OBJECTIVE-STEPS PROCESSING MANAGEMENT SYSTEM - CHAPTER ONE

OBJECTIVE-STEPS PROCESSING MANAGEMENT SYSTEM
CHAPTER ONE
COMMON MANAGEMENT COURSES

The American Management Association has listed the following management courses as being provided by various universities in USA:-
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

Management systems and methodologies can be classified as follows:-
(A) BY PLANNING CONCEPT
Management activities are conceptually divided into planning elements, viz:-
(1) Planning (Process, Comparing, Decision)
(2) Organizing
(3) Commanding
(4) Coordinating
(5) Controlling

(B) BY INDUSTRY

Management Tasks are classified as:-
(1) Technical
(2) Financial
(3) Commercial
(4) Security
(5) Account

(C ) BY FUNCTIONS
Management tasks are defined according to functions as:-
(I) ORGANIZATIONAL APPROACH
Organizational Systems and Processes
Work Flow Management
Project Management
Quality Assurance
Documentation and Records
IT in Operations and Management
(II) FINANCIAL APPROACH
The Profit and Loss Statement
The Balance Sheet
Financial Ratios and their Applications
Cash Flow and Management of Working Capital
Costing
Budgets
(III) MARKETING APPROACH
Overview of Marketing
Understanding Consumer Behavior
Market Research
Market Segmentation
Product Portfolio
Developing Marketing Strategies
The Marketing Process
The Selling Process
(IV) HUMAN RESOURCE APPROACH
Organization Structure
Employment Procedures and Conditions
Deployment and Supervision
Performance Appraisal and Counseling
Training and Development
Organization Development
(V) MANAGEMENT INFORMATION APPROACH
Facts (Generated, stored and retrieved)
System (Integrated analysis procedures)
Communication
Decision
Manager
Instructions,
Targets,
Responsibilities
Measuring
Control
Exceptions
PLANNING CONCEPT
As elaborated in the MANAGEMENT CONCEPTS AND APPLICATION, 2ND EDITION, by STEPHEN P. ROBBINGS 1988), an enterprise needs to plan its tasks for the following benefits:-
(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.

Stephen P. Robbins elaborated tasks in PLANNING STEPS consisting of:-
(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?
(d) Premises are arranged in 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.
(e) 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.
(f) Lack of planning coordination through use of manager of different sets of premises can be extremely costly to a company.
ADMINISTRATIVE, TECHNICAL AND SPECIALIST SKILLS
Various detailed administrative and technical management skills are taught to solve diverse problems as given below:-
Managing Today’s IT and Technical Professionals
Managing a World-Class IT Department
Information Technology for the Non-IT Executive
Enhancement Skills
OTHER MANAGEMENT SKILLS AND KNOWLEDGE
Other management skills are regularly taught as follows:-
(a) Fundamentals of Strategic Planning
(b) Innovation and Creativity: How to Improve Performance and Foster Growth
(c) Interviewing Skills for Managers and Supervisors
(d) Managing a Multicultural Team
(e) Women in Business: Strategies for Success
(f) Coaching and Counseling for Outstanding Job Performance
(g) How to Build a More Positive Work Environment
(h) Planning and Managing Organizational Change
(i) Strategies for Effective Problem Solving and Decision Making
(j) Moving from an Operational Manager to a Strategic Thinker
(k) Creating High Performing Teams Using the MBTI® Instrument
(l) Confronting the Tough Stuff: Advanced Management Skills for Supervisors
(m) Mastering Organizational Politics, Influence and Alliances
(n) A Manager’s Guide to Human Behavior
(o) The Complete Training Course for Managers
(p) Communication Skills for Managers
(q) Corporate Governance: What it Means for Managers
(r) New! Delegating for Business Success
(s) Updated! Fair, Square, and Legal
(t) How to Be an Effective Facilitator
(u) How to Manage Conflict in the Organization
(v) Leadership Skills for Managers
(w) Managing and Achieving Organizational Goals
(x) Managing Conflict (audio)
(y) Performance Appraisals: How to Achieve Top Results
(z) Performance Management.
PRACTICAL NEEDS AND ASPIRATIONS OF ENTERPRISES
(1) Translate complex decisions and policies into simple implementation steps.
(2) Fulfill quality-time-cost requirements with minimal instructions.
(3) Implement diverse Policies and Decisions, Good Corporate Governance codes, Financial Control, Human Resource skills, Marketing strategy, Project and Engineering solutions as part of daily work routines.
OSP CALL-CENTRE PROCESS MANAGEMENT
Because most management courses are taught in concepts and theories, there is an overriding need to translate the good points found in all systems into smaller component work processes related to daily works in order to achieve efficiency and productivity and management excellence.
Objective-Steps Processing Management System (OSP) is designed as a hands-on process management offering enterprises an opportunity to manage tasks simply in 4 tangible and attainable task-steps:-
OSP Step (1) Study of Ideas, (Feasibility, Plan, Outline, Scheme, Details)
OSP Step (2) Enquiry,(Follow-up on ideas)
OSP Step (3) Securing Contracts (Seizing opportunities)
OSP Step (4) Contract Administration (Detailed functional tasks),

