My Company

It was yesterday when we find out that we have to post our list of chosen companies in Managerial Information System group. After a long time waiting for approval, our professor checked by Dr. Randy S. Gamboa. These are the companies that I posted in our groups.

1.Puentespina Orchids and Tropical Plants

Puentespina Orchids & Tropical Plants, Inc (POTPI) started as hobby in orchid growing by its founder Charita P. Puentespina in 1977. It grew to become a main business concern, and in 1988 it was incorporated to become what it is now. It has become among the biggest producers of cut flowers in the country today. It supplies its products to major cities nationwide. It has four main production operations: Cut flower production, Cut foliage production, Orchids & Pot plant production and Ornamental & Landscape plants production.

http://www.orchid.ph/

2. Malagos Garden Resort

A 12 hectare inland Nature 2Theme Resort located in Bgy. Malagos, Calinan, Davao City. It has the amenities of a Full Service Resort with Overnight Rooms and Accomodations, Function and Seminar Halls, Restaurants and Coffee Shop, Landscaped Gardens, Bird Park, Butterfly Sanctuary, Swimming Pool, Children's Playground, Adventure Activities, among others. It is home to the Philippine Orchid, Vanda Sanderiana, commonly referred to as the Waling Waling.

http://malagos.com/

3.Davao City Water District
a government agency providing water services in Davao City.

http://www.davao-water.gov.ph/

4.SM City Davao

A shopping mall owned and operated by SM Prime Holdings located in the City of Davao. It is the SM Supermall located in the Mindanao Region. The mall was constructed and opened in November 2001 with a design similar to SM City Pampanga and SM City Cagayan de Oro. It has a land area of 132,000 sq.m and a floor area of 75,440 m².

http://en.wikipedia.org/wiki/SM_City_Davao

5.Globe Communications

is a niche agency which is expert in internal and external business communications. The expertise of our agency principals extends beyond public relations theory and their strategic insight stems from decades of experience in business, politics, advertising and media management.

http://site.globe.com.ph/web/guest/home?sid=bxivf8576lp31245898490133

6.Hubport Group Interactive

Davao City, Phil., November 20, 2007--- Hubport Interactive, Inc., a member of The Hubport Group of Companies specializing in web- based outsourcing services and a prime mover in Davao` s ICT Business Sector, recently commenced a Team Building Activity for all of it` s employees. The workshop is part of the company`s three- part series of activities on building brotherhood between and among management and the work group. Bad weather notwithstanding, the Hubport IT league took all of the exercises in stride. Every challenge was met with friendly competition, and at the end, no intention was missed.

http://www.outsourceit2philippines.com/news-local/team-building.htm

But among the six companies, two were approved.


First.....The SM City Davao!!!

SM City Davao is a shopping mall owned and operated by SM Prime Holdings located in the City of Davao. It is the SM Supermall located in the Mindanao Region. The mall was constructed and opened in November 2001 with a design similar to SM City Pampanga and SM City Cagayan de Oro. It has a land area of 132,000 sq.m and a floor area of 75,440 m².

http://en.wikipedia.org/wiki/SM_City_Davao

The SM City Davao is not as big as those in Metro Manila but it is just enough for a city of 1.6 million people (Metro Manila’s population is more than 12 million). The malls interior looks like any other SM Malls so you can’t see any uniqueness with this one. But, its great to have an SM Mall in Davao since most of the major cities in the Philippines have it.
If you wanna relax while shopping then just drop by at Movietime to see the latest movies. SM Davao got 6 cinemas inside and its one of the best in Mindanao.
The mall has the same interior with other SM’s all over the Philippines. But I think this one in Davao is more stylish, neat and when your inside it feels a lot more cosmopolitan, or maybe the cool crowd makes it so.

http://nickilo.wordpress.com/2007/09/18/malls-of-davao-sm-city-davao-interior/


Second.....Hubport Group Interactive!!!

