PRACTICAL GUIDE TO EFFICIENCY AND PRODUCTIVITY

robertteh SG

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.

http://www.imbuddy.com

robertteh SG

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.

http://www.imbuddy.com

robertteh SG

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.

http://www.imbuddy.com

robertteh SG

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?

http://www.imbuddy.com

robertteh SG

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)

http://www.imbuddy.com

robertteh SG

HOW DO YOU ENPOWER THE PEOPLE TO COMPETER?

We all know you have many elites joining the party with the assumption that they are well educated to govern the country.

Just a simple question, do you have one elite among so many who know how to empower the people to apply practical knowledge and training to make the economy competitive again.

If there is such an elite among so many who can do so, let him show us all Singaporeans how will he propose to the PM to decentralise the concentrated power of the cabinet to the whole team and the entire government and civil servants so that they together can lead the younger generations to success.

Such empowerment should also do away with petty controls and regulations from behind the scene by any one without good accountability for such hidden instructions or wishes.

How do you Empower the staff and Singaporean workers to apply their respective knowledge or skills?

If you have to instruct yuor staff how to perform their tasks ever so often how could you sustain efficiency and productivity in the longer term?

Remember, the leaders' past habits and practices of influencing ministers and staff from some conceptual leadership and talent approaches have faile to upgrade Singapore's economy to value- or technology-driven model for many many years now.

The new MPs and Ministers should sit up and get their acts together to demand change to such past conceptual over-bearing arrogant assumptions in leading Singapore in the new age.

It is not a matter of engaging more internationally renown gurus to give talks or provide more training now as such actions have been tried many times at great costs but have also failed to remake Singapore economic model or strategy for years.

What Singapore needs now is new leadership who can produce results performed with hands-on result-oriented accountable good corporate governance.

It is critical to use our manpower and empty land and empty factories and $200 billion surpluses as resources to turn around the economy to value-adding technology-driven model which the leaders have carefully avoided mention in recent years. Perhaps as lawyers and inexperienced corporate people, they are without views or passions in such areas and are waiting for further meetings and instructions.

It is critical to oversee tasks on the simple short-rein 3-level monitoring as seen below:-

Level (1) CALL CENTRE (Management Report)
Level (2) Department Reports or Forms. (Supervision/Feedbacks)
Level (3) Work Forms(Knowledge application)

Instead of telling all the ministers to come up with more and more ideas and some conceptual thinking, just attend to all existing unfulfilled policies and objectives with in-built coordination and knowledge applications through one-page Management Report (MR) in documentation thus:-

(1) Serial No. (2) Date (3) Code [Dept] (4) In - input (5) Out - Output.

Each minister should follow through all major challenges consistently with focus and oversee the whole tasks in sequence of "input" and "output" through call centre administrative and work forms. There is no workload created but only results and attainments coming through being hands-on and guided processes keeping track of doable and attainable actions.

Ministers should show all the status of performances and attainment through the Call-Centre OSP Process File List to the whole cabinet and finally be accountable to citizens of non-actions or failures.

http://www.imbuddy.com

http://www.findSingapore.net/forum Laughing

robertteh SG

A FINAL REVIEW OF YOUR COMPETITIVENESS (EXAMPLE-MARKETING DEPARTMENT)

In the previous posts, you have reviewed the existing common approaches in managing a business : (1) secrets of success, (2) conceptual and judgmental management, (3) planning and organizational structural approach (4) organizational charting. Have you come across any other methods which will better assure you of success in running your company?

If you have not any particular methods, are you so far satisfied with your existing company performance method.

Now, to answer this question, take a close look at your company's competitiveness in one specific area (marketing) as follows:-

(1) By products differentions or value-adding strategies etc ?

(2) By increasing its quality, efficiency and productivity through SOP?

(3) By effective delegations, coordination and applications of knowledge by staff ?

Is your company competitive? Is it efficient and productive? Is it able to survive in the ongoing competitions? Who can do anything about these?

....................................... 3 month's later ...................................

DEPARTMENT REPORT (MARKETING)

Is your Marketing Department properly assigned with roles, duties and responsibilities?

