local orgz...^-^

Based on my options for the said Local Organizations I came up with these companies:

Octagon Computer Store

Computer hardware and software, consumer electronics, and communications product superstore offering the widest product selectionsave big on all the name brand electronics you need, like notebooks & PCs, TVs, digital cameras, and MP3 players.DAVAO-Lizada (082)221-0082 Door 12 Ferbee & Sons Bldg. Monteverde Ave, cor Lizada Streets DV7 (082)221-0081 Davao City, Davao del SurDAVAO-Lizada (082)221-0082 Door 12 Ferbee & Sons Bldg. Monteverde Ave, cor Lizada Streets DV7 (082)221-0081 Davao City, Davao del Sur
Established in 1982 as a retailer of IT products, OctagonComputer Superstore has grown rapidly from a singlechannel to a vast number of superstores and chain storesnationwide. This is evident by the Management Team’sphilosophy of creating awareness on the latestadvancements in Information Technology and makingthem available to the public. With a sound understanding of consumer needs and industry trends, the management team is well-positioned to steer the direction of the company.Our existence nationwide merely shows company’sgrowth beyond expectations. It has more than a hundredretail stores situated in most shopping malls covering 70 key cities in the Philippines. It currently has a work force of more than a thousand employees.Octagon, being one of the fastest growing retail stores,offers a diverse range of genuine and high quality ITproducts at a reasonable price, coupled with customersatisfaction through good service, it has been ingrained inpeople’s mind that for any computer or electronics need,“Octagon is the place to be.” Octagon delivers InformationTechnology to the people with its network of branches thatcover most of the Philippines archipelago. Through theseefforts, Octagon is renowned as the biggest and largestcomputer retailer in the Philippines.Through the years, Octagon’s presence in the IT markethas created an enviable reputation. Currently, thecompany ranks as the top IT reseller in the Philippinemarket. To date, with over 100 branches in place,Octagon Computer Superstore is continually growingtoward its goal of “Nationwide Reach, Nationwide Service”.

Octagon offers lots of products:
Desktop Computers
Graphic Cards
Storage Device
Memory
Notebooks
Monitors
Mother Board
Networking Products
Power Protection
Printers
Processors
Projectors
Scanners
Speakers
Accessories

Sources:
http://www.octagon.weblanpro.org/products.htm

Regency Inn
“A Grandiose stay in the heart of Business Davao ”
Regency Inn gives new meaning to affordability and elegance. A business hotel that gives you total satisfaction from day one. With its modern facilities, amenities, highly-trained staff and a commitment to quality of service, we make it our goal that your stay with us is grandly pleasing and exquisitely satisfying.With personalized attendance fit only for kings, you may accessibly request for services at a touch of a button.

The entire Business Center offers computer and printer rentals, typing and desktop publishing, secretarial work, fax transmittals, and internet access. Virtually everything you ever need to meet your business and personal demands in a one-stop shop.

Stately designed with a majestic ambience, our Single Standard, Twin de Luxe, Double de Luxe and Suite Rooms reflect refined luxury and outmost comfort. Best of all, we provide you with a homey atmosphere after a hard day's work or a tour around the metropolis.
The Octane Restobar is a designated WIFI Hot Spot use for checking e-mails and surfing the net. It also features a sumptuous array of local and foreign cuisine served in every imaginable way. Feast on your favorite dish with your choice of spirits and experience the simple joy of dining the royal way. Savor the blend of Oriental delicacies and Western gastronomic delights prepared to suit your discriminating palates.

Regency Inn boasts of its modern facilities like two high speed elevators, structured cabling, comprehensive fire protection and PABX system, room card key system, WIFI Hot Spot, individually controlled air conditioned rooms, cable television, hot and cold shower and back-up generator systems in case of power failure. Truly, the best choice for enjoying your stay in the center of business Davao.

Organize a grand convention or a simple gathering with style. A relaxed and conducive atmosphere where you can engage in meetings, weddings, debuts, parties or product launchings with fully-equipped function rooms that can easily accommodate up to 500 people. Indeed, the perfect venue for that momentous and important event.

AMENITIES INCLUDES:

• 83 individual controlled air - conditioned and carpeted rooms.

