PRACTICAL GUIDE TO EFFICIENCY AND PRODUCTIVITY
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INTRODUCTION TO COMPUTERIZED CALL-CENTRE MANAGEMENT SYSTEM(OSP)
“The secret of getting ahead is to get started. The secret of getting started is breaking your complex and overwhelming tasks into small manageable tasks and then starting on the first one.” - Mark Twain
INTUITIVE MANAGEMENT APPROACH
Objective-Steps Processing Management System divides complex tasks in 4 lego steps as follows:-
(a) Study of Ideas,
(b) Enquiry,
(c) Contracts and
(d) Contract Administration.
STEP 1 – STUDY OF IDEAS
The first step “Study of Ideas” strikes at the core of creativity as it empowers everyone in knowledge applications.
STEP 2 – MAKE ENQUIRIES
The second step “Make Enquiry” is action-oriented as idea is followed up with hands-on enquiries, “Quotations/Tenders” to maximize resource application.
STEP 3 – CONTRACTS
The third step is result-oriented as it empower staff to close deal and manage an enterprise competitively.
STEP 4 – CONTRACT ADMINISTRATION
Any enterprise will waste a great deal of time managing such detailed contractual tasks in an ad hoc and fire-fighting manner.
The diverse contractual tasks are divided in 10 departments with each department pre-defined in 3-4 sets of core activities for consistent and focused project-like management thus:
1.(General) 2.(Human Resource) 3.(Revenue) 4.(Accounts) 5.(Marketing) 6.(Services-all external or outsourced works) 7.(Facility) 8.(Enforcement) 9. (Production) 10.(Compliance).
Next, set up a call centre to process tasks in input-task-lines in the following work forms, viz:-
1. Administration Forms (General department)
3. Work Forms (Operations in 10 departments)
4. Generate quantified Feedbacks via department reports (Friday)
5. Close task-lines with Corrective actions and status information.
PRACTICAL KNOWLEDGE APPLICATION
In addition, coordinate all these contractual tasks by way of processes set up in a multi-purpose clearance Form which avoid double-handling, inefficiencies, mishaps, security and fire risks etc.
Call-centre processes all tasks in the form of an input task-line through the following forms (administration) AND work forms (Operational):-
LIST OF PROCESSING FORMS
Standard letters (FGL) work orders (FGW), production orders (FNO), tender/quotations, (FQL), purchase orders (FCP), salary/remuneration orders, (FHS), contracts, (FCP) invoices, (FAI) vouchers, (FAV) etc.
LIST OF PROCESSING WORK FORMS
Work Forms include Budget Control Work Form (WAB), Security Check Work Form (WSS), Stock Control Work Form (WNS) etc.
Such processing of Forms and Work Forms generates quantified feedbacks of “1”, “2” and “3” (easily converted to percentages) representing non-attainment, attainment and excellence respectively.
It is now possible to implement every policy, decision in follow-through logical work processes to avoid self-centredness or concentration of power in individual or malpractices.
It has helped me to achieve super-efficiency in my own multi-tasking work environment beyond proportions.
I would like to share such an effective call-centre process management with all today. Just get a licence from the author which will be readily given !!! You will not regret this move.
Note: Intellectual property of Robert Teh Kok Hua author of Book “Objective-Steps Processing Management System” available at National Library.
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INTRODUCTION TO COMPUTERIZED CALL-CENTRE MANAGEMENT SYSTEM(OSP)
“The secret of getting ahead is to get started. The secret of getting started is breaking your complex and overwhelming tasks into small manageable tasks and then starting on the first one.” - Mark Twain
INTUITIVE MANAGEMENT APPROACH
Objective-Steps Processing Management System (OSP) divides complex tasks in 4 lego-like steps as follows:-
(a) Study of Ideas,
(b) Enquiry,
(c) Contracts and
(d) Contract Administration.
STEP 1 – STUDY OF IDEAS
The first step “Study of Ideas” strikes at the core of creativity as it empowers everyone in all aspects of knowledge applications.
STEP 2 – MAKE ENQUIRIES
The second step “Make Enquiry” enables staff to follow an dea with hands-on enquiries or “Quotations/Tenders”.
STEP 3 – CONTRACTS
The third step prompts the staff to close deal and manage an enterprise competitively.
STEP 4 – CONTRACT ADMINISTRATION
A business operation essentially consists of many multi-functional contractual tasks, namely:-
1.(General) 2.(Human Resource) 3.(Revenue) 4.(Accounts) 5.(Marketing) 6.(Services-all external or outsourced works) 7.(Facility) 8.(Enforcement) 9. (Production) 10.(Compliance) to enable staff to perform them with coordination and knowledge application.
All these functions must be performed with coordination to reach implementation excellence.
All that needs to be done is divide tasks in simple steps and process them in input task-lines via the form processes as set up in form and work-form viz:-
1. Administration Forms (General department)
2. Work Forms (Operations in 10 departments)
Each of the 4 OSP Steps and 10 departmental work processes allow management to take control of overall activities, monitoring progress and taking corrective actions on variances in Department Reports every Friday.
Call Centre staff closes each task-line with closing task-line with closing status information.
PRACTICAL KNOWLEDGE APPLICATION
In addition, at the front-line department, a simple clearance form is used to clear or coordinate all departments avoiding double-handling, inefficiencies, mishaps, security and fire risks etc.
Typically, the call centre processes tasks via forms i.e. letters (FGL) work orders (FGW), production orders (FNO), tender/quotations, (FQL), purchase orders (FCP), salary/remuneration orders, (FHS), contracts, (FCP) invoices, (FAI) vouchers, (FAV) etc.
Examples of work forms are Budget Control Work Form, Security Check Work Form, Stock Control Work Form etc.
