ORISE Strategic Programming and Functionality Management
Author: Mohsen Lasemi
Publisher: Nazari Publications
Year of publishing: 2015
Subject: Non-fiction (Management)
No. of Pages: 600
◙ Sample English text is available.
◙ Copyright is available in all languages.
◙ The book was honored in Iranian scientific festivals.
◙The book was welcomed in academic centers in Iran and abroad.
◙ Welcomed by some reliable industrial and research complexes in Eastern Asian countries.
◙ With capacity of operative patterns of execution in organizations.
◙ With high capacity of operative patterns of execution by using promoting intelligent organizational systems.
About the book:
Developing and improving of executive managers’ functionality by using modern methods not only increases the improving activities in organizations but also by recognition of potential and dynamic deserved and skillful human powers in organizations, can be effective in discovering and flourishing of managerial talents and can instruct them as future examples of organizations. The book of ‘Surveying and Training Future leaders in Organizations’ by pointing out to some new developing managerial strategies and improving of human resources functionality in organizations deals with specialized characteristics of designing and realizing of improving executive mangers program as a novel managerial approach. Presented data in this book are based on extensive studies on many available managerial strategies in reliable research centers and successful organizations in empowering human resources. This book by pointing to some managerial strategies related to designing and realizing of improving executive mangers program tries to explain some the characteristic of implementing of improving executive mangers program in initial stages of establishing in an organization. These characteristics, by increasing the level of organizations abilities can cause society development and improving of updated functionalities of organizations in the change in all executive organizational bodies.
The book of ‘Surveying and Training Future leaders in Organizations’ is written in 17 chapters and 59 titles and in its compiling reliable scientific resources such as some law and obligations of developing human resources in Iran and used patterns in IBM, Sony companies are utilized. This book as an influential scientific resource in the fields of programming and developing of human resources capacity is welcomed by Iran scientific and research centers. This book by having innovation in strategic programming and increasing the abilities of executive managers in service and industrial complexes can be used by all industrial centers and research and strategic studies of human resources centers and developing management programs throughout the world.
About the Author:
Mohsen Lasemi is educated in operational management from IS-IRAN education and research Institute that has completed his postgraduate courses in the field of quality management systems and realization of organizational co-efficiency-increasing models in reliable educational and researching centers of Iran. He has a 25 year record of consulting, managing and designing projects in the fields of designing and implementation of organizational co-efficiency-increasing models in industrial complexes and some executive companies and spending more than twenty thousand hours of specialized courses related to compiling works, writing articles and managing and conducting great projects of Iran. Lasemi is an Iranian resourceful and active writer and researcher that besides his researches, lectures and educational activities, he has written many valuable, scientific books and articles that have been welcomed and used by most academic and reliable industrial and scientific centers of Iran and other countries like: America, Japan, Taiwan, Indiana and some other countries. He has been appreciated for such academic activities of him in various occasions in Iran and other international assemblies.
Now, Mohsen Lasemi during his continuous activities in the fields of research and presenting articles in different scientific and academic centers of Iran and other countries, is compiling and publishing some books in designing and constructing in-organization problem-solving clinics, innovation (creativity) engineering and new distribution of motivation rewards in organizations. He also in some reliable industrial and service companies in Iran undertakes the responsibility of designing and managing some important improving projects. Lasemi is married and lives with his wife and two children in Tehran.
Some of Lasemi’s Books:
-Surveying and Training Future leaders in Organizations
-Organizational reinforcements and developing patterns:
– Strategic programming and ORISE functionality management:
_The Plan of Great Path
_Engineering innovation (creativity) in the organization (strategic development plan creative powers of organization)
_The new system of the distribution of rewards to create motivation in organization (strategic development program to increase productivity)
_Application knowledge and information management program in organizations (the strategic program to plan and develop the knowledge repositories of the organization).
Part 1: Strategic management basics and concepts
Chapter 1: setting of the 5 year program policies and organizations view:
1-1 the concept of strategy
The term strategy rooted in a Greek word, stratus or strategy which means generals art. In army strategy is generals’ as in working area it is high managers’.
There are several definitions for ‘strategy’ and each of them takes a dimension of strategy meaning into consideration. BrusHandeson, prominent theorist and founder of Boston consultant group, defined strategy as a unique advantage for distinguishing organizations and the basics of management.