Do you assign marketing core tasks :

(1) Customer's Needs set criteria (a) product differentiation (b) values
(2) Price/Cost set criteria (a) price/volume analysis (b) cost/price ration
(3) A&P Program 4 Ps set criteria (a) promotion (b) place
(4) Call List set criteria (a) interest list (b) call list.

Is your marketing staff able to carry them out without waiting for instructions.

If the answers to the above-mentioned is not certain or a qualified "yes" then it is about time to review your company method of running its business.

Call Centre (Management Report), assigns all marketing tasks roles and doables in logical work processes which will point to marketing staff the direction to go daily, weekly and monthly.

Job status in quantified feedbacks will prompt marketing staff to perform tasks creatively with coordination and knowledge application at all level generating feedbacks (1=non-attained, 2=attained and 3=excellent) for auto-corrective actions in a two-way communication using the 4-part tasklines.

CEO will now be able to take care of your functional multi-tasks e.g. accounts, human resource, production, services etc to attain organizational efficiency, competence, talents etc.

Through process management, tasks will be performed efficiently with each staff and department answering to their roles, duties and responsibilities with accountability and transparency while holistically managing the entire company business and motivating and empowering all staff at all levels to increase your company's competitiveness. You will see the difference !!!

http://www.freeimages.co.uk

robertteh SG

ARE YOU READY TO EXPAND YOUR BUSINESS

In time, a business may need to expand business overseas or compete with low-cost centres.

Let's take a look at your company's internal efficiency or whatever your resource or other advantages,your products, services or management to offer them to other investors or host countries?

Do you have any special management advantages in any of the ten 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).

(1) Have you set up your special competitiveness in your Production Department to oversee core activities e.g. manpower, resources, locational advantages, labor costs or other opportunities?

(2) Have you the ability to oversee the entire Cashflow, financial integrity, and revenue recovery?

DEPARTMENT REPORT (SERVICE - TECHNOLOGY/R&D)

(3) Have you set up your Service Department (Technology or R&D) to oversee core activities e.g. latest technology model, hardware and software development.

DEPARTMENT REPORT (MARKETING)

(4) Have you developed an extra edge in your Marketing Department to oversee core activities e.g. Customer's needs/values, price/cost, A&P - 4 P (product differentiations or technology excellence) due to your research and development ?

(5) Have you set up work processes for each department and communicate regionally with coordination and practical knowledge application via the HQ Call Centre with corrective actions taken on any quantified variances?

Before going regional, you should evaluate your strengths and weaknesses and take actions to equip your enterprise with above-stated management expertise or technological excellence.

For practical solutions to problems, read the "Call-Centre Objective-Steps Processing Management" as elaborated in the foregoing.

Call centre process management is now computerized to facilitate regional supervisions and coordination of entire enterprise to take advantage of inherent regional opportunities.

http://www.channelnewsasia.com

http://www.animations.com

robertteh SG

WHY DO YOU NEED A CALL-CENTRE OSP PROCESSING FILE LIST

In your ongoing review of your company performance, have you come across any of the following problems?

(1) Missing files or records.

(2) Overlap of duties among staff.

(3) Delays and idling on works.

(4) Detailed instructions to staff.

(5) Loss of competitiveness of products or services.

(6) Inefficiencies and wastages.

(7) Complaints and customers' dissatisfaction.

How do you intend to solve such problems?

.......................................... 3 months later ....................................

OSP PROCESS FILE LIST

Try to plan out your OSP documentation Work Processes in 10 OSP Operational Department as elaborated in the foregoing.

(1) To avoid duplication
(2) To delegate tasks according the OSP FileList.

By adopting OSP Process File List, you can avoid missing files or records as well as misallocation of tasks and resources because task processes in OSP are non-overlapping and well established according to documentation nos. of administrative and work forms.

You will be well on the way to upgrading your work efficiency and productivity with the adoption of the work processes under the coordination of OSP Processing File List.

You will be on the way to overseeing tasks on a 3-level Process Management (MR/DR/WF) and delegate tasks to departments effectively.

By reviewing your files and records you will next learn to lay out tasks for processing via the Call Centre. good luck !!!

