International subsidiary
163-165 C Bangoy Sr St., Davao City, PH-8000, Philippines
()63 03582 221 2291, 63 03582 221 2105 fax, http://www.davaolight.com
Primary SIC: Electric Services, Primary NAICS: Electric Power Distribution
Description: Utilities: Generation and transmission of electricity
First, I will make some brief history about Davao Light & Power Company.
Davao Light & Power Company was incorporated in 1929 by Patrick Henry Frank, Relatives and Associates. Negotiations for the purchase of Davao Light by the Aboitiz Group was seriously undertaken in late 1941 but was subsequently aborted due to the outbreak of World War II.
From that time on, Such oversaw the rebuilding and operating of Davao Light’s remaining assets until 1952 when Edson Canova took over the management seat. Shortly thereafter, Luis Aboitiz, Jr. joined the company and was later on followed by Ernesto Aboitiz. It was at this point in time where the marginal growths started to take place.
Davao Light and Power Company is the third largest privately-owned electric utility in the Philippines. It holds the franchise for distributing electric power to Davao City, the largest city in the world in terms of land area, as well as Panabo City and the municipalities of Carmen, Dujali, and Sto. Tomas in Davao del Norte. On September 29, 2000, the franchise was renewed for another 25 years by virtue of Republic Act 8960.
They aim to be the country's leader in providing electric power and related services by becoming a world-class electric distribution company. The ultimate satisfaction of there customers is the driving purpose of there existence. They aspire for excellence in everything that they do by adhering to the highest standards of professionalism, by making integrity the foundation of all their relationships, and by focusing on the unlimited potential of their people.
They are a responsible partner on the road to progress and development, essential to their community's collective hope for a better life.
DLPC has a fully functional automated mapping and facilities management (AM/FM) system to track the location of electric distribution assets in its franchise. Also in place is a Supervisory Control and Data Acquisition (SCADA) system, a facility that allows remote real-time data gathering and control of equipment in all power substations. High-end computers, sophisticated software, and other devices are being used to speed up meter reading, streamline billing, provide efficient and prompt response to customer inquiries, generate management information, and analyze electrical grid information.
The Information Systems Department of Davao Light and Power Corporation is divided into four sectors:
Business Solutions Department (BSD) - which deals with creating business solutions to the company such as creating new systems for the company's use only and aims to make the company be more progressive.
Engineering Information Department (EID) - creates solutions to the business problems or queries presented to the Davao Light and Power Corporation.
Network Infrastructure Department (NID) - which handles the company's IT/Network infrastructure.
Database Management Department (DMD) - they are the ones who manages and updates the databases made in-house and sometimes outsourced by the company.
Programs that Davao Light Power Company offers:
1. The Central Communication and Emergency Response Center which was patterned after the “911” in the US is a project that uses a special computer software to help authorities respond to distress calls. The project was conceived during the first quarter of 2002. It was developed and made possible to help in fighting crime and lawlessness in Davao City. The launching of the “911” in Davao, made the Philippines the only country after the US and Canada to adopt the system. Using the 911 system, DLPC used a modified version of its Geographic and Information System—and called it the Emergency Computer Aided Dispatch (ECAD) to help authorities locate the origin of emergency calls. The system even tracks how fast the police could respond to the emergency calls. The system also uses color-coded icons to monitor movement and location of police mobile units: Blue for mobile units at rest; Red for on the move response and Green for onsite, which means that a mobile unit has arrived in the site of emergency. The city also hired operators to man the center. “911” has eight fulltime call takers, two dispatchers and a tracker. It’s a 24-hour, seven-days-a-week system. At least 15 police mobiles are on call for emergency response aside from the regular police cars given to police precincts.
2. Cisco's IP Telephony Solution, DLPC was able to provide a single hotline number to its customers. DLPC now enjoys a structured local telephone numbering, speed dialing using email and enhanced voice mail features. "We no longer pass customer calls around among our three offices and they only need to remember one number to contact us," said Ronald Chan, Head of Systems Operation Department. Maintaining their communication infrastructure is now easier and cheaper as it integrates both voice and data into one network, preventing duplicate infrastructure and simplifying network management. Running on this same network is DLPC's mini call center that caters to calls from customers who need quick answers to their concerns and inquiries.
3. Supply Chain Consulting by providing innovative enterprise software solutions and services, the Supply Chain have built a strong following of loyal customers including Davao Light & Power Company. They have partnered with many of these customers since their original system implementation and provide ongoing support for their operational and strategic business needs. In relation, Davao Light and Power Company is the third largest privately-owned electric utility in the Philippines and the #1 Power Utility in the Visayas and Mindanao Region. Supply Chain Consulting provided consulting services to Oracle for the implementation of the AEV ERP Project.