Such processing of Forms and Work Forms generates quantified feedbacks of “1”, “2” and “3” (easily converted to percentages) representing non-attainment, attainment and excellence respectively.
Hence instead of waiting to year end financial reports to analyse or reveal problems, all bosses will now be able to consistently take actions to avoid efficiency due to conceptual or ad hoc management which is the primary cause of failures and malpractices due to self-centredness.
The above-stated call centre processing is a universal multi-tasking management too which will upgrade all enterprises beyond proportions.
I have found this process management super-efficient and would like to share it with all today. Just get a licence from the author which will be readily given !!! You will not regret this move.
Note: Intellectual property of Robert Teh Kok Hua author of Book “Objective-Steps Processing Management System” available at National Library.
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COMPUTERISED CALL-CENTRE PROCESSING MANAGEMENT SYSTEM (OSP)
Ask any successful bosses, they will say they owe their success to secrets like the following:-
1. Focus and Consistency.
2. Positive Work Attitude.
3. Foresight & Insight
4. Supportive Environment.
5. Passion & Determination.
6. Coordination, Teamwork and Bottom-up Approach.
7. Adaptation to Changing Environments.
8. Creativity and Entrepreneurship
9. Leverage on Strengths and avoidance of Weakness. (Sun Sze Art
of War)
A moment of reflection will no doubt reveal that these secrets of success are only personal qualities and not something which can be applied by staff or workers.
PRACTICAL PROBLEMS
To be efficient, tasks must be translated into daily work routines of every worker to bring about successful implementation in team work.
There are too many management concepts and theories e.g. Taylorism, FAYOL, Neurological systems, technical, Organization Theory, Human Relation Theory, Financial Control and Analysis, Management-by-objective, Planning concepts and premises, Operation Research, Quantitative and Scientific Approach, Breakthrough Principle, Uniqueness Principle, Standard Operating Procedures (ISO), Sun Sze Art of War etc.
These concepts and theories are complex leading to inefficiencies, fire-fighting, idling and office politics in the work place.
No wonder there are too many problems as epitomised by the following common work-place humours or jokes:-
1. Jumping to conclusion
2. Beating around the bush
3. Running down the boss
4 Going around in circles
5. Dragging their feet
6. Passing the buck
7. Climbing the ladder
8. Wading through paperwork
9. Pulling strings
10. Throwing their weight around
11. Stretching the truth
12. Bending the rules
13. Pushing their luck
Moreover, as unveiled in the 1997 Asian Financial Crisis, the root cause of malpractices has been attributable to self-centredness.
WHAT IS OBJECTIVE-STEPS PROCESSING MANAGEMENT SYSTEM
The most urgent task in management today is to translate all goals and challenges into smaller attainable steps to avoid malpractices, hypocrisy, cover-ups, complexities and uncertainties.
Objective-steps processing management System (OSP) lays out tasks in their natural logical lego-like building blocks or steps:
OSP Step (1) Study of Ideas, (Feasibility, Plan, Outline, Scheme, Details)
OSP Step (2) Enquiry,(Specifications, tender)
OSP Step (3) Securing Contracts,
OSP Step (4) Contract Administration (10 departments),
Whatever is your business, you can manage tasks in step set up in forms (administration) and 10-department work forms (operations) as follows:-
1.(General) 2.(Human Resource) 3.(Revenue) 4.(Accounts) 5.(Marketing) 6.(Services-all contracted activities) 7.(Facility) 8.(Enforcement) 9. (Production) 10.(Compliance).
Today, many business enterprises are increasingly managed in component work processes e.g. banking, trading, travel-ticketing, designing, transportation, logistics, stock-trading, accounting, telecommunications, government services, court administration etc.
DEPARTMENT REPORTS (10 DEPARTMENTS)
These work processes are set up in forms and work forms are listed in OSP Process File List.
You then process all tasks in these component work processes generating quantified feedbacks i.e. "1" for non-attainment, "2" for attainment and "3" for corrective action to reach excellence.
The variances or "1s" are communicated in two-way communication 4-part task-lines with corrective closing action done by all worker at weekly interval.
COORDINATION AND KNOWLEDGE APPLICATION
The processing these tasks ensures quality-time-cost control to reach goals and objectives with coordination and knowledge application.
For those who are accustomed to accounting and financial controls, OSP provides a hands-on quality-time-cost control to enable them to oversee revenue, expenditure, cost saving, enforcement, logistics etc.
Management becomes hassle free with all busy bosses managing tasks with a macro-overview on 3-level short-rein process structure controlled by OSP Process File List as follows:-
Level 1: Management Report (call centre)
Level 2- Form processes generate objective factual feedbacks.
Level 3 - Work-form processes provide for coordination and knowledge application.
FINAL GOAL - ORGANIZATIONAL EFFICIENCY
A simple Clearance Form doubly ensures coordination replacing intuitions and ad hoc year-end financial post-mortem reporting which are too complex and uncertain and are usually too late to solve problems.
All government services can be managed objectively and accountably without justification, hypocrisy and look-good presentation.
Whether you are a boss, a CEO or a worker, you can now manage all tasks in 4 steps. Just do it. Start your OSP computerised Process Management today with a licence from the author which will be readily given.
Note: “Objective-Steps Processing Management System” is the intellectual property of Robert Teh Kok Hua. It is available at S$25 per copy, complete with a FULL set of administrative and work forms for your application. Enrol for OSP course at S$50 per two hour session and S$3,000 per full-set_up package. Enquiry: Tel: 63565622; Email:[email protected]
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the most efficient and productivity is to screw all these ideas, rules and guides on how to do this and do that.
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To: Ito san,
It is a sign of desperation or so it seems that with so many systems or presumed systems out in the whole wide world, that finally people will throw up their arms and say, I give up!!!
