System Management Report

7/27/2019 System Management Report

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People Involvement

System Analysis and ManagementJuly 13, 2013


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System Management

System Management orOperational Management- is an area of management concerned

with overseeing, designing, and

controlling the process of production

and redesigning business operations in

the production of goods or services.


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4 Parts of System Management

People Involvement Process and Technology

Product or Output Passion to attain objectives


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People Involvement

People Involvement is creating an environment in which peoplehave an impact on decisions and actions that affect their jobs. Employee

involvement is not the goal nor is it a tool, as practiced in many organizations.

Rather, it is a management and leadership philosophy about how people are

most enabled to contribute to continuous improvement and the ongoing

success of their work organization.


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Types of Business

Ms. Christen Audrey Lavadia


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BusinessAn Organization or Economic System where

goods and services are exchanged for one

another or for money. (BusinessDictionary.com)


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A sole proprietorship, also known as the soletraderor simply a proprietorship, is a type of business

entity that is owned and run by one indiv idualand in

which there is no legal distinction between the owner and

the business.


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A Partnership is an arrangementwhere parties agree to cooperate to

advance their mutual interests.


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Types of Partnership

General Partnership

Limited Partnership

Limited Liability Partnership


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How can we avoid Conflict

Build relationship w/partners

Dont Dismiss their ideas

Make sure that everybody is happy w/decisionsmade


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A corporation is a separate legal entity thathas been incorporated through a legislative or

registration process established through legislation.


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Key Groups involved in a Corporation

Shareholders

Owners of the corporation

Board of Directors

People who make policy decisions of the corporation

Elected by the shareholders

Officers

Those who manage the day to day operation of thecorporation (e.g., presidents, vice presidents, secretary,

treasurer, chief executive officer)


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Comparison of the types of BusinessSole Proprietorship Partnership Corporation

Number of

Owners

Owned and controlled by

one PersonPartners (2 or more) Stockholders (5 or more)

Agreement No Agreement Express or Implied Agreement

chartered by a state and given

many legal rights as

an entity separate from its

owners/Articles of incorporation

Management

Exclusively lies to the sole

owner

Every partner has the right to take

part in the management of firm

Management is selected by the

Board of Directors

SecrecySecrets are known only to

its owner

Partners has the right to know the

secrets of the partnership

Stockholders has the right to know

the secrets of the Corporation

Risk Bears by the owner alone Shared by all partnersShared by the stockholders (butonly to the extent of their

contribution)

ContinuityThe decision to continues

lies only to the sole owner

More uncertain due to risk (e.g.,

lack of mutual trust and unity

among partners); Death/Disability

of a partner can cause thedissolution of the partnership

Lifetime is set in the Articles of

Incorporation in accordance to the

laws. Can be renewed. (50 years)


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Types of Organization

Ms. Maria Novie Ann Rejano


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Organization is a grouping of people together,

so that they work effectively towards the

attainment of a common goal, which members of

the group desire to achieve.


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Types of Organization

Line organization It is the oldest and simplest methodof administrative organization. According to this type of

organization, the authority flows from top to bottom in a

concern. The line of command is carried out from top to

bottom.


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Functional organizationThis is an organization in which wecan define as a system in which functional department are created todeal with the problems of business at various levels. Functional authority

remains confined to functional guidance to different departments. This

helps in maintaining quality and uniformity of performance of different

functions throughout the enterprise.


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Line and Staff Organization is a modification of line organizationand it is more complex than line organization. According to thisadministrative organization, specialized and supportive activities are

attached to the line of command by appointing staff supervisors and staff

specialists who are attached to the line authority. The power of command

always remains with the line executives and staff supervisors guide, advice

and council the line executives.


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Roles of People in the Organization

DirectorsThe Directors typically create the business plans.

Directors sit on the board because they have specialist

expertise in a particular line of business, or because they

have generalist experience, or sometimes moreimportantly, good contacts.

The Managing director

The Managing Director is the figurehead of theorganization. Managers have the job of organizing and

controlling resources. Their work is often described as

getting things done with or through people.


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Senior Managers

Senior Managers make top level decisions concerning where

an organization operates and what it makes or does. These

decisions require detailed analysis and skilled judgment.

Middle Managers

Middle Managers organize and control the resource of an

organization within established guidelines.

Junior/Supervisory Management

Junior/supervisory management is usually concerned with

short-term supervisory activities - making sure that orders get

out on time, making sure that people and resources are

where they should be, etc.


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Supervisors

Supervisors are quite often the backbone of the organization.

They are people who know how things should be done at

'ground level'. They work with managers to put plans intoaction at operational level. They manage day-to-day resources

including the supervision of staff.