4. Using Short Messaging Systems (SMS) - Aboitiz has an e-ticketing/SMS ticketing service that provides a channel for passengers to directly book and pay for their own tickets and allows ticketing agents to issue any accommodation for any Super Ferry voyage online. It also provides Easy Cards which is a pre-paid, re-loadable and refundable card for passengers that provides the safety and security of not having to carry around cash while on its vessels.
5. International Payroll Outsourcing - It cuts costs and administration and management time.Accuracy and efficiency increase. Consolidated real-time reporting across countries quickly provides data to show that compliance standards and Service Level Agreements have been met.
This are only some practices that the Davao Light and Power Company using Information Systems.
References:
>http://www.davaolight.com/
>http://www.rvr.aim.edu.ph/Website_Awards/nominees/041.htm
>http://www.aboitiz.com/Main/176:Davao_Light__Power_Company.html
>http://www.cisco.com/web/PH/learning/wins/davao.html
>http://goliath.ecnext.com/coms2/product-compint-0001199526-page.html
>http://www.supplychain-consulting.com/index.php/customers/
>http://www.ict4d.ph/proceedings/Project_Inventory2.php
>http://www.patersons.net/
Thursday, June 25, 2009
Tuesday, June 23, 2009
MIS versus Leaderhip + MIS
Definition: Management Information Systems (MIS) is the term given to the discipline focused on the integration of computer systems with the aims and objectives on an organization.
The development and management of information technology tools assists executives and the general workforce in performing any tasks related to the processing of information. MIS and business systems are especially useful in the collation of business data and the production of reports to be used as tools for decision making.
Now what is Management?
It is the process of getting activities completed efficiently and effectively with and through other people. And also management has 7 functions which are planning, organizing, staffing, directing, coordinating, reporting, and budgeting.
Now what is Information System?
In a general sense, the term Information System (IS) refers to a system of people, data records and activities that process the data and information in an organization, and it includes the organization's manual and automated processes.
While in a narrow sense, the term information system (or computer-based information system) refers to the specific application software that is used to store data records in a computer system and automates some of the information-processing activities of the organization.
So, in short, MIS is managing with the use of specific application software that is used in data storing and making it automated.
What is the use of MIS in every organization? The reason is simple it is the heart and brain of an organization. MIS contains the critical information of an organization which makes it very important. It helps in collecting, processing, storing, and distributing information within or outside the organization. With these it helps in decision making procedure that an organization would decide on what the organization should do.
While what is Leadership + MIS??
First, i will define what is Leadership, leadership has been described as the “process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task”. So if you add Leadership and Management it would still be the same. Because being a leader is being a good manager.
So therefore i conclude that making MIS to LMIS is still the same. Leader is still under different management roles. So making it LMIS is redundant.hehe
References:
http://www.bestpricecomputers.co.uk/glossary/management-information-system.htm
http://choo.fis.utoronto.ca/fis/courses/LIS1230/LIS1230sharma/history4.htm
http://en.wikipedia.org/wiki/Information_Systems
http://en.wikipedia.org/wiki/Leadership
The development and management of information technology tools assists executives and the general workforce in performing any tasks related to the processing of information. MIS and business systems are especially useful in the collation of business data and the production of reports to be used as tools for decision making.
Now what is Management?
It is the process of getting activities completed efficiently and effectively with and through other people. And also management has 7 functions which are planning, organizing, staffing, directing, coordinating, reporting, and budgeting.
Now what is Information System?
In a general sense, the term Information System (IS) refers to a system of people, data records and activities that process the data and information in an organization, and it includes the organization's manual and automated processes.
While in a narrow sense, the term information system (or computer-based information system) refers to the specific application software that is used to store data records in a computer system and automates some of the information-processing activities of the organization.
So, in short, MIS is managing with the use of specific application software that is used in data storing and making it automated.
What is the use of MIS in every organization? The reason is simple it is the heart and brain of an organization. MIS contains the critical information of an organization which makes it very important. It helps in collecting, processing, storing, and distributing information within or outside the organization. With these it helps in decision making procedure that an organization would decide on what the organization should do.
While what is Leadership + MIS??
First, i will define what is Leadership, leadership has been described as the “process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task”. So if you add Leadership and Management it would still be the same. Because being a leader is being a good manager.
So therefore i conclude that making MIS to LMIS is still the same. Leader is still under different management roles. So making it LMIS is redundant.hehe
References:
http://www.bestpricecomputers.co.uk/glossary/management-information-system.htm
http://choo.fis.utoronto.ca/fis/courses/LIS1230/LIS1230sharma/history4.htm
http://en.wikipedia.org/wiki/Information_Systems
http://en.wikipedia.org/wiki/Leadership
IS/IT Leadership Roles
These are the six 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 work flow, 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 work flow, 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 skill sets 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.
References:
Petter Gottschalk, Norwegian School of Management, petter.gottschalk@bi.no
http://www2.computer.org/portal/web/csdl/doi/10.1109/HICSS.2000.926945
http://doi.ieeecomputersociety.org/10.1109/HICSS.2000.926945
Computer Science Corporation, 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 work flow, 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 work flow, 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 skill sets 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.
