Objective-Steps Processing Management System
Hello all forumnites,
Process Management : Objective-Steps Processing Management System
In the knowledge-based environment of today, it will be unrealistic to manage tasks or businesses on individual abilities or talents.
Unless works are performed in participative processes it will be impractical to motivate or expect staff to contribute their knowledge to attain goals and results.
Very often many tasks and decisions or policies of the management remain complex, conceptual that cannot be carried out in follow-through processes.
OSP is the only management system or process where tasks are clearly defined in processes within well established departments aided by quality-time-cost parameters, to facilitate performance, supervision, feedbacks and corrective actions to reach results.
Works are essentially divided in processes comprising four essential steps: ideas, enquries, contracts and contract administraion. Operations are divided in follow-through contract administration activites easily performed by all to attain defined targets and results.
Such contractual or operational activities are laid down and performed in sequential processes. All tasks, ideas, policies and decisions are processed without being stalled by assumptions, concepts or rhetorics.
All staff will be guided by processes to support the management to get tasks done and decisions carried out with accountability and transparency too.
Come and learn how to process your works or businesses to attain efficiency and results whatever you may be doing No obligations!!
[This message was edited by robertteh on 2005-05-02 20:50:32.]
objectivestepsprocessing
robertteh
Member
Joined: 09 Jul 2004
Posts: 2030
Send Message 16 August 2004 · 09:46 PM
MANAGEMENT FOR EVERYONE - OSP:
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.”
In the real world, many people would manage tasks in an ad hoc or conceptual manner e.g. leadership or talents instead of result-oriented work processes.
Without implementation processes being laid out all tasks would be based on ideas, concepts, policies and goals which will remain complex, uncertain, abstract rhetorics.
In addition to the above-mentioned problems, created by ad hoc and unplanned conceptual management habits, as revealed by the Asian Financial Crisis and major corporate malpractices arising therefrom, common management concepts and assumptions like leadership, talents, Asian values etc are ingrained in self-centeredness, the root causes of malpractices leading to collapses of financial systems and massive corporate malpractices.
The diverse management systems and concepts taught in management courses e.g. Neurological systems, Management-by-objective, Taylorism, FAYOL, Standard Operating Procedures (ISO), Organization theory etc are moreover not capable of being processed or applied in actual work performance.
In the knowledge-based fast-paced business environment of today, it will be increasingly impractical and unrealistic to involve staff in contributing to efficiency through knowledge application without tasks being laid down in processes that can be participated in by the staff.
Ad hoc leadership or abstract approaches are liable to uncertainties and complexities as well as malpractices.
It has been increasingly demonstrated that processes as designed within computerized applications, or automation lead to independent work performance and efficiency. No matter how complex is a task it can be divided or defined in smaller component parameter-controlled processes to facilitate self-regulated performance and attainment of results.
OBJECTIVE-STEPS PROCESSING (OSP) the world first process management divides tasks into four steps: (1) Study of Ideas, (2) Enquiry, (3) Securing Contracts and (4) Contract Administration (Operations or project management) for follow-through implementation.
Routine business operations can be so divided to be performed automatically by staff without or with minimum supervision in scheduled quality-time-cost functional departments, viz:-
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
Each functional division can be set up thus:-
1. Department Report defines core activities in each division operations.
2. Divide each division in 3-4 core activities and assign 2-3 quality-time-cost parameters to each core activity.
3. Process core activities in detailed sequential time-based knowledge-application work forms.
TRACKING OF PERFORMANCE THROUGH CALL CENTER
A call center can be set up to coordinate administration and operations in two-way communication tasklines with self-corrections of quantifed performance variance feedbacks given in: “1”(not attained), “2” (attained) “3” (excellent) to attain self-motivated knowledge application at three levels, viz:
Level 1: Management Report - coordinating call centre;
Level 2- Department reports – oversee operations;
Level 3 - Work forms - knowledge application.
FINAL GOAL - ORGANIZATIONAL EFFICIENCY
Hence you can carry out all works and services in follow-through processes to motivate their staff to attain goals in self-regulated corrective actions. Don’t wait until it is too late ?
Note: Copyright of Robert Teh Kok Hua as published in "Objective-Steps Processing Management System". (available at national library). Its synopsis "Practical Productivity";; was published in the Straits Times on 27.12.2004. emai:robertkhteh@hotmail.com.