[url[/url]

crazy monkey SG

because...

robertteh SG

Dear Crazy Monkey,

Aiyah, you can choose not to read lah. Keke what !!! By the way, who sent you and what is your agenda ? Shit#[email protected] you bumped up my post again !!! Laughing

[url[/url]

robertteh SG

INTUITIVE OR AD HOC MANAGEMENT - THE COMMON PRACTICE

Which is more important - having good idea or good implementation ability?

In the normal running of a business, the enterprise will be looking for good managers to direct the staff in carrying out diverse duties and works and services in an intuitive or ad hoc manner:-

INTUITIVE LEADERSHIP RHETORICS

(1) Ideas, (2) Meetings, (3) Discussions (4) Decisions, (5) Policies (6) Guidelines, (7) Programs (8 ) Proposals (9) Plans - Are these ideas or decisons manageable or doable?

(2) Making of various decisions, plans, and programs and passing them to staff to carry out in an ad hoc manner.

POLICIES AND DECISIONS

There will be many meetings, discussions, policies and decisions. How often will the senior staff follow through these decisions and policies and take responsibilities to implement them to reach goals and results?

ATTITUDE TOWARDS IMPLEMENTATION

Many bosses and managers would not be responsible for implementation which is often left to the ingenuity of the middle or lower management.

Moreover without work processes and steps, many operational problems will have to be resolved with further meetings and instructions, causing idling, time-wasting and delays.

OSP WORK PROCESSES - CALL-CENTRE PROCESS MANAGEMENT

OSP is a planned process management where tasks are arranged in smaller attainable steps which translate ideas and policies into doable and clearly defined steps and work processes:-

(1) Ideas/programs
(2) Enquiries,
(3) Securing Contracts
(4) Follow-through work processes set in Schedules, Core Activities, Quality-time-cost parameters, Feedbacks and Corrections of deviations or variances.

PROCESSING - "INPUT" AND "OUTPUT" WORKFLOW

The above-mentioned work processes are processed as documentation "Input" and "Output" which guide the staff to perform them via the call centre administrative forms and work forms.

Tasks are arranged in logical workflow set up within the administrative and work forms which can be performed with coordination and knowledge application to attain organizational efficiency.

Try to manage tasks in call-centre processes so that all staff will know how to coordinate tasks and apply knowledge.

...............................................3 months later..........................................

Is your company managed intuitively with implementation steps left to the middle and lower-level staff?

Do the staff need many meetings and instructions ?

Are Time and resources being wasted while waiting for more instructions before implementation.

Do departments give good quantified feedbacks and show results?

Any office politics, self-centredness, fire-fighting, fault-finding and many other problems.

Is the above-mentioned management environment the kind of management you want to work towards?

robertteh SG

APPLICATION OF EXISTING KNOWLEDGE AND IN-HOUSE TRAINING

Which is more innovative or creative?

(1) More qualifications or degrees ? ; or

(2) Apply existing knowledge and what you have learned ?

In our society, we are often told to go for education, more education and more qualifications.

ACADEMIC KNOWLEDGE AND INDIVIDUALISM

Many people have spent most of their adult years in acquiring academic qualifications, degrees or professions. Have we produced enough people who will apply existing knowledge or what they have learned at various stages to increase jobs to cater to the employment of these degree-holders or are the academic people becoming unemployed.

Even scholars who obtained very famous degrees are retired early because of over-production of scholars and degrees.

OSP WORK PROCESSES - ADMINISTRATIVE AND WORK FORMS

So which is more important: Getting more degrees or applying existing knowledge to good practical use or applications?

The work processes set up in OSP allow individual employee to apply what he is engaged in with continuous review, appraisals against quality-time-cost criteria set in in-built processes.

WORK FORMS AND KNOWLEDGE APPLICATION

Given the empowerment to perform tasks in work processes to attain results from their own knowledge application, with creativity and innovation, many staff could excel in his field without prompting from any superior.

Through in-house work processes related to quality-time-cost criteria, staff can be trained in-house to acquire in-depth technology or management excellence at their own pace.

Individual employees will strive to improve their own applications of existing knowledge being motivated to excel in them by work processes.

Without setting up proactive work processes to empower staff to attain their best individual skills and knowledge, a management will be managed intuitively with energy directed at fault-finding and fire-fighting in normal intuitive or ad hoc management practices.