Not true with 4 steps and core activity management as there is no presumptuousness or assumptions. It is a mirror or representation of our own personal efficiency rythm. There is no concept. Any one can just carry out tasks in natural work flow of these steps to produce true efficiency and results.
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You are the author ?
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To: Paperchicken,
I confirm that The book "Objective-Steps Processing Management System" is available at National Library.
THE FOLLOWING IS A COMPARISON OF OSP WITH OTHER COMMON MANAGEMENT APPROACHES:-
As an example, Stephen P. Robbins in his book: "MANAGEMENT CONCEPTS AND APPLICATION, PAGE 149, advocated the following planning practices:-
(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) ManagerÂ’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 organizationÂ’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 organizationÂ’s culture allows as high degree of individual initiatives, lots of direction support risks.
Mr. Stephen further advises taking of the following planning steps to realise the plans:-
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?
It is essential to understand the premises or assumptions about planning as follows:-
PLANNING PREMISES
(a) 3 groups (1) Uncontrollable such as population growth, future price levels (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.
COMMENTS:-
The planning steps sound plausible ...but plans are mere assumptions which may or may not turn out to be the right direction.
Moreover, the real issue is how to carry out such planning concepts and assumptions without setting out supportive follow-through work processes.
How to carry out the plans will be the practical problems.
Without supportive work processes, staff and workers will continue to be wasteful in double-handling, waiting for instructions and delays.
Will the enterprise guide the staff to follow-up with performance and corrective actions on variances to reach results with minimal instructions or meetings?
Actual tasks are more than mere conceptual assumptions which will add to existing problems due to complexities and uncertainties.
Read the "Computerized Process Management" to see how it captures all ideas, enquiries, contracts in a workflow for easy performance by all with coordination and knowledge. The self-follow through of tasks by staff is the only means to empower masses to accomplish tasks on their own to attain results.
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erm.. okay.. so.. did anyone here bought this book? and like it?
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Hi, Ito san,
As I have commented in other posts when posed with the same question, I did not expect to have good sale to forumites because their purpose here is not to read books.
My answer very frankly is no. But that does not matter as what I am looking for is sharing of ideas and interactions not sale of my books here. Thanks for asking.
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ok i like u already
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Hi, good evening to you, Ito San,
Thanks for the encouragement. I hope many people who ever learn about process management will one day implement such processes to produce efficiency and teamwork.
My staff are very happy and efficient feeling confident in getting results. Customers are full of praises for them.
One ex-staff has actually confirmed in an email later to express her frustration that she missed my processing efficiency and guidance in the new environment.
Intuitive or ad hoc management is extremely stressful as such management is self-centred and staff cannot contribute his or her knowledge except to be subjected the will and desire of bosses.
Many bosses are managing tasks intuitively taking full charge of executions to fine details imposing penalties resulting in office politics and inefficiencies. In such a system, bosses and many people look very important and intelligent but employees may be waiting instead of contributing very much.
If people want to improve efficiency they must change such management environment. Or else, people just bear with them that is all. A sad tale of individualism and self-centredness.
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Originally posted by robertteh:
hmm... where can i find your book?
How to be efficient or competitive ?
It is easy as ABC. Well, just follow the one-page DIY hands-on managing process (World's first and only doable managing process) as described below and you will transform your works or business efficiency and productivity immediately:-
REVIEW OF MANAGEMENT PRACTICES
First, a quick overview of management practices. According to Mark Twain, “The secret of getting ahead is to get started. The secret of getting started is breaking your complex and overwhelming tasks into small manageable tasks and then starting on the first one.”
However, old habits die hard. Many people still manage tasks intuitively or in an ad hoc manner based on concepts like Leadership, Controls, Talents, Foresight & Insight etc.
But how do expect employees or workers to perform or manage tasks by intuition, leadership and talents when these precepts are conceptual, abstract and undefined?
Whatever your management approach may be, many complex tasks in our daily works have become attainable being made doable in component smaller tasks with linkages to quality-time-cost parameters as demonstrated in on-line banking, real-time accounting, e-trading, travel-ticketing, e-transportation, tradenet, CAD-CAM, systemic logistics, stock-trading, telecommunications etc.
DOABLE WORK PROCESSES
Hence, administrative tasks will become attainable or doable by laying them down in smaller doable components or processes i.e.: (1) Study of Ideas, (2) Enquiry, (3) Securing Contracts and (4) Contract Administration (Operations).
Similarly, routine operations (in step 4) can be laid down in doable component core activities for follow-through processing to attain quality-time-cost parameters defined within ten departments, namely: 1.(General) 2.(Human Resource) 3.(Revenue) 4.(Accounts) 5.(Marketing) 6.(Services-all outsourced activities) 7.(Facility) 8.(Enforcement) 9. (Production) 10.(Compliance) as follows:-
1. Identify your department's tasks in 3-4 Core Activities.
2. Make core activities doable in 2-3 quality-time-cost parameters.
3. Perform these Core Activities (guided by flow-chart work forms) to attain parameters.
Setting up tasks in universal doable work processes, i.e. dividing tasks in doable components and linking each to logical quality-time-cost parameters, all administration and operation can be followed through in sequential or logical workflow (in work forms) monitored by one-page department report generating feedbacks at the same time as “1”, “2” or “3” (or percentages) representing “non-attainment”, “attainment” and “excellent attainment” of parameters.
Such processing leads to accountability and transparency at every level doing away with intuitive egotism, called leadership or talents by some but are actually full of biased justifications and self-promoting reporting.
The variances "1s" or problems can be corrected in teamwork monitored by a two-way interactive communication task-line to attain results.
SEQUENTIAL WORK FORMS
Because the usual management environment is Intuitive and ad hoc giving rise to inefficiencies and malpractices, it becomes important or critical to take control of all tasks and monitor them to get results in doable processes set up in : (1) administrative forms, - head office (2) department reports - operations (3) work forms - knowledge application.