(amended on 1.5.2005)
Process Management : Objective-Steps Processing Management System
In the knowledge-based environment of today, it will be unrealistic to manage tasks or businesses on individual abilities or talents.
Unless works are performed in participative processes it will be impractical to motivate or expect staff to contribute their knowledge to attain goals and results.
Very often many tasks and decisions or policies of the management remain complex, conceptual that cannot be carried out in follow-through processes.
OSP is the only management system or process where tasks are clearly defined in processes within well established departments aided by quality-time-cost parameters, to facilitate performance, supervision, feedbacks and corrective actions to reach results.
Works are essentially divided in processes comprising four essential steps: ideas, enquries, contracts and contract administraion. Operations are divided in follow-through contract administration activites easily performed by all to attain defined targets and results.
Such contractual or operational activities are laid down and performed in sequential processes. All tasks, ideas, policies and decisions are processed without being stalled by assumptions, concepts or rhetorics.
All staff will be guided by processes to support the management to get tasks done and decisions carried out with accountability and transparency too.
Come and learn how to process your works or businesses to attain efficiency and results whatever you may be doing No obligations!!
[This message was edited by robertteh on 2005-05-02 20:50:32.]
objectivestepsprocessing
robertteh
Member
Joined: 09 Jul 2004
Posts: 2030
Send Message 16 August 2004 · 09:46 PM
MANAGEMENT FOR EVERYONE - OSP:
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.”
In the real world, many people would manage tasks in an ad hoc or conceptual manner e.g. leadership or talents instead of result-oriented work processes.
Without implementation processes being laid out all tasks would be based on ideas, concepts, policies and goals which will remain complex, uncertain, abstract rhetorics.
In addition to the above-mentioned problems, created by ad hoc and unplanned conceptual management habits, as revealed by the Asian Financial Crisis and major corporate malpractices arising therefrom, common management concepts and assumptions like leadership, talents, Asian values etc are ingrained in self-centeredness, the root causes of malpractices leading to collapses of financial systems and massive corporate malpractices.
The diverse management systems and concepts taught in management courses e.g. Neurological systems, Management-by-objective, Taylorism, FAYOL, Standard Operating Procedures (ISO), Organization theory etc are moreover not capable of being processed or applied in actual work performance.
In the knowledge-based fast-paced business environment of today, it will be increasingly impractical and unrealistic to involve staff in contributing to efficiency through knowledge application without tasks being laid down in processes that can be participated in by the staff.
Ad hoc leadership or abstract approaches are liable to uncertainties and complexities as well as malpractices.
It has been increasingly demonstrated that processes as designed within computerized applications, or automation lead to independent work performance and efficiency. No matter how complex is a task it can be divided or defined in smaller component parameter-controlled processes to facilitate self-regulated performance and attainment of results.
OBJECTIVE-STEPS PROCESSING (OSP) the world first process management divides tasks into four steps: (1) Study of Ideas, (2) Enquiry, (3) Securing Contracts and (4) Contract Administration (Operations or project management) for follow-through implementation.
Routine business operations can be so divided to be performed automatically by staff without or with minimum supervision in scheduled quality-time-cost functional departments, viz:-
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
Each functional division can be set up thus:-
1. Department Report defines core activities in each division operations.
2. Divide each division in 3-4 core activities and assign 2-3 quality-time-cost parameters to each core activity.
3. Process core activities in detailed sequential time-based knowledge-application work forms.
TRACKING OF PERFORMANCE THROUGH CALL CENTER
A call center can be set up to coordinate administration and operations in two-way communication tasklines with self-corrections of quantifed performance variance feedbacks given in: “1”(not attained), “2” (attained) “3” (excellent) to attain self-motivated knowledge application at three levels, viz:
Level 1: Management Report - coordinating call centre;
Level 2- Department reports – oversee operations;
Level 3 - Work forms - knowledge application.
FINAL GOAL - ORGANIZATIONAL EFFICIENCY
Hence you can carry out all works and services in follow-through processes to motivate their staff to attain goals in self-regulated corrective actions. Don’t wait until it is too late ?
Note: Copyright of Robert Teh Kok Hua as published in "Objective-Steps Processing Management System". (available at national library). Its synopsis "Practical Productivity";; was published in the Straits Times on 27.12.2004. emai:robertkhteh@hotmail.com.
(amended on 1.5.2005)
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