References:
Petter Gottschalk, Norwegian School of Management, petter.gottschalk@bi.no
http://www2.computer.org/portal/web/csdl/doi/10.1109/HICSS.2000.926945
http://doi.ieeecomputersociety.org/10.1109/HICSS.2000.926945
Computer Science Corporation, 1996
Monday, June 22, 2009
Different Managerial Roles
Before I start with my report, I would like to give credit to Henry Mintzberg for the facts, and resources.
First of all, Mintzberg has identified 10 roles common to the work of all managers. There are 10 different managerial roles that Mintzberg identified, these are the following with definition:
1. Figurehead - obliged to perform a number of routine duties of legal or social nature.
2. Liaison - in charge of motivation, training, and staffing.
3. Leader - was to keep contact information of vendors that would supply information or work.
4. Monitor - keeps current with all company information from within and the outside world.
5. Disseminator - shares knowledge with other employees.
6. Spokesman - would share information to the outside world like the press or other organizations.
7. Entrepreneur - would seek out new ideas and look for opportunities for improvement
8. Disturbance Handler - deals with unexpected events and operational breakdowns.
9. Resource Allocator - controls and authorizes the use of organizational resources.
10. Negotiator - participates in negotiation activities with other organizations and individuals.
These are the 10 different managerial roles and these are divided into 3 managerial activities which are the ff:
A. Interpersonal - link all managerial work together.
1. Figurehead
2. Liaison
3. Leader
B. Informational - ensure that information is provided.
1. Monitor
2. Disseminator
3. Spokesman
C. Decisional - make significant use of the information.
1. Improver/Changer
2. Disturbance Handler
3. Negotiator
For my reaction on this report is that Mintzberg really identified what are the different roles that a manager does. Then he divided it into three different activities that suits it's definition or role. Me as a student and taking up Managerial Information System i could really say that Mintzberg's study made a very big impact about what management really is. And i give him all the credit for that. When you talk about management it is really how to make actions on situations and daily work. That is how to be a good manager.
References:
http://www.oppapers.com/essays/Managerial-Roles/64891
http://globalmbaforum.com/forums/t/7.aspx
Henry Mintzberg, The Nature of Managerial Work, Harper & Row, 1973.
First of all, Mintzberg has identified 10 roles common to the work of all managers. There are 10 different managerial roles that Mintzberg identified, these are the following with definition:
1. Figurehead - obliged to perform a number of routine duties of legal or social nature.
2. Liaison - in charge of motivation, training, and staffing.
3. Leader - was to keep contact information of vendors that would supply information or work.
4. Monitor - keeps current with all company information from within and the outside world.
5. Disseminator - shares knowledge with other employees.
6. Spokesman - would share information to the outside world like the press or other organizations.
7. Entrepreneur - would seek out new ideas and look for opportunities for improvement
8. Disturbance Handler - deals with unexpected events and operational breakdowns.
9. Resource Allocator - controls and authorizes the use of organizational resources.
10. Negotiator - participates in negotiation activities with other organizations and individuals.
These are the 10 different managerial roles and these are divided into 3 managerial activities which are the ff:
A. Interpersonal - link all managerial work together.
1. Figurehead
2. Liaison
3. Leader
B. Informational - ensure that information is provided.
1. Monitor
2. Disseminator
3. Spokesman
C. Decisional - make significant use of the information.
1. Improver/Changer
2. Disturbance Handler
3. Negotiator
For my reaction on this report is that Mintzberg really identified what are the different roles that a manager does. Then he divided it into three different activities that suits it's definition or role. Me as a student and taking up Managerial Information System i could really say that Mintzberg's study made a very big impact about what management really is. And i give him all the credit for that. When you talk about management it is really how to make actions on situations and daily work. That is how to be a good manager.
References:
http://www.oppapers.com/essays/Managerial-Roles/64891
http://globalmbaforum.com/forums/t/7.aspx
Henry Mintzberg, The Nature of Managerial Work, Harper & Row, 1973.
First Day in MIS...
The First day in MIS class was new to me because it's my first time under Sir Randy's supervision. But everything went good. Even though I'm nervous still it end up pretty fine. We discussed about Management Information System, what is the definition of MIS(Management Information System). We also discussed about Planning, Directing, Organizing, and Controling or PDOC in short which is the main definition of Management. Sir Randy also give us an assignment about the different Leadership Roles, and what is the difference between LMIS(Leadership Management Information System) and MIS.
Again, it's just our first class, we still have many things to discuss and learn, so this is not yet goodbye, but until next time. See you again guys in the next posts.
Again, it's just our first class, we still have many things to discuss and learn, so this is not yet goodbye, but until next time. See you again guys in the next posts.
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