Each task will then be performed in easy processes with coordination (teamwork) and knowledge application (mass participation) to reach organizational efficiency.
Thus, by managing your operations (say production department) to monitor (1) manpower, (2) programs, (3) equipment and (4) work schedules, you will reach your organizational efficiency (as opposed to individual) to transform your works or businesses to get results.
TOTAL MANAGEMENT – COORDINATION AND KNOWLEDGE-BASED MANAGEMENT
Within three months of processing management, you will realize a transformation - self-motivated employees or colleagues capable of eliminating all the complexities, fuzziness or office politics caused by self-centredness, regulations, handbooks, SOPs, bureaucracy and controls which only stifle growths, creativity and entrepreneurship.
(Hi, the above-mentioned management process has been successfully implemented by me and people who came to know of such doable process. If anyone has come across another doable process as stated in this one-page guide, please let me know)
Note: Copyrighted by Robert Teh Kok Hua as published in his book “Objective-Steps Processing Management System”. Available at National Library or S$25 per copy from the author. Training at S$50 per two hour session or S$3,000 for full a installation package. Enquiry: Tel: 63565622; Email:[email protected] [b][/b] -
Hi, S30V,
Do pm me to supply me with your forwarding address. Book available at US$25 for outstation payable by demand draft tp Teh Kok Hua. Local (Singapore) at S$25.00. Delivery and satisfaction Guaranteed.
Updated process forms at 3 levels will be provided upon request to adapt to particular business.
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PRACTICAL PRODUCTIVITY - OBJECTIVE-STEPS PROCESSING MANAGEMENT SYSTEM published in STRAITS TIMES "RECRUIT" on 27.12.2004[
[b]As the year winds down and a new one looms, it is time to relook your organisational processes to be more efficient and productive
From the early days of human history, success has been equated to a certain ability to simplify complex tasks into smaller and easily accomplished components to facilitate performance.
According to Mark Twain, "the secret of getting ahead is to get started. The secret of getting started is breaking down your complex and overwhelming tasks into small manageable tasks and then starting on the first one."[/b]
However, most people manage tasks in an ad hoc manner, relying on impulse or intuition. This is evident from slogans that are commonly bandied about, such as:
(a) Focus and consistency
(b) Positive work attitude
(c) Foresight and insight
(d) Supportive environment
(e) Passion and determination
(f) Proactive hands-on approach
(g) Coordination
(h) Teamwork and bottom-up approach
(i) Adapting to changing environments
(j) Creativity and entrepreneurship
(k) Leveraging on strengths and avoidance of weakness.
Notwithstanding the obvious wisdom of such advice, these are nevetheless abstact attributes. Operational manuals, standard operating procedures, policies and decisions are often adopted because they look good rather than because they are effective.
The prevalence of an intuitive management approach may be attributable to the common habit of equating success to individual efficiency.
But, if you look around, you will come across many objectively-defined work processes that are taking over tradtional tasks with increased efficiency and productivity, such as online banking,, real-time ticketing, automations, telecommunications, computerized management and accounting applications and so on.
Enterprise activities may similarly be carried out in established small steps such as study of ideas, enquiry, securing contracts and contract administration (operations).
Studying of ideas may be carried out through forms for every staff member to submit his problem-solving ideas. This method also encourages mass participation.
Making enquiries can be performed using a quotation or tender form. This can facilitate the process of identifying and seeking after opportunities.
The third step, securing contracts, will result in proper evaluation and acting on opportunities by calculated risk.
Finally, contracts can be laid out in parameter-defined functional departments such as human resource, revenue, accounts, marketing, services (for all outsourced activities), facility, enforcement, production, compliance and a general category. This is to facilitate consistent and focused performance.
A typical department report may be set up to oversee operational tasks as follows:-- Identify three or four core activities for consistent and focused performance
- Assign two to three quality-time-cost parameters to make each core activity easy
- Perform core activities according to time-schedules and parameters set up
- Inspect or oversee performance in time-schedule and parameters.
- Assess and provide quantified feedback on performance. You may want to rank them in percentages, with scales representing non-attainment, attainment and excellent attainment of parameters.
- Submit all non-attainment performance areas in department reports with corrective actions.
With these measures, a business can oversee overall tasks without hassles and regulate quality and standards in sequential work processes which are laid out in work forms and integrated to departmental parameters.
Having work processes defined and logged in a report enables personnel to engage in two-way interaction. It will also encourage mass participation and knowledge application.
This allows the company to have more control of its overall activities. It can practise total management and attain organizational efficiency as all requests, complaints and problems are input properly and processed holistically in self-regulated processes.
It is much more efficient and productive to process input tasks in department reports, application forms, work orders, quotations, salary, contracts, budget control and so on.
Inter-departmental activities are coordinated through a one-stop standard clearance form, thus saving on manpower.
Such a total management style enables management to forge consensus with a sense of fair-play. It also offers a practical means to ameliorate or resolve disputes, differences in opinion and hidden agenda.
The breakdown and malfunctioning of essential services can be avoided or minimised with hands-on time-scheduled corrective actions.
Inaction or tolerance of intuitive management habits exact a heavy toll on human captial in the form of wasted resources, office politics, fire-fighting or fault-finding.
Start managing your tasks with processes laid out in objective steps. Be an asset to your organization and make a difference to your workplace.
Article contributed by Robert Teh Kok Hua, who is author of Objective-Steps Processing Management System. E-mail [email protected].
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Its not efficient to edit posting repeatedly.
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There is no amendment to ideas but only readability. The purpose is to make the system readable in one page. I don't know whether you have come across any changes of concepts or ideas to the original copy posted here. If there is kindly let me know. Thanks for feedback anyway.Originally posted by The Barracuda:Its not efficient to edit posting repeatedly.