Operatives

Operatives are at the ground level but their work is still very

important. It needs to be carried out with care and precision. In

a supermarket the operatives will include the shelf stackers,

and checkout operatives. The formal roles of members of an

organization will usually be set out in an organizational chartwhich sets out the span of control of the various levels of

supervision. The informal roles that people play are less easy

to map out but are also very important.


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o Job Simplification- process of designing

jobs so that job holders have only a smallnumber of narrow activities to perform.

o Job Rotation- practice of shifting workers

through the set of jobs in a plannedsequence.

o Job Enlargement- allocation of a wider

variety of similar tasks to job in order tomake it more challenging.

Approaches to Job Design


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Division of Work

Specialization- planned division of work

into individual tasks that can be repeated

efficiently.

Standardization process of making work

uniform through repeated use of similar

methods, machine, and materials to

achieve similar and predictable resultsover time.


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Size of the Organization

Mr. Johnny Y. Montifar


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Size of Organization (the number of peopleinvolved) is an important characteristic of the

groups, organizations, and communities inwhich social behavior occurs. When only a few

persons are interacting, adding just one more

individual may make a big difference in how theyrelate. As an organization or community grows in

size it is apt to experience tipping points where the

way in which it operates needs to change. The

complexity of large groupings is partly becausethey are made up of interrelated subgroups.


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As a group gets larger adding an additional person has less effect on its

characteristics. A consideration at least in smaller groups, though, is

whether the number of members is even or odd. Doing things together is

easy if all those involved agree on what to do, or if majority opinion is

able to override objections without repelling the objectors. A group of six

or eight members can split into two equal factions, so decision-making is

not apt to be as easy as if the size were five, seven or nine.


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As groups get larger stalemates are less likely but still can be

troublesome. Certain things have to be done for a group to form and

continue:1. people have to be motivated to come together and cooperate;

2. goals must be set; tasks assigned, scheduled, and carried out;

3. problems solved.

A few people who trust each other and share an important purpose

can sometimes do all of that in a spontaneous and equalitarian way.

Large groups almost always depend on recognized leaders to

manage operations. Diversity increases, providing more resources for

problem solving but impeding communication and cooperation and

making consensus more difficult to reach. Bureaucratic procedures

tend to develop, such as assigning different tasks to different

subgroups and adopting standard procedures.


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Organizational Change

Mr. Andrew Fernan Marquez


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Factors Affecting Organizational Change

When an organizational system is disturbed by someinternal or external force, change frequently occurs.

Change, as a process, is simply modification of the

structure or process of a system. It may be good or bad,

the concept is descriptive only.

There are a number of factors both internal and external

which affect organizational functioning. Any change in

these factors necessitates changes in an organization.The more important factors are as follows:


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External Forces

Technology: When there is a change in technology in the

organizational environment and other organizations adopt the

new technology, the organizations under focus become less

cost effective and its competitive position weakens. Therefore,

it has to adopt new technology, its work structure is affected

and a new equilibrium has to be established.

Marketing conditions: Since every organization exports its

outputs to the environment, an organization has to face

competition in the market. There may be two types of forces

which may affect the competitive position of an organization other organizations supplying the same products and, buyers

who are not buying the product. Any changes in these forces

may require suitable changes in the in the organization.


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Social changes:

Social changes reflect in terms ofpeoples aspirations, the needs,

and their ways of working. Social changes have taken place

because of the several forces like level of education, urbanization,

feeling of autonomy, and international impact due to new

information sources. These social changes affect the behavior of

people in the organization. Therefore, it is required to makeadjustment in its working so that it matches with people.

Political and legal changes:

Political and legal factors broadly define the activities which an

organization can undertake and the methods which will be

followed by it in accomplishing those activities. Any changes in

these political and legal factors may affect the organization

operation.


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Internal Forces

Changes in the managerial personnel: Besides environmental

changes there is a change in managerial personnel. Old managers arereplaced by new mangers, which necessitated because of retirement,

promotion, transfer or dismissal. Each new manager brings his own

ideas and way of working in the organization. The relationships, more

particularly informal ones, changes because of changes in managerial

personnel. Moreover, attitude of the personnel change even though

there is no changes in them. The result in that an organization has to

change accordingly.

Deficiency in Existing organization: Sometimes, changes are

necessary because of deficiency in the present organizationalarrangement and process. These deficiencies may be in the form of

unmanageable span of management, large number of managerial

levels, lack in co-ordination between various departments, obstacles in

communication, multiplicity of committees, lack of uniformity in policy

decisions, lack of cooperation between the line and staff, and so on.


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Even an appropriate organizational design

has a limited lifetime. Inevitable changes in

a companys environment, whether

cultural, economic, or technological, create

misfits and their associated problems.Consequently, an important aspect of

managerial work involves the process of

managing changes in organizational

design.(Kotter, 1997)


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Just as there are many different types of jobs designs, compensation

systems, and training programs, there are also many differentapproaches to planning and implementing changes in those systems.