The above-stated 4-step 10-department processes allow an enterprise to oversee overall activities on a short-rein 3-level hands-on organizational structure as follows:-
(I) Define Tasks in 4-step 10 department work processes as listed in OSP File List.
(II) Use of such logical processes as hierarchy to assign organization roles and duties.
(III) Process all tasks with hands-on Controls, coordination and corrections in 10 departments, viz:- 1.(General) 2.(Human Resource) 3.(Revenue) 4.(Accounts) 5.(Marketing) 6.(Services-all outsourced activities) 7.(Facility) 8.(Enforcement) 9. (Production) 10.(Compliance).
ADMINISTRATIVE FORMS (ADMINISTRATION)
All policies, decisions and planning are translated into and integrated to Forms (administration) and Work Forms (Technical/Operational) work processes incorporating in-built quality-time-cost controls obviating the need to issue petty mundane instructions.
WORK FORMS (OPERATIONS)
Business activities are no longer conceptual as all detailed and important performance criteria are established within 4-step and 10 department processes.
A Call Centre is set up for hands-on management of all tasks communicated in simple 4-part task-lines with auto-corrections as follows:-
1. 3-4 Core Activities are listed in Department Report for consistent performance.
2. Each core activity is performed against 2-3 quality-time-cost croteria.
3. Perform Core Activities to pre-set time-schedules and parameters.
4. Inspect and asssess performance of each core activity with “1” for non-attainment, “2” for attainment and “3” for excellence.

The performance variances or “1” are processed in two-way communication task-lines with self-corrections by each department through the call centre.
COORDINATION AND KNOWLEDGE APPLICATION THROUGH CALL CENTRE
Call Centre helps to monitor all tasks to attain quality-time-cost criteria and technical constraints on expenditure, cost saving, revenue collections, marketing, enforcement, and logistics etc with coordination, knowledge application and corrective actions.
FINAL GOAL - ORGANIZATIONAL EFFICIENCY
In addition, a Clearance Form organizes overall operational tasks to prevent overlapping or wastages of resources e.g. housekeeping, security, logistic and operational departments to attain organizational efficiency.
OSP is the world’s first fully hands-on Process Management enabling enterprises to take control of overall activities empowering staff to attain goals and objectives on their own without self-centredness, petty controls, fire-fighting or office politics.

OBJECTIVE-STEPS PROCESSING MANAGEMENT SYSTEM - CHAPTER TWO

OBJECTIVE-STEPS PROCESSING MANAGEMENT SYSTEM
CHAPTER TWO
WHY OBJECTIVE-STEPS PROCESSING
In this fast-paced nano-technological era, enterprises can no longer rely on rhetorical concepts like leadership, insight or foresight of individuals to leap-frog challenges and competitions.
No matter how logical or important, concepts like meritocracy, talent, leadership or values are not something which can be easily translated into work processes which can be performed by staff as part of their daily work routines.
Furthermore, for any enterprise to attain efficiency and productivity, tasks must be performed with quality and compliance with necessary specifications and constraints. Lockyer a factory production specialist has defined quality as one ingredient in any work or service and emphasized that quality has no absolute meaning. A quality has its meaning only in relation to its functions.
There is an overriding need for any enterprise to comply with diverse administrative, financial, technical and operational requirements and overcome all issues and problems.
As elaborated in Chapter Two, an enterprise has essential 4 major management activities at the macro level, namely:
(1) Step 1 - study of idea,
(2) Step 2 - enquiry,
(3) Step 3 - contract,
(4) Step 4 - contract administration.

By defining such major tasks simply and logically, staff will be empowered to take actions to attain enterprise goals and objectives without valuable time and resources being wasted on waiting for unnecessary instructions.
For example, after meetings, various decisions and policies will have to be logically translated into tangible actions to avoid wastages of time or resources due to waiting for further instructions.
By dividing tasks in their logically interrelated components and integrating them to quality-time-cost controls incorporated within routine work processes, all tasks can be easily understood and performed helped by data feedbacks generated in such processing.
HOW TO SET UP A CALL CENTRE TO PROCESS TASKS
A call centre is set up to monitor and process all tasks set up in 4-part task-lines in 4-step 10-department Form (Administrative) and Work-Form (Operations) processes as listed in the OSP Process File List (organizational structure).
Tasks are processed in the call centre in the following sequence:-
(a) Enter task in standard task-line.
(b) Comply with quality-time-cost controls set up in Forms and Work Forms.
(c) Inspect and Monitor task-line with quantified feedbacks.
(d) Processing tasks in 4-step and 10 department processes listed in OSP File List.
(e) Coordination and knowledge applications.

Call centre processes tasks in sequence of : (a) Serial No. (b) Date (c) Code [Dept] (d) Input task-line (e) Output task-line generating quantified (1,2,or 3) feedbacks with corrective actions taken by all.
QUALITY-TIME-COST CONTROL
The enterprise is able to attain the value-adding Gage’s Twelve Steps (Value analysis) as follows:-
1. Select product to be analyzed
2. Extract cost of product
3. Record number of components
4. Record all functions
5. Record the number required currently and in the foreseeable future.
6. Determine the primary function.
7. List all other ways of achieving the same primary function.
8. Assign costs to all the alternatives.
9. Examine the three cheapest alternatives.
10. Decide which idea should be developed further.
11. See what other functions need to be incorporated.
12. Ensure that the new product is accepted.
ONE-STOP CLEARANCE FORM IN OPERATIONS
Operationally, a front-line staff checks on deliveries, tallying of stocks, and inventories, housekeeping, financial, budgetary controls for compliance with major policies and procedures to avoid duplications and wastages.
EFFECTIVE FINANCIAL CONTROL
Administratively and Financially, an enterprise attains high standard of corporate governance, as all tasks are processed objectively and transparently as set up in Forms (Administration) and Work Forms (Budget/Accounts) complying with budget, financial control to reduce or prevent malpractices.
Hence all decisions, policies, goals, plans are translated into steps and daily work processes in well-planned implementation stages without guesswork, fire-fighting or complexities.