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REVIEW OF MANAGEMENT COURSES TAUGHT AT UNIVERSITIES
Let us review the common management courses taught at various universities to examine how relevant and practical are these courses and how efforts can be made to further improve them.
The following is brief summary of common management courses taught at universities:-
(A) HOW MANAGEMENT TASKS ARE CLASSIFIED OR DIVIDED
For example, management processes are established conceptually in standard textbooks as:-
(1) Planning (Process, Comparing, Decision)
(2) Organizing
(3) Commanding
(4) Coordinating
(5) Controlling
Management Tasks have often been classified conceptually as:-
(1) Technical
(2) Financial
(3) Commercial
(4) Security
(5) Account
(B) COMMON MANAGEMENT COURSE CONTENTS
(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
(C-1) COMMON MANAGEMENT METHODOLOGIES- OPERATIONS MANAGEMENT
Organizational Systems and Process
Work Flow Management
Project Management
Quality Assurance
Documentation and Records
IT in Operations and Management
(c-2) FINANCIAL MANAGEMENT
The Profit and Loss Statement
The Balance Sheet
Financial Ratios and their Applications
Cash Flow and Management of Working Capital
Costing
Budgets
(c-3) MARKETING MANAGEMENT
Overview of Marketing
Understanding Consumer Behavior
Market Research
Market Segmentation
Product Portfolio
Developing Marketing Strategies
The Marketing Process
The Selling Process
(c-4) HUMAN RESOURCE MANAGEMENT
Organization Structure
Employment Procedures and Conditions
Deployment and Supervision
Performance Appraisal and Counseling
Training and Development
Organization Development
(c-5) MANAGEMENT INFORMATION SYSTEM
Facts (Generated, stored and retrieved)
System (Integrated analysis procedures)
Communication
Decision
Manager
Instructions,
Targets,
Responsibilities
Measuring
Control
Exceptions
(D-1) PLANNING MANAGEMENT
(Source:-MANAGEMENT CONCEPTS AND APPLICATION,
2ND EDITION, STEPHEN P. ROBBINGS 1988.
PAGE 149, PLANNING}
(1) Planning is a process of determining objectives and the way these objectives can best be achieved.
(2) Planning gives direction, reduces impact of change, minimize waste and redundancy and sets standards to facilitate control.
(3) 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.
(4) Directional plans are preferred over specific plans when uncertainty is high and when organization is in its formative and decline life-cycle stages.
(5) 5 Contingency factors in planning: (1) Size of organization (2) ManagerÂ’s level in organization (3) Life stage of organization (4) Degree of environmental uncertainty (5) Length of future commitment.
(6) A manager should plan just far enough ahead to see through those commitments he or she makes today.
(D-2) BY PLANNING STEPS
(1) Being aware of opportunities: setting realistic objectives depends on this.
(2) 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.
(3) 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?
(4) 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.
(5) 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.
(6) Lack of planning coordination through use of manager of different sets of premises can be extremely costly to a company.
(F) BREAKTHROUGH APPROACH
Wide-ranging macro-level management skills are imparted by management writers and researchers to differentiate between various needs in practical result-oriented management approaches.
ADMINISTRATIVE, TECHNICAL AND SPECIALIST SKILLS
There is an unending array of administrative and technical management skills to suit different situations as given below:-
Managing TodayÂ’s IT and Technical Professionals
Managing a World-Class IT Department
Information Technology for the Non-IT Executive
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
OTHER MANAGEMENT SKILLS AND KNOWLEDGE
Other technical detailed functional knowledge are regularly taught in certain areas:-
A ManagerÂ’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:
There is a lack of standardized and integrated management tasks and implementation processes which can be applied in practice to actual practical management by staff.
No wonder management students are bewildered by great varieties of management methodologies and widely differing variations in contents.
NEEDS AND ASPIRATIONS IN MANAGEMENT
(1) Need to define tasks in simple follow-through steps which are easily understood and performed by all across all jobs and industries.
(2) Need to integrate into the daily tasks all desired goals, policies and quality-time-cost controls and macro- and micro-decisions which can be performed easily with minimal instructions and interventions like the computerized lego-like process applications.
(3) Need to integrate desired Financial Control, Human Resource skills, Marketing strategy, Project and Engineering solutions, etc into one unified whole connected or integrated into daily works of staff so as to implement all decisions and policies without complexities.
(4) Need to avoid ad hoc, judgmental and intuitive conceptual methodology in order to upgrade management efficiency and productivity.
......................................................................................
OSP is the first hands-on management process which translates concepts and theories founded on researches into attainable follow-through work processes being performed by staff as part of their daily routines with solutions to problems, objectivity and good corporate governance.
Hence, OSP divides tasks universally in 4 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),
Based on the above-stated 4 task-step an enterprise is now easily set up as follows:-
(1) An Organization Structure, (Departments and personnel)
(2) Assign roles and duties of departments and staff,
(3) Set up Controls, coordination, for corrections of deviations and results.
ADMINISTRATIVE FORMS
All tasks in any management environment may be arranged in processes contained within forms and work forms incorporating in-built quality-time-cost controls, coordination and knowledge application at all levels.
These divisions and sub-divisions of tasks into component attainable sub-tasks easily monitored by in-built quality-time-cost controls or parameters are controlled from an OSP Processing File List.
WORK FORMS - LAID IN 10 DEPARTMENTS
All detailed functional tasks are universally set up in 10 departments:-
1.(General) 2.(Human Resource) 3.(Revenue) 4.(Accounts) 5.(Marketing) 6.(Services-all outsourced activities) 7.(Facility) 8.(Enforcement) 9. (Production) 10.(Compliance).
A Call Centre is set up to monitor and oversee entire tasks communicated in hands-on task-lines with auto-corrections as follows:-
1. Each department is set up as 3-4 Core Activities.
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 core activities as "1" for non-attainment, "2" for attainment and "3" for excellence.