Strategically, managers sometimes try to introduce organizational

change very quicklyin a matter of days or weeks, perhaps even

before people realize what has happened. At other times they proceed

much slower; change efforts have been known to take years beforethey are successfully completed. Managers sometimes involve

virtually no one but themselves in the planning and execution of a

change; at the other times they involve many peopleperhaps

everyone who will be affected by the change.

In dealing with specific individuals or groups of individuals, managerscan employ a large number of tactics to implement an organizational

change.

ORGANIZATIONAL CHANGE STRATEGIES AND TACTICS


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Tactics to Implement in

Organizational Change

1. Persuading people of the merits of the change

2. Forcing or coercing people to accept the change without

resistance

3. Offering people some form of compensation in lieu ofwhat they will lose as a result of the change

4. Supporting people emotionally or with education to help

them accept the change

5. Scaring people into accepting the change6. Asking people to participate and help in the design or

implementation of the change

7. Co-opting peoplemaking them feel as if they are

participating


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Organizational change efforts can be thought of as existing

on a continuum where at one extreme a company attempts

solely to solve some current organizational problem and at

the other extreme attempts solely to prevent problems

from emerging in the future. Most change efforts will, of

course, be somewhere between the extremes, but willusually be aimed mainly at solving a current problem or

developing the organization for the future.

Distinguishing between problem-solving and

developmental change is also important becausemanagers tend to approach these two different kinds of

change efforts using different strategies and tactics.

(Kotter, 1997)

Problem-solving change versus developmental change


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ChoicesIn managing organizational change,

managers are confronted with many choices.

They must decide:

a. How much change to try to bring out

b. How much effort will be directed at

problem-solving versus developmental

change

c. What specific strategy and tactics to use


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The following scenario illustrates a common pattern in

the process of organizational change:

1. Some factors in a business situation change over aperiod of time.

2. A number of aspects of the organization that once fit

the situation and worked well no longer are appropriate.

3. Organizational problems begin to surface.4. Managers become aware of the problems and attempt

to take some corrective actions.

5. The management initiative runs into resistance.

6. The managers eventually overcome the resistance,but at a large cost to the organization (and often to

themselves).


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Misunderstanding and lack of trust

People also resist change when they incorrectly

perceive that it might cost them considerably more than they

will gain. Such situations often occur when people are unable

to understand the full implications of a change or when trust is

lacking in the change initiator/employee relationship.

Different assessments of the situation

Another common reason people resist organizational

change is that their own analysis of the situation differs from

that of those initiating the change. In such cases, their

analysis typically sees more costs than benefits resulting from

the change, not only for themselves, but for their company as

well.

Human Resistance to Change


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Fear

People sometimes resist change because they know or

fear they will not be able to develop the new skills and behaviors

required of them. All human beings are limited in their ability to

change their behavior, with some people much more limited in

this respect than others. Organizational change can

inadvertently require people to change too much, too quickly.

When such a situation occurs, people typically resist the

changesometimes consciously, but often unconsciously.Still other reasons

People also sometimes resist organizational change to

save face; to go along with the change would be, they think,

an admission that some of their previous decisions or beliefs

were wrong. They may resist because of peer group pressure,

or because of a supervisors resistant attitude. Indeed, there are

many reasons why people resist change.


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Tactics for Dealing

with Resistance1. Education/communication

2. Participation

3. Facilitation and support

4. Negotiation

5. Co-optation

6. Coercion


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Politics in the Organization

Mr. Oliver Wendell Paderez


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Politics in the Organization is the use

of power within an organization for thepursuit of agendas and self-interest without

regard to their effect on the organization's

efforts to achieve its goals.


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The Political Landscape

Political landscape is a set of hierarchies that linkthe political players together.

begins with the leaders of the organization

influencing the formal hierarchy.

Organizational hierarchies, depend on many

factors of the given organization.


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Organizational Politics VS.

Organizational Gossip

Organizational politics

the objective is to gain advantage

Organizational gossip

purely social activity


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Manipulation Aims Issues Games

players


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Dealing with Organizational Politics

First - Accept the reality of it. Second Be a good Observer

Third Govern your own behavior

"One of the penalties for refusing to participate in politics is

that you end up being governed by your inferiors."

-PLATO

*Use it positively

*know the landscape, understand the

players and the rules


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No.1Guess Who No.3No. 2 No.4

Some Notable People who created a

good Political Lanscape in their

organizations, making it a key to thesuccess of their business.

HENRY SY

LUCIO TANJOHN GOKONGWEIJAIME ZOBEL

DE AYALA


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End of ReportThank you!

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System Management Report