANTITATIVE FEEDBACKS 4. OBJECTIVE SUPERVISION 5. ACCURATE INFORMATION FOR CORRECTIVE ACTION
In effect OSP translates the much aspired Management Information System into practical implementation with tasks input in data/facts, (via Incident Form/Work Form) checked against quality-time-cost controls and processed through forms (administration) and work forms (operations) designed with in-built system, manager’s decisions, hands-on instructions targeting towards results.
All tasks, namely, external mails, telephone calls, or internal meetings, incident reports, clearance forms, forms or work-forms are systematically processed via the call centre under the control of OSP Process File List.
Once OSP is set in motion, process management provides quantified feedbacks of “Low Scores” and “Defects/problems” with corrective actions taken through the call centre.
3-LEVEL PROCESS ORGANIZATION STRUCTURE
No matter how complex, an enterprise is able to take control of overall tasks based on a simple short-rein 3-level process organization structure, viz:-
(1) Level 1 - Work Processes – set up in OSP Process File List
(2) Level 2 - Forms (existing forms may be adapted for this purpose)
(3) Level 3 - Work Forms (Hands-on operations)
Typically, the Management processes tasks through the Call Centre in implementation steps on all decisions and tasks as shown in the following entries, viz:-
(1) Serial No.
(2) Date
(3) Code [Dept] I,Q,C,and A,E,F,G,H,N,M,S,V,R
(4) Input - documentation no.
(5) Output. - documentation no.
OSP Process File-list lists out all component work processes set up in forms and work forms for hands-on controls, with in-built coordination and knowledge application in the following 4-OSP documentation steps:-
(1) Idea step: 1X/YY/file no./SV no./document no. (X=dept code)
(2) Enquiry step: 2X/YY/file no./SV no./document no. (YY=subject sub-code)
(3) Contract step: 3X/YY/file no./SV no./document no.(S=step. V=file vol no.)
(4) Administration step: 4X/YY/file no./document no.
For example, after “idea” is processed through the “enquiry” step (quotation) with in-built financial and technical work-form control as follows:-
(a) Scope of works
(b) Evaluation for tenderer
(c) Form of tender on prices and offers
(d) Bill of quantity
(e) Specifications and samples etc
(f) Form of contract etc.
The “enquiry” step is processed through “contract” (purchase order) supported by Work Form processes relating to the subject matter.
COORDINATING MULTI-FUNCTIONAL TASKS
Multi-functional tasks are departmentalized in 10 standard departments for consistent timely management thus:-
1.(General) 2.(Human Resource) 3.(Revenue) 4.(Accounts) 5.(Marketing) 6.(Services-outsourced activities) 7.(Facility) 8.(Enforcement) 9. (Production) 10.(Compliance).
FOCUS ON CORE ACTIVITIES AND QUALITY-TIME-COST CONTROL
Each department is now able to focus on key tasks and consistently working towards quality-time-cost controls generating quantified feedbacks of “1”(not attained), “2” (attained) “3” (excellent).
The variances or “1” are communicated through one-page department reports weekly in 2-way task-lines with auto-corrective regularly taken to solve practical problems at all levels.
Department by department, all functional tasks are processed with coordination and knowledge application e.g. general administration, human resource, marketing, production, enforcement, compliance etc.
OSP Process Management has been successfully set up as a computerized Management Report (Call Centre) application with in-built controls via Forms and Work Form in compliance with good corporate governance. OSP processes are easily understood and performed in logical lego-like form and work-form processes with objective timely inspection and 2-way corrective actions.
DETAILED OPERATIONS
Every Friday, all departments will submit their respective Department Reports to the call centre containing variances reported in 4-part TASK-LINES, comprised of Name-sub_name-reference-data. The data is subdivided in: location/duty/quantity conveying complex tasks in simple messages easily transmitted for correction, coordination and knowledge application throughout.
The current management practice is to set up a decision-making body to make decision and set policies and provide guidance. Despite all the good policies and decisions, however in practice, many management decisions and policies cannot be easily translated into or integrated as staff’s daily work processes hence are not efficiently implemented.
OSP translate decisions and policies into smaller attainable detailed Forms and Work-Forms in steps of “study of idea”, “quotation”, “contracts” and “administrative” tasks.
By way of illustration, any contracted or outsourced services e.g. “Chemical application” and “Time/Activity Schedule enabling supervisors to simplify diverse complex tasks in cleaning to core tasks which can be performed with focus and consistency toward quality, lowering costs, creating values and customer satisfaction.
Numerous contracted or project management services e.g. logistics, transportations, security, inventory control, M&E maintenance and Fire-Safety are easily processed in core activities.
By consistently managing fire-safety installations, as seen in Appendix DR-SF, a smooth Fire-Safety Management program can be implemented to the detailed standards given in “Building/Service Operational Test”, “Fire Emergency Plan” and “Events/Activities” monitored by the Department Report.
The Production Department, core activities e.g. “Equipment/Tool setting”, “Product Sampling/Testing/Scheduling”, “Sourcing”, Logistics and Administration are easily identified for focused and consistent supervision to attain results.
In purchasing, core activities e.g. “Sourcing”, “Quality-Price-Reliability”, “Terms and Conditions”, “Strategic Procurement” and “Administration” will be managed with focus, consistency and accountability and transparency as processed by relevant forms.
In marketing, core activities e.g. “Alertness”, “Transaction”, “Price/Service Reliability” and “Conduct” are easily carried out as set up in Work Form (marketing).
“Logistics” or “Shipping” services are similarly managed with coordination and practical know-how with professional “inspection”, “remedial action” and “warehousing/distribution” to maintain effective handling of cargoes, warehousing, stocks controls or distribution as well as profitability.
The management only needs to be concerned with call-centre monitoring of “inputs”, “processing” and “closing” under the control of OSP Process File List.
BENEFITS TO MNCS
With expansions of activities, MNCs might not be in a position to maintain and update diverse administrative and operational tasks with effective planning, organizing, leading and controlling of overall tasks.
A hands-on process is needed obviously needed to ensure effective communication, objective inspections, assessments, coordination and integration and feedbacks and corrections.
COMMUNICATION TASK-LINES
It is critical to receive objective feedbacks and maintain 2-way self-corrective actions across all regional and field offices.
MNCs are henceforth through the call-centre able to communicate effectively with their Head Office organizations and field offices and take immediate measures to source opportunities, close deals and address all problems.
STAFF INCENTIVE SCHEME
Any enterprises will be able to motivate their workers by empowering them to carry out their respective duties and tasks objectively as set up in the Work Forms. Staff Incentive Schemes can then be more effectively set up with fairness and equity thereby generating truly competitive and creative work performances.
Through Process Management, all enterprises will henceforth conduct their management with good corporate decisions and implementations, accountability and transparency - the true “X” factor behind success in all human endeavours.
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