Levels of System

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Levels of System
Lecture 5

• Inam Ul-Haq
• Lecturer in Computer Science
• University of Education Okara Campus
• Inam.bth_at_gmail.com, organizer_at_dfd-charity.com

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Organisation Hierarchy

• A hierarchy (say higher arky) is an arrangement
  where there are different levels of authority or
  power.
• Organisations usually have a hierarchical
  structure, where some people are more powerful or
  important than others.

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Typical hierarchy in organisations
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Typical hierarchy in organisations
STRATEGIC
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Typical management hierarchy in organisations
STRATEGIC
STRATEGIC
TACTICAL
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Typical management hierarchy in organisations
STRATEGIC
STRATEGIC
TACTICAL
OPERATIONAL
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STRATEGIC DECISION MAKERS

• The very highest level of the hierarchy
• Make very big decisions that
• Must consider the whole organisation, not just
  part of it
• Are expensive
• Are long-term (e.g. years)
• Could be disastrous if wrong
• Define the nature of the organisation
• Changes the organisations future

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STRATEGIC DECISION MAKERS

• Typical Strategic level job titles
• Chairman
• President
• CEO (Chief Executive Office)
• Board of Directors
• General Manager

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Tactical Management

• These people are still high-level, and make
  important decisions in their own areas
• But they follow instructions from above from the
  strategic management.
• Tactical managers implement the decisions made at
  the strategic level.
• They take a big idea and work out how to make it
  happen
• Their decisions are usually limited to a sector
  of the org (e.g. advertising, transport) rather
  than the whole org.
• Project management is mostly tactical except
  planning

Google it Tactical Management
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Typical Tactical-Level Job Titles

• Advertising manager
• Personnel manager
• Creative director
• Manager of information systems
• Communications director
• Chief Financial Officer

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Tactical decisions

• Implement strategic decisions
• Are medium-term (e.g. months, weeks)
• Are passed down to the next level of management

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Operational Management

• Operational managers directly manage
  non-management staff and the public.
• They make day-to-day decisions that are vital to
  actually make things, sell things, provide
  services.
• They are at the coal face doing business and
  making money.

Google it Operational Management
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Typical operational job titles

• Store manager
• Foreman
• Army Sergeant

Google what about IS?
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Example

• Super-shop, a country wide chain of grocery
  stores wants to increase its profit.
• The board of directors discusses how to best
  achieve this.
• They decide they will move into the pharmacy
  sector and include chemist shops in their stores.
• This is a big departure from their usual
  business. Its a strategic decision.

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Tactical

• The directors instruct the tactical managers to
  implement the decision.
• The personnel manager advertises for pharmacists
  to be employed.
• The publicity manager plans a TV newspaper
  campaign to advertise the change.
• The facilities manager puts out tenders for the
  construction work needed.

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Operational

• The builders arrive at a local supermarket.
• The supermarket manager instructs staff to
  reorganise shelving to allow the construction of
  the pharmacy.
• The manager chooses and arranges training for
  staff who will be working in the pharmacy.

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Non-management

• Cheryl, the checkout chick, empties out the
  shelves where the pharmacy will be built.
• Her decision-making is limited to Ill need to
  get a trolley to take these cans to the other
  shelves.

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Drawing the line

• Sometimes its hard to decide whether a decision
  is strategic, tactical or operational.
• It can depend on the size of the organisation.

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Drawing the line

• Judge whether the decision will have a
  significant impact on the organisation over quite
  some time. That would be strategic.
• If the decision is made to implement a decision
  made by a higher-ranking person (but it doesnt
  actually achieve the end by itelf), its
  tactical.
• If a decision actually leads workers to doing
  something that makes the plan work, its
  operational.

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Thanks to

• Thanks to
• Mark Kelly
• mark_at_vceit.com
• vceit.com

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