OSP processes empower staff to work and discover more of what we are good at and stay consistent and focused. More quafifications might not get you anywhere!!! Haha

robertteh SG

TO BE EFFICIENT, YOU NEED TO DELEGATE TASKS

Ever try to get your workers or staff to increase efficinecy or productivity or apply knowledge ? Have you succeeded with various recipes or secrets of success as advised by many management consults or gurus?

If you have tried all these measures and not yet achieved any special results, why not be self-reliant and practise common sense - utilize your staff's strengths or overcome his weaknesses. You will be surprised the many hidden skills and knowledge possessed by your staff have been overlooked.

Often one may lament about our own failures but never quite realise our good points or advantages. So one may understandably fail to capitalize on limited time, resources, circumstances and differing priorities.

How to divide tasks in quality-time-cost relationship and arrange them logically for follow-through easy performance by all staff in smaller component task processes is one of the greatest challenges facing any management.

We need to resolve conflicting demands on time and resources otherwise we will forever lament our own fundamental lack of focus and consistency which hold the key to success in many cases.

We should empower our staff to develop their respective skills and not be hampered by our own ad hoc judgmental approaches causing inefficiencies, wastages and giving rise to opportuntieis for malpractices.

Moreover, with so many management concepts e.g. Taylorism, FAYOL, Neurological systems, Management-by-objective, Planning concepts and precepts, Breakthrough Principle, Uniqueness Principle, Standard Operating Procedures (ISO), Organization theory etc. we are still unable to make our management tasks any easier.

Hence, it makes sense to empower staff by allowing them to excel and carry out tasks in attainable logical processes guided by logical defined inter-relationship.

Objective-steps processes (OSP) is a computerized system that enable administrative and operation tasks to be performed in smaller defined proceses empowering staff to attain results on their own with organizational efficiency while bringing about accountability and good corporate governance.

There will be no necessity to resort to self-centred, intuitive or judgmental approaches and assumptions of all kinds which only create uncertainties, complexities and opportunities for malpractices

In the fast-paced knowledge-based technological environments of today, conceptual dogmas or assumptions will only create experimentations, wastage and delays. Without coordination or knowledge applications, afforde by objective work processes, it will be impossible for organizations to compete with the outside world.

OBJECTIVE-STEPS PROCESSING (OSP) lays down tasks in attainable tangible steps: (1) Study of Ideas, (2) Enquiry, (3) Securing Contracts and (4) Contract Administration for follow-through project-style participative implementation.

OSP basically transforms goals and objectives into logical component processes in ten 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

These objectively defined tasks are then processed through a call centre with feedbacks of : 1(not attained), 2 (attained) 3 (excellent) for corrective actions by all to attain coordination and self-motivated knowledge application 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

All staff are empowered to apply knowledge and take corrective actions to increase your efficiency and business profitability. Dont wait until it is too late ?

robertteh SG

HAVE YOU SUCCEEDED - INTUITIVE APPROACH

What has ad hoc, intuitive or judgmental management done for your company? Have you tried improving efficiency or upgrading competitiveness of your company such as the following:- ?

(1) ATTEND MANAGEMENT COURSES, SEMINARS?

(2) TRAINING AND RE-TRAINING OF STAFF?

(3) LIFE-LONG EDUCATION?

(4) PROMOTE ENTREPRENEURIAL ABILITIES?

(5) MANAGEMENT AUDIT OR SOP?

(6) GET GURU ADVICE OR TRY NEUROLOGICAL MIND MAPPING?

(7) I.S.O TO ADD BRAND NAME TO YOUR COMPANY ?

(8 ) QUALITY CIRCLES OR STAFF SUGGESTION SCHEMES?

Take a closer look at some of the courses taught at universities about management skills (Source: American Management Association):-

* 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.

If you have tried all the above-mentioned methods, ask yourself this question:- have I improved my company profitability or competitiveness?

If we believe in the above-stated ad hoc solutions to problems, go on and apply them to your company management and review your company performance.

-------------------------------- after 3 months -----------------------------

By now, you should know whether indeed you have found the management concepts or methodology useful or applicable to actual work performance by the workers.

If your answer is less than a confident yes, why not open up and let the staff and workers manage tasks according to their abilities without constraints based on empowered processes that corresponds to natural sequential work proceses they know best.