Through the above-stated processing methodology all tasks are performed with efficiency with variances or "1" in two-way communication task-lines with self-corrections by each department.
COORDINATION AND KNOWLEDGE APPLICATION THROUGH CALL CENTRE
Call Centre processing of tasks ensures efficiency to meet planned criteria on expenditure, cost saving, revenue collections, marketing, enforcement, and logistics etc.
The bosses will then be able to maintain proactive hand-on controls to reach results with coordination, knowledge application and corrective actions at three levels, viz:
Level 1: Management Report (call centre)
Level 2- Department reports – oversee operations giving variance feedbacks.
Level 3 - Work forms - sequential knowledge application.
FINAL GOAL - ORGANIZATIONAL EFFICIENCY
In addition, an unifying Clearance Form ensures coordination of all operations e.g. housekeeping, security, logistic and operational departments to attain organizational efficiency.
Hence, management is no longer conceptual or ad hoc as any business can now be efficiently and productively managed in 4-step 10-department Call-Centre Process Management to increase efficiency and productivity and company profitability.
KEY STEPS:-
To start your process management, first take the following actions:-
(1) Identify the administrative forms and work forms as elaborated in the foregoing and set up a call centre under the control of OSP File List for call-centre processing.
(2) Process all tasks in simple input-output processes through administrative and work forms.
Note: “Objective-Steps Processing Management System” is a book published by Robert Teh Kok Hua. Enquiry: Tel: 63565622; Email:[email protected]
Note: “Objective-Steps Processing Management System” may be purchased from author Robert Teh Kok Hua at S$25 per copy, FULL set of administrative and work forms is available at S$10 per copy. Enrol for OSP course at S$50 per two hour session and S$3,000 per full-set_up package. Enquiry: Tel: 63565622; Email:[email protected]
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START YOUR OWN HANDS-ON CALL-CENTRE PROCESS MANAGEMENT
This Topic is dedicated to the following:-
(1) Bosses who wish to increase their business profitability or improve on their work performance?
(2) White-collar workers' retraining
(3) Remaking of enterprises to meet ongoing challenges in the third wave.
Learn to process tasks through a call centre from the OSP Process file-list, viz:-
(1) Level 1 - OSP Process File List
(2) Level 2 - Administrative Forms
(3) Level 3 - WORK FORMS (Hands-on overseeing of operations)
All you need to do is to identify your key tasks and lay them out in forms (administration) and work forms (operations) for processing in input task-lines closing each task-line 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 task-line - documentation no.
(5) Output or Closing task-line. - documentation no.
Compile forms and work forms as shown in OSP Process Filelist. (see tables/slides as posted at www.managefranchise.blogspot.com).
OVERSEEING WORK PROCESSES FROM OSP PROCESS FILE LIST
Once you have set up the above-stated forms and work-forms you are ready to attain efficient and creative management with coordination and knowledge application under control of OSP Process File List.
Typical OSP Process File List entries:-
(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.
(5) Administration step:4X/YY/file no./dept report (OSP process control)
(6) Administration step: 4X/YY/file no./work form no.(OSP process control)
You may now begin to process tasks in 4 OSP steps:
(1) Study of Ideas,
(2) Enquiry,
(3) Securing Contracts and
(4) Contract Administration (Operations or project management) for follow-through participative implementation.
As an example, you can process "Quotation" set up in administrative forms incorporating in-built requirements 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.
You can follow up quotation by processing it in form (purchase order) or relevant standard forms of contract.
After contract, you can process all tasks in in-out WORK FORMS at operation level with hands-on controls to attain results.
2-WAY COMMUNICATION TASK-LINE
All detailed or operation activities in any business are basically contractual activities easily set out in routines for project or contract administration.
Every Friday, each functional department will now be able to provide feedbacks from work forms in 4-part TASK-LINE in ten departments:-
1.(General) 2.(Human Resource) 3.(Revenue) 4.(Accounts) 5.(Marketing) 6.(Services-outsourced activities) 7.(Facility) 8.(Enforcement) 9. (Production) 10.(Compliance).
CORE ACTIVITIES AND PARAMETERS
Core activities are processed with quantified feedbacks e.g. “1”(not attained), “2” (attained) “3” (excellent).
Call Centre and empowers staff to take corrective actions necessary to solve their own problems and correct shortcomings at all levels.
OSP today is a computerized in "access" Management Report (Call Centre) and Budget Control Work Form to integrate the whole organization and regional offices.
The board of directors or management is no longer complex or conceptual but is able to empower all staff to process tasks in Call Centre and Budget Control Work Form affording accountabilility and transparency for the whole organization.
Don't wait till it is too late when your enterprise have already lost valuable time and resources to others. Get a user licence at a nominal fee from the author and start processing your tasks from the call centre today to double up your profits or productivity.
You will not regret reading this site ever !!! because you stand to benefit from setting up such a user input task-line vs closing task-line call centre processing to solve many management problems you never dream of solving until you try this yourself.
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HOW TO OVERSEE TASKS FROM CALL-CENTRE?
How to oversee tasks in 4-step administrative forms and work forms?
Confirm task being performed by "input no." and "output no." based on OSP Process File List.
ADMINISTRATION
Process tasks in 4 steps:-
step 1 "study of idea" submission forms,
step 2 in "enquiry" (or quotation) forms
step-3 in standard "contract" forms.
Each processing is carried out in sequence of:-
"Input No." (Input task-line)
"Documentation processes"
"output no." (Closing task-line)
MONITORING TASKS FROM CALL CENTRE:
Process detailed functional tasks in 10 departments for focused and consistent performance by all staff.