OutsourceIT2Philippines.com is a brand service of Hubport Interactive Group (www.hubportinteractive.com), a total I.T. solutions provider that has expanded its operations in the Philippines. The Philippines, benefiting from the outsourcing boom in Asia is now poised to become a world-class hub in Information Technology.

Managed by a team of I.T. experts with international credentials, OutsourceIT2Philippines.com provides the following outsourced services: Website Development, System Development, Domain Name Registration & Web Hosting, Desktop Publishing, Graphic Design, Logo Design, VoIP, Animation, Webmercials, Video Streaming, Music and Audio Development, Web Banner design, and many more.

OutsourceIT2Philippines.com aims to provide I.T. outsource development to SMEs and corporations in the U.S., Canada, Puerto Rico, France, Ireland, Italy, Spain, the U.K., and the rest of the world. The OIT2P difference being—quality products and services at low expense. OIT2P makes I.T. affordable for you!....

http://www.outsourceit2philippines.com/outsource-company.htm

My First day reflection / Learnings

On June 18, 2009, we had our first meeting on MIS or Management Information System. It was introduced by our “gwapo” (ingon niya) facilitator Dr. Randy S. Gamboa, a national president officer of PSITE. He was my teacher on Analytic Geometry during 1st year 2nd semester and Statistics during 2nd year 1st semester. Our schedule on MIS starts at 1:00 pm so that I arrived early.

Before the discussion started one student assigned to lead the prayer. Since we had our new classmates who came from USEP Tagum campus, sir Gamboa asked those students to introduce themselves and show their hidden talents by singing as a wonderful songs. We had fun watching them and knew our new classmates.
After some presentations the class was formally started and before sir Gamboa introduced what our subject is all about, he told to the to the new students what was his policies inside the classroom and he gave some advices in terms of studies.

Our subject was Management Information System (MIS) is a subset of the overall internal controls of a business covering the application of people, documents, technologies, and procedures by management accountants to solving business problems such as costing a product, service or a business-wide strategy. Management information systems are distinct from regular information systems in that they are used to analyze other information systems applied in operational activities in the organization.
At the start, in businesses and other organizations, internal reporting was made manually and only periodically, as a by-product of the accounting system and with some additional statistics, and gave limited and delayed information on management performance.
In their infancy, business computers were used for the practical business of computing the payroll and keeping track of accounts payable and accounts receivable. As applications were developed that provided managers with information about sales, inventories, and other data that would help in managing the enterprise, the term "MIS" arose to describe these kinds of applications. Today, the term is used broadly in a number of contexts and includes (but is not limited to): decision support systems, resource and people management applications, project management and database retrieval application.

An 'MIS' is a planned system of the collecting, processing, storing and disseminating data in the form of information needed to carry out the functions of management. In a way it is a documented report of the activities those were planned and executed. According to Philip Kotler "A marketing information system consists of people, equipment, and procedures to gather, sort, analyze, evaluate, and distribute needed, timely, and accurate information to marketing decision makers."

http://en.wikipedia.org/wiki/Management_information_systems

After some explanation, sir Gamboa had started his lessons. He first tackled about the definitions of Management Information System also known as MIS. He had pointed some students to share ideas about MIS to the class. He explained well about the subject description.
One thing that I can’t forget his discussion is when he said that no person could be managing another person, because we should be the one to control ourselves.
After some brief explanation about MIS, sir Gamboa gave us an assignment which is the blog entry by making a reflection about MIS in 1000 words. Then we’re dismissed.