What people really need is empowerments, coordination and knowledge application to increase efficiency and productivity. That is the only way to change.

Organizational Efficiency = coordination + knowledge application by all (not personal efficiency or individualism)

[url[/url]

robertteh SG

HAVE YOU SUCCEEDED - QUALITY-TIME-COST CONTROL

Company "A" is still waiting to upgrade its efficiency and productivity after 3 years of consecutive losses. There is an urgency to take drastic action to avoid ultimate closure of the business.

If you are a key staff what would you to save the company ?

Would you call in ISO expert to advise on its upgrading?

How much would you spend to get such a service ? Any guarantee of result?

Have you considered :-

Upgrade the management processes to enable all tasks to be performed in team works and self-regulated hands-on work processes ?

Imagine you are applying some of your own solutions...

-------------------------after 3 months ----------------------------

Consider implementing processes to delegate tasks in the following manner:-

(1) ANY FOCUS ON CORE ACTIVITIES?

(2) ANY QUALITY-TIME-COST CONTROL ?

(3) ANY PERFORMANCE TRACKING IN "1""2""3" FEEDBACKS ?

(4) ANY INTERACTIVE WORK PROCESSES?

(5) ANY SELF-CORRECTIONS OF VARIANCES?

(6 ) 2-WAY COMMUNICATION THROUGH A CALL CENTRE ?

(7) ANY COMPETITIVENESS AND PROFITS ?

TRY PROCESS MANAGEMENT TO GIVE EFFECT TO YOUR LEADERSHIP AND ABILITIES.

Keep an open mind for self-motivated foregoing work processes which will lead to coordination and knowledge application by all staff.

robertteh SG

HAVE YOU SUCCEEDED IN UPGRADING YOUR COMPANY'S COMPETITIVENESS

Is your company competitive?

(1) You have tested your company's competitiveness.

(2) You have reviewed its organization structure.

(3) You have reviewed its intuitive and ad hoc management practices.

(4) You have reviewed its readiness to expand.

(5) You have reviewed its in-house application of existing knowledge and coordination.

Decide for yourself, what kind of management practices do you want to attain results.

............................ 3 month's later ...................................

Have you built up your company's strengths, advantages or technological excellence ? If you cannot answer the above-stated 5 questions positively, then it is time to decentralize your business and throw open management to mass participation through 3-level Call-Centre process management i.e. Management Report, Department Report, and Work Form.

The 3-level Call-Centre processes aims at producing efficiency and productivity, and results from coordination and knowledge application while keeping tab on work status with auto-corrective actions in a two-way communication using the 4-part tasklines.

Because staff is the best bet to build your company to attain organizational efficiency while developing personal competence, talents, leadership or ideas.

robertteh SG

HAVE YOU SUCCEEDED - LEADERSHIP AND TALENT

Many businesses aspire to greater management efficiency and productivity. However apart from rhetorics about leadership and talents or the need to apply knowledge and technological excellence, considerable practical problems are encountered to restructure the company.

Recently there is more talk that "Efficiency and Productivity is not enough. The hard fact is "not enough is being done even about basic efficiency or productivity so how to talk about any innovative spirit or getting to solve bigger problems".

With all the hype about leadership, talent, or innovation, one should ask a more practical question finally: - HOW TO DO IT.

After reviewing the leadership and talent and all the public policies attempted it would seem that everything has been rhetoric and little about doing and management excellence.

What is the key to success ? Certainly not any more talks about ideas and more talents. Many companies simply have too many ideas, policies and plans but little actions or results. What need to be done which will enable the whole team to perform tasks with motivation ?

Many practical difficulties are actually attributable to self-centred biases and prejudices. If only one is prepared to be objective and carry out tasks naturally sequentially there would be improvements and results:-

(1) Just do it. Manage tasks in your processes via your staff.

(2) Go for actions and results.

(3) Don't just talk but let your staff carry them out through these processes.

(4) Treasure your staff and develop them to the fullest.

(5) Before calling in consultant or guru to re-structure company in above-stated processes that will motivate staff and put the basics right.

---------------------------- after 3 months ---------------------------------
After exhausting the above-stated options, what else. Have you produced the desired results?

(1) Are tasks delegated to staff through processes?