Set up detailed functional tasks as sets of 3-4 core activities with in-built quality-time-cost control on Work Form and record performance status "1" (non-attained), "2" (attained) and "3" (excellent) communicated in the department report.
For example, you could set up detailed functional tasks in service-cleaning department one-page Department Reports (Service-cleaning) to oversee cleaning with quantified feedbacks in sets of core activities as follows:-
(1) 1st Column : set Core Activity 1 "Cleansing" - assigned Parameters (a) area (b) medium (c) timing
(2) 2nd Column : set Core Activity 2 "Chemical/Agent" - assigned Parameters (a) area (b) medium (c) timing
In accounting, similarly you can oversee all detailed functional tasks with control of Work Form i.e. Department Report (Acc) generating quantified feedbacks:-
(1) Posting (a) accuracy (b) system integrity
(2) Invoicing (a) accuracy (b) system integrity
(3) Revenue (a) accuracy (b) recovery.
The Work Forms produce feedbacks of : "1" for "not attained", "2", attained and "3" as excellent allowing staff to take actions on core activities.
You are now overseeing the entire enterprise in a cause-effect manner with hands-on quality-time-cost cpmtrol, coordination and knowledge application by all staff to reach economic competitiveness.
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HOW TO BE EFFICIENT, PRODUCTIVE, COORDINATE AND APPLY KNOWLEDGE
How do you perform tasks to attain the following:-
(a) cost/value,
(b) quality-time-cost criteria, coordination and knowledge application.
More often than not, workers would only understand their own immediate or personal efficiency but not organizational efficiency or competitiveness.
It is easy for workers to understand their own individual talents, personal efficiency, which tend to be erratic and random or intuitive.
Yet, in today's fast-paced technological world, workers are exposed to global competitions, in areas of new technology applications, innovations and value-adding efficiency by increasingly competitive world workers.
How can you or your enterprise compete or stay efficient and productive and add values, coordinate and apply knowledge to keep up with such fast-paced changes due to technological advancements.
The basic problem has been and always will be : "how to be competitive", "how to innovate" and "how to motivate the workers to get them to apply knowledge and be more competitive".
OSP Process Management is committed to answering the "how" and not the speculative theoretical or conceptual approaches or assumptions.
By dividing tasks into small and attainable ones OSP process management facilitates decisions, follow-through implementations and self-regulated corrective actions empowering workers to do so at all levels.
Ask yourself this question: how are you to achieve any success in whatever you are doing without setting directions and performing tasks in established processes so as to encourage workers to follow through the decision and implementation to achieve results?
How can you set up your SOP and ISO processes if the processes are merely presentations and reporting after the events and unrelated and unconnected to logical follow-through efficiency, results, coordination and knowledge application ?
Start today and be efficient and productive and process all tasks through the call-centre process management.
Check out the results after 3 months. Share your experience with me Robert Teh Kok Hua at: [email protected]
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HOW TO APPLY KNOWLEDGE THROUGH OSP WORK FORM
Why do you need a work form?
How do you get employees to apply knowledge in the fast-changing technological environment of today?
There are two practical reasons to set up work processes in a work form:
(1) Workers tend to perform tasks intuitively or by habits.
(2) Sequential work processes linked to quality-time-cost controls will prompt the workers to use their knowledge to complete works with lego-like final results.
In addition, workers will strive to work on new technologies and innovations overtime through using incremental on-the-job knowledge innovatively or creatively.
OSP work form processes lay out the knowledge application in sequence of design (body), starter, power, fluid, output and parts, so as to guide workers to apply knowledge on actual work processes.
All works and services can be arranged in sequential "In-Out" work flow to facilitate such knowledge-intensive efficient quality-time-cost performance.
In this way, all productions and operations in business enterprises will steer a clear direction to innovate and apply knowledge at practical level.
This will then encourage Proactive problem solving, and avoiding fault-finding or fire fighting ?
If you are content with status quo, and are you satisfied with intuitive and ad hoc management with staff not knowing how to set up work processes for easy implementation with consequent duplications and even missing files, records, wastages, idling, overlapping duties and roles and conceptual and complex management overwhelmed by self-centredness, malpractices and losses.
Finally ask yourself : have you designed work procecesses with in-built quality-time-cost processes to facilitate attainment of results?
If you have not set up works and services in processes try to do so by following the form- and work-form processes in 4 OSP steps ...study ideas, make enquiry, secure contracts and administer contracts...and provide guidance to empower ongoing efficient performance with coordination and knowledge application?
At the detailed operation level, lay out all detailed work processes in sequential input-output workflow:-
(1) INPUTING
(a) Design Reading
(b) Actual Reading
(c) Final/Adjusted Reading
(2) OUTPUTING
(d) Adjusted: Yes/No
(e) System Checked: 1, 2, or 3
When works are so pre-planned they will then be performed with coordination and knowledge application monitored from the call centre with "1" , signifying "not-attained"; as "2" as "attained" and "3" as "excellent".
HOW TO CLOSE VARIANCES FROM MR
Such variances or "1"s are noted in 4-part coded taskline/partline in the CALL-CENTRE MR in a 2-way communication with HQ or Administrative Office.
In a highly competitive world, workers could either compete on coordination or knowledge application relating to their particular tasks or trades. These are now laid out in Work Form daily with inputs from environment.
Your enterprise will soon attain consistent and focused hands-on macro-micro management within 3 months of processing management.
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WHAT IS YOUR PLAN TO TURN AROUND COMPANY "A" SUFFERING LOSSES?
Company "A" has been making losses over many years.
What will be your plan and actions to help turn around Company "A" to survive the increasing competitions through your own past experience or some intuitive judgmental solutions ?
.................................. 3 months later ..................................
Qn (1) : Do you see solutions through improved products or services?