The concept of strategy backs to 340 B.C. at least. At that time, a Chinese general, San Tezo, in his eternal book under the title of ‘war art’ explains the principles of victory and describes clearly many concepts of strategic approach. But the term strategy in its today form is the achievement of Second World War and resulted from the programming changes. What was common before the War was annual programming and budget dedication during which costs and incomes were anticipated and surveyed. After the war, technology development and expansion of communication, transportation and aviation made businesses more active and made horizons of programming more extended. Long-term programming in which organizations operations are programmed in a 3 to 5 year horizon is the achievement of this period. At early 1960s, U.S. defense ministry decided to set many experiences gained from strategic decisions of the Second World War. With this action, the basics of strategic programming were established. Two years later, Alfred Chandler, Harvard University professor, entered strategy concepts to the world of business. Following that, Count Anders in 1965 expressed business strategies based on Chandler’s thoughts and theories.
The goal of long-term programming is operation control more than anything else while strategic programming follows activities change for maximum utilizing of surrounding opportunities. There is an unchangeable and strong maxim in strategic approach that is concentration. If we want to be strong in everything, we will be strong in nothing. This maxim is resulted from competitive atmosphere and resources limitation. Basically, strategy is the result of these 2 elements and without competition it is meaningless.
2-1 Strategic thinking
One of new terms in the world of strategy is ‘strategic thinking’. There is no clear and inclusive definition for this term but everybody unanimously agree upon the fact that it can be suitable foundations for creative and influential strategies. Hamel and Perahalad regard strategic thinking a specific way of thinking that can be known as strategy architecture skill. Mintzberg considers strategic thinking as a base for establishing iconoclast strategies- what programming processes can’t do that. Michel Porter with a different opinion took analytic tool influential in establishment of strategic thinking.
One of the experts that presented her studies about strategic thinking in the form of a pattern is Jane Lidka. She expresses an inclusive definition about strategic thinking and by presenting a pattern describes the parts of strategic thinking and the relationships among them. In Lidka model there is no contradiction with Mintzberg’s and Porter’s. She describes strategic thinking as a base for creation of new strategies that can change competition rules and present quite a different outlook from the present situation. Lidka considers strategic programming a tool for realization of created strategies through strategic thinking and facilitation of it. According to this theory, creative strategies resulted from strategic thinking and strategic programming makes this process and realization facilitated.
These approaches appear dimensions of strategy dimensions and assist mangers in their organizations survival and development in competitive atmosphere. Strategic programming and functionality management in ORISE is also a new approach in strategy world that is created with a similar use of strategy.
3-1 strategic programming
Today almost all economic institutions are familiar with the concepts like designing of business plan and setting executive programs perspectives in a clear horizon regard designing of a strategic plan as one of their requisites for entering global market and competing other institutions.
Designing perspectives, missions and setting goals are among necessities that organizations believe in them and in this regard with expansion of programming culture and capabilities attempt to operate them. The vital point in this regard is the ways of achieving goals that under influences such as geographical environment, organizations economic potentialities, dominant culture over the society and other elements. These ways and methods need study, assessment and familiarity with market and present situation in designing the path plan for achieving set goals in perspectives. In other words, it can be stated that strategic programming concept is originated from the competitive atmosphere and limitation of resources. Competition and resource limitation with their own special approaches are among main pivots and fundaments of strategic programming. Human is living in a world full of limitation. Financial resource, time, mental power limitations are some of the prominent features of such limitations. Spending limited resources on minor issues causes leaving competition to rivals that focused their (limited) resources on main issues that their results have more advantages (compared to rivals). This concept can be regarded managerial economy on a way that its goal is maximizing of benefits against costs.
In a survey of a practical sample a company like Nokia can be pointed to that with its just 140 year of activity most of the world people know it. It was an old, unknown and full-of-loss company that by operating of a changing strategy could cause a change in its situation in a period and became a successful company. Unlike this instance, there are tens of big companies that with their inefficient usual strategic approaches of themselves could not create such changes for themselves.
In the process of strategic programming in an organization, many elements are surveyed that among them goals, programs, major and minor current processes in organizations, actions and indicators of functionality modification and assessment, detailed structures of organizations and the ways of job opportunities distribution according to specified missions in each realm (infrastructures) and available talents of executive needed capacities and … can be mentioned.
The setting of goals and programming standards based on goals in the trend of organizational programming in organizations are very important and this fact assists organizations in designing a logical structure for modifying and evaluating of programs realization amount compared to goals. Among other elements that has to be taken into account seriously in strategic programming is the functionalities indicators that are placed in three approaches of key functionality indicators: 1) specialized indicators of functionality, 2) common indicators of functionality and 3)indicators between fields in charts of modification and assessment of organizations functionalities mechanisms and these approaches can draw a scientific and logical picture from staff’s, realms and organizations functionalities modification and assessment by recognition and selection of elements appropriately.
In recognition and operation of functionality indicators, following recognized elements have to be taken into attention:
1) Unprocessed data recognition: the goal of this stage is the recognition of needed unprocessed data for setting indicators. Measurement without knowing the needed data and their resources is very difficult. According to the acceptance criteria in designing and planning mechanism charts of modification and measuring of functionality, collection of unprocessed data according to defined standards in any process can be influential.