IS Leadership Roles

Changes in both information technology and competition continue to change the role of the information systems executive. CSC (1996) has suggested six new IS leadership roles which are required to execute IS’s future agenda: chief architect, change leader, product developer, technology provocateur, coach and chief operating strategist. These roles are described in table 1. Although these roles were produced by the CSC consultancy firm without any scientific approach, they seem very well tailored for scientific investigation into IS leadership roles. People who fill these roles do not necessarily head up new departments or processes, but they exert influence and provide leadership across the organizational structure. When Stephens et al. (1992) selected CIOs for observation, they applied the following criteria:

•Highest ranking information technology executive

•Reports no more than two levels from CEO, i.e., either reports to the CEO or reports to one of the CEO's direct reports

•Areas of responsibility include information systems, computer operations, telecommunications, office automation, end-user computing/information center

•Responsibility for strategic planning of information resources.

As originally conceived, the chief information officer's responsibility would include all corporate information, not just information on computers. Historically, however, the focus of the CIO's job was predominantly information technology. This involves a number of roles including strategic information system roles, the most critical of these being strategic information systems planning [63], strategic management through participation in top management planning teams [65], strategic alignment of business and information systems plans [60], and interpretation of external IT success stories for potential applicability for the organization [22]. In addition to strategic planning, the CIO's responsibilities also include a number of tactical IT roles. These include architecture planning, development, and management; fostering relationships between the information systems department and including the superiors [25], functional units/line managers [63], vendors [60] and end users; and technology champion - gaining support and commitment of top management during the implementation of new technology. In this research, we will use the same selection criteria as Stephens et al. (1992): the highest ranking information technology executive, areas of responsibility include information systems and computer operations, and responsibility for strategic planning of information resources.

Six IS leadership roles (CSC, 1996)

1. Chief architect. The chief architect designs future possibilities for the business. The primary work of the chief architect is to design
and evolve the IT infrastructure so that it will expand the range of future possibilities for the business, not define specific business
outcomes. The infrastructure should provide not just today's technical services, such as networking, databases and desktop operating
systems, but an increasing range of business-level services, such as workflow, portfolio management, scheduling, and specific
business components or objects.

2. Change leader. The change leader orchestrates resources to achieve optimal implementation of the future. The essential role of the
change leader is to orchestrate all those resources that will be needed to execute the change program. This includes providing new
IT tools, but it also involves putting in the place teams of people who can redesign roles, jobs and workflow, who can change beliefs
about the company and the work people do, and who understand human nature and can develop incentive systems to coax people
into new and different behaviors.
3. Product developer. The product developer helps define the company’s place in the emerging digital economy. For example, a
product developer might recognize the potential for performing key business processes (perhaps order fulfillment, purchasing or
delivering customer support) over electronic linkages such as the Internet. The product developer must "sell" the idea to a business
partner, and together they can set up and evaluate business experiments, which are initially operated out of IS. Whether the new
methods are adopted or not, the company will learn from the experiments and so move closer to commercial success in emerging
digital markets.

4. Technology provocateur. The technology provocateur embeds IT into the business strategy. The technology provocateur works
with senior business executives to bring IT and realities of the IT marketplace to bear on the formation of strategy for the business.
The technology provocateur is a senior business executive who understands both the business and IT at a deep enough level to
integrate the two perspectives in discussions about the future course of the business. Technology provocateurs have a wealth of
experience in IS disciplines, so they understand at a fundamental level the capabilities of IT and how IT impacts the business.

5. Coach. The coach teaches people to acquire the skillsets they will need for the future. Coaches have to basic responsibilities:
teaching people how to learn, so that they can become self-sufficient, and providing team leaders with staff able to do the IT-related
work of the business. A mechanism that assists both is the center of excellence - a small group of people with a particular
competence or skill, with a coach responsible for their growth and development. Coaches are solid practitioners of the competence
that they will be coaching, but need not be the best at it in the company.

6. Chief operating strategist. The chief operating strategist invents the future with senior management. The chief operating strategist
is the top IS executive who is focused on the future agenda of the IS organization. The strategist has parallel responsibilities related
to helping the business design the future, and then delivering it. The most important, and least understood, parts of the role have to
do with the interpretation of new technologies and the IT marketplace, and the bringing of this understanding into the development of
the digital business strategy for the organization.

