Systems Approach in Administrative Office Systems

TOPIC 2 SYSTEMS APPROACH IN ADMINISTRATIVE OFFICE SYSTEMS 1  Systems Integrated Systems – Practice used in many organizations which functional or operational areas are typically incorporated into an organization-wide operation....

TOPIC 2 SYSTEMS APPROACH IN ADMINISTRATIVE OFFICE SYSTEMS 1  Systems Integrated Systems – Practice used in many organizations which functional or operational areas are typically incorporated into an organization-wide operation. Aids organizations in controlling office costs and improving their operating efficiency. Functional or operational areas typically incorporated into these integrated systems includes sales, production, marketing, purchasing, human resources and finance. – These functional areas are called subsystems. 2  The Systems and Procedures Concept Component of functional systems and subsystems: – Employees – Equipment – Forms or Materials System – a series of subsystems found within an organization. Subsystems – comprised of interrelated procedures that help achieve a well-defined goal. 3 Continuation: Procedures – methods necessary to complete various work processes. Methods – specific clerical or mechanical operations or activities. Objectives of using systems: – To maximize the efficient utilization of the organizational resources – To control operating costs – To improve operating efficiency – To help achieve the objectives of the organization – To help carry out the various functions of the organization 4 Continuation: Advantages of using the systems concept: – Various functions of the organization are better coordinated. – Wasteful, unproductive, and uneconomical activities are eliminated. – The operating efficiency of the organization is improved. – More effective control can be exerted over various activities and function. 5 Continuation: Disadvantages of using the systems concept: – A certain amount of operating flexibility may be destroyed, most commonly at the unit level when it has to conform to the parameters of the system. – Any inefficiency that is built into the system likely will disproportionately increase as work flows through the system. – A totally integrated system may be affected somewhat when changes are made in one of is subsystems. 6 Continuation: Characteristics of well-designed systems: – Flexible – Adaptable – Systematic – Functional – Simple – Resourceful – Responsive 7 Continuation: Elements of Systems: – Input. The flow of work through a system begins with the input of some type of resources such data, information and materials. – Processing. Transformation of the input into desired output which involves the methods and procedures. – Output. Interaction between the input and output produces output, commonly in the form of paper document or electronically stored information. – Feedback. Determines whether results and expectations are consistent with each other. – Control. Policies, procedures and regulations that systems must adhere. 8 New Developments in Systems and Procedures Design Knowledge management – process in which information is captured and communicated to those who need it, most likely by using an enterprise-wide system (more contemporary term for integrated systems). – Involves providing information to the right person at the right time and in the desired format. – Will use Web-based workflow – When and where needed, the procedure will use technology-based collaboration using email, scheduling and collaborative software. 9 Continuation: Characteristics of software used to facilitate technologically integrated procedures: – Work assignment delivery – Interconnectivity or departments and/or work units – Accommodation of existing data – Cost effective 10  The Systems and Procedures Staff Guidelines to choose appropriate staffing alternative: – The size of the organization. – The type (manufacturing, services, etc.) of the organization. – The organization’s commitment to the total or integrated systems approach. – The philosophy of top management toward the systems and procedures function. – The type and extent of technology incorporated into the system or systems. 11 Continuation: Three alternatives of staffing the systems and procedures: 1. Outside Consultants – Frequently are hired on a retainer basis. Advantages: – The expertise consultants are able to provide – More objective in making recommendations – When retained over a period of time, able to keep their client’s systems up to date Disadvantages: – High cost of their services – Unavailability at need times 12 Continuation: 2. Full-time staff Known as systems analysts. Advantages: – Enables the organization to develop and improve on a continual basis all of its systems and work processes. – Available when problems arise and immediate assistance is needed. Disadvantages: – The cost of employing a full-time staff is not economically feasible. – Conflict may arise between line managers and the systems staff 3. Part-time staff Individual who functions in some other capacity. 13  Designing and Modifying Systems Steps in the development of a new system or the modification of an existing systems: – Define clearly the process to be studied. – Outline the details of the present process. – Analyze the present process. – Outline the improved process. – Install the new process. 14 SYSTEMS AND PROCEDURES TOOLS Tools used in modifying existing systems or for developing new systems: Workload Chart Flow Process Chart Office Layout Chart Right- and Left-Hand Chart Operator-Machine Process Chart Horizontal Flow Process Chart EDP Block Diagram 15 Continuation: WORKLOAD CHART Is also referred to as work distribution chart. Identifies: Major activities performed by a given work unit. Amount of time a work unit as a whole spends on each activity. Activities performed by each employee and the amount of time he/she spends performing the activities. 16 Continuation: Workload Chart Provides Answers To These Questions Is the work unit performing the work it is intended to perform? Are employees performing too many duplicate operations? Are the tasks that each employee performs of a related nature? Are the special skills and talents of the employees being used to the fullest extent? 17 Continuation: Workload Chart Provides Answers To These Questions Are the major functions of the work unit actually consuming the greatest amount of work time and effort? Are the employees’ workloads evenly distributed? Are the employees productive? Is the flow of work efficient? 18 Continuation: Documents Used in Workload Chart Method Daily Log - Used by employees to keep track of their daily activities. Summary Log - Identifies the tasks performed by employees over a longer period of time. Activity List - Provides a composite list of departmental activities listed in descending order. 19 Continuation: FLOW PROCESS CHART Is especially useful for identifying each step in a specific work process. Various steps comprising a process are categorized as: – Operation – Transportation – Inspection – Delay – Storage 20 Continuation: Each operation step is classified as a get ready, do, or put away step. Important: Special attention should be focused on the do steps because if they can be eliminated, then the get ready and the put away steps can probably be eliminated as well. 21 Continuation: OFFICE LAYOUT CHART Is frequently used in conjunction with the flow process chart. Is well-suited for visualizing workflow. Is used to identify backtracking, criss-crossing, and inefficient workflow patterns. Is completed by charting flow of work through the premises. 22