2) Unprocessed data determination: the goal of this stage is to determine data. In the simplest form, your working group collects all unprocessed data and you have just to produce related indicators. In other cases your needed data may be determined by other parts. If at the present there is no data, the group has to recognize how and where the in-question data has to be collected.
3) Sensors recognition: we have to know in continuation that at the present time how data are measured. Sensors are referred to as things or people that can discover presence and absence of phenomena and can recognize the intensity of those phenomena quantitatively within your systems measuring unit. Sensor selections usually are done according to the following questions:
3-1- What do we want to measure and what kind of data are they?
3-2- Who did such measurement and what’s his position in the organization?
3-3- Do we attempt to measure the existence or non-existence of something?
3-4- Are we measuring the size of something or we counting its numbers?
3-5- How precise and accurate my measurement has to be?
3-6- Do the measurements have to be done in a defined and exact time and place?
3-7- How do quantitative standards play role in my measurement?
3-8- Qualitative standards (criteria distraction degree from qualitative acceptance standard designed in standard chats) play role in my measurement?
3-9- How are my measurement criteria in the unit of time are assessed?
3-10- How are the adjustability degree of defined criteria in execution time measurement to defined capacities in each field surveyed?
After this part, for each unprocessed datum a sensor has to be defined besides the place of those sensors.
Measuring time definition: the time and frequencies of measuring indicators are defined at this stage.
Output: functionality indicators and their parts.
5) Designing and establishing of mechanism charts of functionality modification and measurement: In continuation, according to collected data from the fields of goals, programs and major and minor procedures, actions, indicators with three features of functionality key indicators that are 1- specific indicators of functionality, 2- common indicators of functionality and 3- among-fields indicators, mechanism charts of modification and assessment of individual’s, field and organization functionality are designed and the information related to collected data are written there.
6) Establishing of data banks in the framework of prerequisite data forms of staff’s functionality management:
Due to defined executive approaches in the framework of an influential communication between 2 main fields of strategic programming and functionality management, data banks design, establish and file goals (including organization macro goals- partial and general goals)- processes (major and minor processes)-actions (with grouping approaches of specialized and general actions in each field)- indicators (functionality key indicators, functionality specific indicators and functionality common indicators) and some other needed data in the structure of strategic programming system in the form of specific data banks.
4-1- Strategic programming philosophy:
Strategic programming philosophy shows that main perspective of strategy is hopes. Without achieving strategic opportunities, there will be no strategic profits. In this book by processing strategic opportunities, I expressed a new form of ways for achieving opportunities that is the result of communicating between recognized improvement approaches in ORISE functionality management program in communicating with the organization strategic programming.
All organizations for success need efficient managers, sufficient resources, value creating processes, efficient human resources and… but have you ever asked yourself what is the need for strategy for achieving success? Strategy may be considered as long-term program and its existence as organization farsightedness. Nowadays, the life time of some of strategies is less than a year and as will be discussed the concept of strategy is different from programming.
The concept of strategy is the recognition of main opportunities and concentration of resources toward realization of hidden benefits. Today, managers spend their financial resources, managerial focuses and other organization (limited) important resources to a new product or use them in strengthening their brand that maybe can create an innovated and new background for their organizational activities and many business opportunities. What the strategy philosophy deals with is providing the perspectives of opportunities and strategy and without achieving strategic opportunities there will be no strategic benefits.
In surveying opportunities perspectives in this book, I deal with a cycle that with the strategic programming approach and surveying of the collected data from recognized improvement opportunities from the field of programming and increasing functionality improvement in ORISE functionality management a basic relation between strategic programming field in organizations as the operator of collected data in the form of recognized opportunities with functionality management programming as the these opportunities creator. As mentioned before, the identity of strategy and programming are different. In this regard, the relations made between strategic programming field and functionality management field in execution programming of strategic programming and functionality management in the framework of ORISE, offering of recognized opportunities data in programming and increase of functionality improvement in the program of functionality management in ORISE to the place of surveying of these recognized opportunities for improvement programming in strategic programming filed by high organization mangers for setting strategic development in organizations. In this relation, the distinguishing features of strategy and programming identities are taken into account dependently.
This is a relation in which in each period, the coordinative evaluation and assessment of staff’s, fields and organizations functionalities while recognition of organization opportunities and risks in a format of data selecting are dealt with. After data selecting in the fields of programming and increase of functionality improvement in ORISE functionality management program, the related date to recognized opportunities of separation and ways of operating in organizations strategic programming structure are taken into attention of high mangers and executive organizations.