Source: http://csdl2.computer.org/comp/proceedings/hicss/2000/0493/07/04937055.pdf

Managerial Roles

Managers must wear many different hats in formulating and implementing task activities related to their positions. In an attempt to understand the diversity of hats managers must wear, Henry Mintzberg examined managerial activities on a daily basis. His study enabled him to identify ten different but, coordinated sets of behavior, or roles, that managers assume. These ten roles can be separated into three general groupings: interpersonal roles, informational roles, and decisional roles.

INTERPERSONAL ROLES

Three of the manager's roles come into play when the manager must engage in interpersonal relationships. The three roles of figurehead, leader, and liaison are each necessary under differing circumstances. Adopting one or another of the three interpersonal roles is made easier by the formal authority the manager obtains from the organization.

The figurehead role is enacted when activity of a ceremonial nature is required within the organization. A baseball manager attending a minor league all-star game, the head chef of a prominent restaurant greeting customers at the door, and the president of a bank congratulating a new group of trainees are all examples of the figurehead role. While the figurehead role is routine, with little serious communication and no important decision making, its importance should not be overlooked. At the interpersonal level, it provides members and non-members alike with a sense of what the organization is about and the type of people the organization recruits.

The second interpersonal role, the leader role, involves the coordination and control of the work of the manager's subordinates. The leader role may be exercised in a direct or an indirect manner. Hiring, training, and motivating may all require direct contact with subordinates. However, establishing expectations regarding work quality, decision-making responsibility, or time commitments to the job are all outcomes of the leader role that are indirectly related to subordinates.

Quite often, managers are required to obtain information or resources outside their authority. The liaison role is enacted when managers make contact with other individuals, who may or may not reside in the organization, in order to complete the work performed by their departments or work units. An auto assembly plant supervisor may telephone a tire supplier to determine the amount of inventory available for next week; a prosecuting attorney may meet with the presiding judge and defense attorney to discuss the use of motions and evidence in a libel trial; or a college professor may meet with professors in a separate department on campus to obtain information on a prospective doctoral student. Ultimately, the liaison role enables a manager to develop a network for obtaining external information which can be useful for completing current and future work activities.

INFORMATIONAL ROLES

Monitor, disseminator, and spokesperson are the three informational roles that a manager may assume. These informational roles are created as a result of enacting the set of interpersonal roles already described. A network of interpersonal contacts with both subordinates and individuals outside the work unit serves to establish the manager as an informational nerve center of the unit, responsible for gathering, receiving, and transmitting information that concerns members of the work unit.

A manager assumes the monitor role by continually scanning the environment for information or activities and events that may identify opportunities or threats to the functioning of the work unit. Much of the manager's gathering of information is achieved through the network of contacts that has been established through the interpersonal roles. Hearing small talk at a banquet about a competitor's planned marketing program, learning through casual conversation at a ball game about the negative medical evaluation of an unsigned ball player, or daily reading of a business periodical are all examples of the kinds of information gathering involved in the monitor role.

The information a manager gathers as a monitor must be evaluated and transmitted as appropriate to members of the organization. The transmittal of information by a manager activates the disseminator role. Privileged information may be disseminated to subordinates, peers, or superiors in the organization. The manager may inform the marketing vice-president about the specific marketing strategy a competitor is planning to implement. A baseball manager may inform the team owner that an impending trade should be canceled because of the unfavorable medical report on one of the players. Or reading The Wall Street Journal may inform the manager that a shipping strike is looming and thus enable her to inform subordinates that temporary layoffs may occur next month.

Occasionally, a manager must assume the spokesperson role by speaking on behalf of the work unit to people inside or outside the organization. This might involve lobbying for critical resources or appealing to individuals who have influence on activities that affect the work unit. A top manager asking the board of directors to keep the work unit together during a reorganization period or a corporate president speaking to a college audience on the role the company plays in education would both constitute engaging in the spokesperson role.