Ans: If this is the solution, do you have any practical plan and work processes that will cut down inevitable downtime, idling among staff, due to unclear work processes or double-handling? How would you tackle lack of follow-through processes that cause wastages? How would your increase knowledge applications and innovation, efficiency or productivity. How would you get marketing department to focus on serving customers and understand their needs etc and Salvage every deal and every customer with improved performance ?
Qn (2) : Do you have solutions to upgrade business prospect?
Ans: If you have such solutions, how do you get staff of Company "A" to make them carry out all tasks with efficiency, add values to works, services and coordinate among functional departments ?
Qn (3) : Do you have solutions to add values to product or service ?
Ans: If you have such solutions, how do you get staff to study and come up with competitive New models, new product differentiations, focus and consistency to achieve 4-P and new marketing channels, or New pricing strategies and New methods, with less costs and higher profits?
Qn (4) : Do you have solutions to marketing, production or investment problems?
Ans: If you have such solutions, how do you propose to manage "Company A' based on overall Holistical marketing plans and implement them to get responses and follow up to retain customers with better performance.
Any coordination and knowledge application or innovations under hands-on guidance as provided by OSP Process Filelist to sustain efficiency and productivity at all levels with self-regulated corrected actions.
Read "How to set up Call Centre to monitor tasks" again to check the validity of the above-stated solutions.
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HOW TO SET UP CORE TASKS TO PERFORM THEM WITH FOCUS AND CONSISTENCY IN EACH DEPARTMENT?
A business enterprise has many functional tasks e.g. accounting, revenue, enforcement, services, facility, human resource, marketing, production, government/compliance and general administration.
To be competitive, every one of these functional tasks are to be performed with coordination and knowledge application.
How do you ensure such coordination and knowledge application?
In OSP, after tasks are set up in 4 OSP Steps i.e. (1) ideas, (2) active enquiries,(3) negotiating contracts and (4) Administer contracts, it remains for the operations or contractual activities to be set up in the form of departmental core activities so as to attain coordination and mass practical knowledge application.
Only when multi-functional operations are performed with consistency and focus will the organization attain competitive organizational efficiency.
How would an enterprise compete based on judgmental assumptions or theoretical concepts of all kinds which often only cause complexities and uncertainties if not office politics and fire fighting?
To attain competitive management, the managers should organise tasks in logical component processes in every major or active department.
Tasks can then be easily delegated to respective departments in a workflow with coordination of execuation and practical knowledge application.
Supervisions should be carried out systematically following through objective component processes and checking on quality-time-cost compliance.
Objective-Steps Processes once laid down require little efforts to sustain them other than regular consistent and focused performance.
All the supervisors need to do is to use the Department Report as checklist to check quality-time-cost compliance to maintain standards.
By way of an example, the manager can set up a marketing department thus:
Select the following as Core Tasks:-
(1) Customer's need,
(2) Price/cost,
(3) A&P program,
(4) Call-list.
Assign quality-time-cost criteria to (1) customer's need e.g. (a) value (b) functionality
Assign quality-time-cost criteria to (2) Price/Cost (a) Price Sensitivity (b) Sale Volume
Assign quality-time-cost criteria to (3) A&P Program (a) Marketing 4P (b) Forecast
Assign quality-time-cost criteria to (4) Call-list (a) Orders (b) Calls.
The primary tasks or core activities should be performed with focus and consistency. The enterprise should maintain motivation by empowering operational staff to coordinate among themselves and apply knowledge to attain results and goals.
Test out your company to see if it can follow through tasks by delegating them for core-activity quality-time-cost supervisions in manageable component processes.
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HOW TO CONDUCT A MANAGEMENT AUDIT?
Compile a checklist on the following :-
(1) Kinds of instructions by superiors.
(2) What would be done if instructions are not given.
(3) Instances tasks carried out independently, with results, why?
(4) Results where tasks are performed with coordination and knowledge application?
(5) How new employees are trained?
(6) Root causes of fire-fighting, fault-find and office politics.
(7 ) Instances of missing records, files or over-lap in filing ?
(8 ) Degree of process accountable or objective monitoring and assessment ?
Are you satisfied with answers to any of the above-stated 8 questions?
Are you satisfied with level of delegation, accountability and transparency?
How does intuitive or ad hoc management help in overcoming problems, uncertainties and complexities?
If you think intuitive or ad hoc management has produced efficiency and productivity or creative management, how does it help to attain results?
Come up with your own solutions to solve any of the above-stated 8 problems after 3 months.
Have you solved the problems e.g. upgraded efficiency and productivity or motivations of the staff to make the difference to your enterprise success?
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HOW TO SET UP A MANAGEMENT STRUCTURE?
You can structure your company in the following steps:-
(1) Determine activities
(2) Group in Departments
(3) Assign each group to manager
(4) Delegate Authority
(5) Coordinate, vertically and horizontally
(6) Organizational Chart
Assuming you have set up the roles, duties and responsibilities as above-stated, you are a long way from attaining efficient and productive management.
For example, would the staff be able to follow through tasks without unnecessary waiting for instruction, idling, wastages, coordination, or workers' knowledge applications? How would they attain profitability and competitiveness?
What are some of the missing links ?
.....Ponder over above-stated question and revisit matter 3 months later....
Qn: How do the staff and departments work with efficiency and coordination?
Ans: Tasks would remain complex and uncertain without clear logical follow-through implementation processes.
Qn: How to carry out tasks in logical follow-through processes without complexities and uncertainties or instructions?
Ans: Without clearly established implementation processes being laid down all tasks will remain conceptual and complex as the goals and intuitive instructions and assumptions behind all the decisions.
The frequent reliance on personal judgmental decisions of the managers usually create many untold problems posing a source of delay affecting company bottom line in terms of lost wages, rental and overhead.
Solutions: Read "How to set up Call-centre process management" again to familiarise yourself with OSP administrative and work forms (delegated in forms and Departments)
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