• Rooms are equipped with remote control cable television sets

• PABX Telephone System

• Hot & Cold Shower

• Room Card Key System

• Comprehensive Fire Alarm System

• Two High Speed Elevators

• Stand by Generators

• Shuttle Service

• Business Center

• Internet Access• Laundry & Pressing

• Mailing & Safekeeping

• Wi-fi Hot Spot

• Octane Resto Bar

• Camelot, Buckingham, Lancaster, Kensington and Windsor function rooms

• Spacious parking space at the basement

Location
THE REGENCY INN Villa Abrille St.,

8000 Davao City Philippines

Tel. No.: (63-82) 227-7777(63-82)

300-0888Fax No.:(63-82) 227-4333

E-Mail: regency@regencyinndavao.com

Source:
http://www.regencyinndavao.com/contactus.php

Reflection on d' first day...^-^

Start of the new semester June 18, 2009 afternoon, 1:00-2:30 again we need to go to school(Engineering building room 505 ). For our first meeting in MIS 1 or Management Information System 1 under Dr. Randy S. Gamboa we really need to come to school early. Same as usual, he would come to school early, he will wait until it is time for him to start the class mad discuss with us. We start our class by a prayer lead by Ariel Serenado and it also ends with a prayer which lead by me. I think it helps a lot when we pray before and after class so that we will be guided in our discussions. We had a great time during our discussion, it was been a long time since we were handled by him and I think most of us misses his jokes. First he asked the USeP( Tagum campus) students and the late comers to stand in front so that they can introduce their self to us and to entertain us with their hidden talents. It was in the discussion time when he begins to ask our opinion about MIS 1 (Management Information System 1). We have learned the key activities in Management Information System 1 which he called P D O C or the Planning, Directing, Organizing and controlling, he said these activities are necessary in MIS. We dissect the the subject title, Management Information System 1, first the word Management he said that it pertains to the P D O C which are the Planning, organizing, directing and controlling the operation, Then the word Information which states about informing, lastly the word System which includes the orderly arrangement according to some common principles or rules, or a plan of doing something.

The Management Information System 1 has its components, the hardware, software and the people ware. But he asked us, how we could further explain this formula:

MIS = software + hardware + people ware

Hardware - is a general term that refers to the physical artifacts of a technology. It may also mean the physical components of a computer system, in the form of computer hardware.

Software - Computer software is often regarded as anything but hardware, meaning that the "hard" are the parts that are tangible while the "soft" part is the intangible objects inside the computer. Software encompasses an extremely wide array of products and technologies developed using different techniques like progr amming languages, scripting languages or even microcode or a FPGA state. The types of software include web pages developed by technologies like HTML, PHP, Perl, JSP, ASP.NET, XML, and desktop applications like Microsoft Word, OpenOffice developed by technologies like C, C++, Java, C#, etc. Software usually runs on an underlying software operating systems such as the Microsoft Windows or Linux. Software also includes video games and the logic systems of modern consumer devices such as automobiles, televisions, toasters, etc.

People ware -People ware is a term used to refer to one of the three core aspects of computer technology: hardware, software, and people ware. People ware can refer to anything that has to do with the role of people in the development or use of computer software and hardware systems, including such issues as developer productivity, teamwork, group dynamics, the psychology of programming, project management, organizational factors, human interface design, and human-machine-interaction

If the people ware controls the software and the hardware? Who controls the people ware? Many of us said that it is also the person it self who controls him/her self. I think it is correct because we all know that human is the most intelligent creation of God and only human can do m such things. Due to my curiosity, I try to research about MIS: these are the things that I have learned……

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."The terms MIS and information system are often confused. Information systems include systems that are not intended for decision making. The area of study called MIS is sometimes referred to, in a restrictive sense, as information technology management. That area of study should not be confused with computer science. IT service management is a practitioner-focused discipline. MIS has also some differences with Enterprise Resource Planning (ERP) as ERP incorporates elements that are not necessarily focused on decision support.

Based on http://en.wikipedia.org/wiki/Management_information_system#Overview

MIS (management information systems) is a general term for the computer systems in an enterprise that provide information about its business operations. It's also used to refer to the people who manage these systems. Typically, in a large corporation, "MIS" or the "MIS department" refers to a central or centrally-coordinated system of computer expertise and management, often including mainframe systems but also including by extension the corporation's entire network of computer resources.

Based on http://searchdatacenter.techtarget.com/sDefinition/0,,sid80_gci214098,00.html

After the discussions we are assigned to do many things. The preparation for our final paper, the reports, and creating our blog. I think it is really interesting to do those things hope we can make it in time.

Let us talk about the expectations, in this subject I expect it to more difficult that the other subject. In my professor, I think he could be nice to us (based on my past subjects under him) and based on what he said he is not a professor he is a facilitator. I hope he will extend his patience when it comes to noise.

I think I have shared the things that we had discussed on that day; I hope this will serve as a good start for this subject and a better relationship between the students and the facilitator.

God bless...^-^

IS Leadership Roles

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:

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

Managerial Roles by Mintzberg

The 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

happy dappy...

first post nako now....

mra pud ug true noh? heheheh

i hab it na jud...

tenk you lord...

labyu jud...

tnx pud sa kay sam and lourds..

your d best...wew..

mwa mwa....