DECISIONAL ROLES

Both interpersonal and informational roles are really preludes to what are often considered to be a manager's most important set of roles: the decisional roles of entrepreneur, disturbance handler, resource allocator, and negotiator.

The entrepreneur role comes into action when the manager seeks to improve the work unit. This can be accomplished by adapting new techniques to fit a particular situation or modifying old techniques to improve individual or group activity. Managers usually learn of new or innovative methods through information gathered in the monitor role. As a result, a supervisor purchases a new kiln which will shorten the drying process for ceramic tiles; a director of a youth club trains staff in the use of personal computers to increase file access; or a president establishes a new pension plan to improve employee morale.

Whereas the entrepreneur role establishes the manager as the initiator of change, the disturbance handler role establishes the manager as a responder to change. Organizations, unfortunately, do not run so smoothly that managers are never called upon to respond to unwelcome pressures. In these cases, the manager is required to act quickly to bring stability back to the organization. A law partner must settle a disagreement among associates in the firm on who will present a case before a judge; a personnel director must negotiate with striking employees dissatisfied with the procedures for laying off employees; or a cannery first-line manager must respond to a sudden shortage of cans used to package perishable fruit because the supplier has reneged on a contract.

When a manager is placed in the position of having to decide to whom and in what quantity resources will be dispensed, the resource allocator role is assumed. Resources may include money, time, power, equipment, or people. During periods of resource abundance, this role can be easily performed by a manager. In most cases, however, organizations operate under conditions of resource scarcity; thus, decisions on the allocation of resources can be critical for the success of the work unit, division, or organization. As a decision maker, the manager must strive not only to appropriately match resources with subordinates but also to ensure that the distribution of resources is coordinated to effectively complete the task to be performed. An office manager must provide secretaries with appropriate equipment to generate and duplicate documents. A manager of a fast-food restaurant must coordinate work shifts to have the maximum number of employees working during the lunch hour. Corporate presidents may provide their administrative assistants with decision-making responsibility for day-to-day matters.

In addition to decisions concerning organizational changes, disturbances, and resources, the manager must enact a negotiator role. The process of negotiation is possible only when an individual has the authority to commit organizational resources. Hence, as managers move up the managerial hierarchy and obtain control over more resources, they become more involved in the negotiator role. For example, the president of a record company may be called in to discuss terms of a possible contract with a major rock group; a production manager must negotiate with the personnel department to obtain employees with specialized skills; or a college dean must negotiate with department heads over course offerings and the number of faculty to be hired.

The relative emphasis a manager places on these ten roles is highly dependent on the manager's authority and status in the organization. Length of time on the job, position in the management hierarchy, goals of the subunit to be achieved, and skills the manager possesses all play a part in determining which roles are more prominent than others at any given time. For instance, a marketing manager is more likely to emphasize the interpersonal roles because of the importance of personal contact in the marketing process. A financial manager, charged with responsibility for the economic efficiency of the organization, will probably focus on the decisional roles. A staff manager, or a manager who performs in an advisory capacity, is likely to be more heavily involved in the informational roles. Regardless of the differences that may occur, however, all managers enact interpersonal, informational, and decisional roles while performing their tasks.

Effectively managing an organization is a demanding task. Managers not only must develop skills related to the functional areas of management but also must learn how to integrate these activities. What makes this process demanding is that events and activities external and internal to an organization can radically change the techniques and methods managers must use in order to arrive at successful outcomes. Managers cannot afford to be limited in their view of management, nor can they simply rely on how things were done in the past.

Even the most seasoned and successful managers are prone to mistakes. However, a more complete knowledge of the managerial process can reduce the chances of mistakes that will have dire consequences for an organization. Such knowledge may help managers to better plan, organize and staff, direct, and control organization activities within the context of their organization.

Source: http://www.en.articlesgratuits.com/managerial-roles-id1587.php