(2) Are you allowing staff to coordinate, communicate or apply knowledge ?

These questions have been asked in the above-stated 10 case studies.

Company usually have no lack of ideas but because staff are not delegated properly in coordinating and knowledge application processes they are kept in the dark waiting to be empowered to work for you. The OSP work processes will provide the missing link to arrive at motivational knowledge-application in your works and services as established by you.

robertteh SG

HAVE YOU SUCCEEDED - CREATIVITY, ENTREPRENEURSHIP AND INNOVATIONS?

When people talk about innovation, creativity and entrepreneurship, what do they mean? Is there something they can do in their management so as to produce excellent products and services which are technologically value-adding and advanced.

The most competitive countries include USA, Finland, Switzerland, Denmark, Germany, France, Holland, Japan and Korea, Taiwan where businesses are actively applying new technologies in all aspects of the economy to earn higher standards of living.

How do the people in these countries strive to make their people more creative, entrepreneurial or innovative?

Here is a calendar of events on this topic:-

CHRONOLOGY OF MASTER-PLAN AND CORPORATE CHANGES:-

(1) 5.3.2005 - Government announced its 10-year masterplan IN2015 to chart the direction for infocomm technology. After a while there is no more news about technology applications or new start-ups. What happen to this plan?

(2) EDB has been sending many scholars overseas to get them to become our new leaders of the future. What has happened to these scholars? Have they returned by now and started some new technology start-ups and created new jobs?

(3) MOE was supposed to have offered many foreign students new incentives and scholarships to study and find jobs here. Have these foreign talents served our objectives and succeeded in creating jobs and uplifted our people's competitiveness? What is the latest development? How many of them have succeeded in our objectives for us to do better ?

RECENT NEWS ABOUT FOREIGN TALENTS :-

Top Job Location for Silicon Valley Chinese Americans is Shanghai

News Report, Nancy Kuo,
World Journal, Mar 04, 2005
Which is the best location for personal career development according to Silicon Valley Chinese American semi-conductor professionals? The answer is Shanghai.

According to a recently released report, Shanghai, China's cosmopolitan and commercial hub, is viewed by Chinese American professionals as the city poised with the best development future. The USA, Taiwan and Beijing follow behind as choice locations. Among the decision factors to evaluate a job location, the most important is the potential for growth. The second is family and the third is quality of life.

The report further points out among all those surveyed, that half work in at least two locations. 93% work in America. Chen Jien Yun, a Taiwan University researcher and visiting scholar with the Stanford Project on Regions of Innovation and Entrepreneurship pointed out 51% of those surveyed work in one location, 34% work in two, 10% work in three, 4% work in four locations. There was also 1% who commute between five working locations. Thus, there seems to be quite many "seagulls", who fly between Silicon Valley and the Pacific Rim.

One point worth mentioning ,according to Chen, is people who had not worked in Taiwan do not want to work there. But those who hadnt worked in Beijing, still hold Taiwan, not Beijing as their least favorable career location. But whatever one's background, all held favorable views on Shanghai. Among those who had college degrees from China, Taiwan and U.S., all want to work in Shanghai. Their corresponding rates are 62% (China) 39%%(Taiwan) and 47%(U.S.)

"First choice still is Shanghai, says Mr. Wu, past president and advisor for Chinese-American Semi-conductor Professional Association. Wu had served in Shanghai the past three years. He pointed out when Chinese American professionals decide on a change of work location, Shanghai is a first choice whether it was based on growth potential, family factors or quality of life.

"Shanghai's various conditions are the closest to America's, it is the best choice for a change of professional stage," another association past president , Mr. Wang pointed out. Shanghai has talents from other countries, and different cuisines. Whether one comes from Silicon Valley, Taiwan or other places, whether one comes to start up a business or be employed in one the adjustment is easier.

This survey is a joint project of the Chinese American Semi-conductor Professionals Association and Stanford University. The survey was conducted on the Internet. In addition, it interviewed five well-established and five newcomer semi-conductor workers for additional information. The Chinese American professionals mentioned in the survey work between Silicon Valley and other American cities and the greater China area encompassing Beijing, Shanghai, Taiwan and the Pearl Delta which includes Hong Kong. UNQUOTE

....to continue

crazy monkey SG

because...

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