BUSINESS MANAGEMENT AND APPLICATION

RESEARCH WORK 1

CJ M. MAGDAY
BS-ARCHITECTURE 5
RESEARCH OBJECTIVES
1. Research on the different kinds of management systems.
2. Select three types of management systems that suits or useful to an architect or architecture student.
3. Create a SWOT analysis for each three selected management systems in utilizing or implementing it in
the profession of architecture.
4. Provide a conclusion on which of the three is the best management system for an architect or
architecture student.
5. Provide links and tags of research tools/sites.

MANAGEMENT SYSTEM
What is a management system according to international organization for standardization or ISO?
A management system is the way in which an organization manages the interrelated parts of its
business in order to achieve its objectives. These objectives can relate to a number of different topics,
including product or service quality, operational efficiency, environmental performance, health and safety
in the workplace and many more.
The level of complexity of the system will depend on each organization’s specific context. For
some organizations, especially smaller ones, it may simply mean having strong leadership from the
business owner, providing a clear definition of what is expected from each individual employee and how
they contribute to the organization’s overall objectives, without the need for extensive documentation.
More complex businesses operating, for example, in highly regulated sectors, may need extensive
documentation and controls in order to fulfil their legal obligations and meet their organizational
objectives.

TYPES OF MANAGEMENT SYSTEMS

1. PROCESS CONTROL MANAGEMENT SYSTEM
For businesses that have production lines, some management information systems
oversee the many processes that create products. A process control system monitors processes
like steel production, petroleum processing or automobile construction. Throughout the product's
creation process, the process control system gathers data continuously to create reports based on
the system's performance. If a part of the process is slower or faster than usual, the process
control system can illustrate the irregularity. Since manufacturing companies host multiple
processes simultaneously, the process control software can be very important for product and
performance regulation.
Process control systems can also show managers when certain important events within a
process occur. For example, in a steel processing line, a process control system can create a report
 if there is a defect in the steel during automated testing. The process control system can be very
important for evaluating both a product's regularity and its quality.
2. REPORTING MANAGEMENT SYSTEM
The management reporting system produces reports for company operations. These can
include financial, operational, attendance, accident and efficiency reports. While a management
reporting system doesn't manage every process within a system, it helps manage selected reports
from other systems to streamline information to management personnel. For example, multiple
systems evaluate a production company's lines, attendance and error reports. A management
reporting system gathers any reports from the three systems and translates them into information
for management personnel to examine.
With management reporting systems, managers can oversee the operations of a company
without gathering data from each department. Some companies may even orchestrate a system
besides the management reporting system that creates a detailed, singular report for managers to
check. Using management reporting systems, managers can evaluate the financial output,
operation efficiency and goal-reaching abilities of the company.

3. INVENTORY CONTROL MANAGEMENT SYSTEM

Inventory control helps managers track the current state of a department or company's
inventory. Managers can use inventory control to understand the impact of any possible spoiling,
theft or sale of inventory through a singular report. This can help purchasing managers
understand when it's time to restock certain retail items. Inventory control also can help keep
track of inventory movements within the warehouse, informing managers if all items arrive at
sites safely.
If customers return items for any reason, an inventory control system can help show these
returns and how often they happen. Because a company that produces goods for direct sales
should inventory to help maintain business, a management information system for inventory
control can be important for efficiency and continuous progress.

4. SALES AND MARKETING MANAGEMENT SYSTEM

Sales and marketing systems help managers keep track of a company's sales and
advertising efficiency. Marketing systems can create reports that help managers improve the
quality of products through customer reviews and feedback. They can also help managers better
understand distribution networks through reports, helping them learn which ones create customer
responses. With sales systems, marketing managers can use reports to learn more about projected
sales and compare them to current profits. This can help them understand patterns and derive
solutions for future improvement.
Sales and marketing systems can also help managers track the effectiveness of
advertising campaigns in stores and where campaigns are in the schedule rotation. These systems
can track pricing differences that exist within a product system as well as what discounts and
advertising stores currently use for particular products. This can help managers oversee a
product's sales and direct more discounts or advertisements.

5. HUMAN RESOURCE MANAGEMENT SYSTEM

Human resource systems allow HR managers to control information circulating
throughout the company. Electronic devices such as company computers, phones and other
machines are part of the company system. With a human resource information management
system, HR managers can oversee the activities of supervisors, employees and even contractors to
 help better assist daily administration. After recruitment, the HR department keeps track of
activity to ensure all employees comply with company standards.
A human resource system may also track items such as payroll, employee benefits and
retirement funds. It may help manage communication needs, such as legal compliance
notifications, training, HR-led meetings and policy updates. Other trackable items are work
attendance, timesheets and employee vacation or sick leave. Managers may also use this system
to help automate recruitment, helping scan prospective resumes for key details and notifying the
team if they meet certain requirements.

6. ACCOUNTING AND FINANCIAL MANAGEMENT SYSTEM

Accounting and finance systems help managers track the investments or assets of a
company. Managers can use accounting or finance systems to perform functions like payroll,
federal law compliance, local taxes, pension funds and state law adherence actions. Auditors can
use these systems to generate reports for their audits and generate annual reports for management.
An accounting and finance system also can help businesses manage daily transactions such as
bank deposits, transfers, income and returns.

When the system manages these financial activities, managers can understand financial
activity more intimately and plan for an influx or recess of funds. The system also produces all
profit-and-loss statements and reports as balance sheets. Because balance sheets show the
financial state of the company, accounting systems can be important for tracking a business's
financial health. With these records, a manager can help promote profit and departmental growth
or new financial strategies.

7. DECISION SUPPORT MANAGEMENT SYSTEM

Decision support systems gather information from both internal and external resources to
help managers make decisions for a business. Internal sources include data from other
departments, such as financial data, inventory data or current sales margins during a quarter.
External data includes sources such as trends within the industry, rates of interest or cost with
other companies or suppliers. A manager can use a decision support system to make decisions
concerning building expansion, setting annual work quotas or creating new policies.

8. EXPERT MANAGEMENT SYSTEM

Expert systems are algorithms that help new employees work with and design concepts in
a particular subject. Professionals in an industry may build expert systems to help new
employees, contractors or other managers. They may even use artificial intelligence to help
further assist different employees based on their previous actions. For example, if an expert
system for setting up a new employee's email senses inactivity for a long period, the artificial
intelligence within the system may prompt a help button or other assistance tip.

9. EXECUTIVE INFORMATION MANAGEMENT SYSTEM

Executive information systems report company data to executives directly. It can take
processing records, financial information and corrective action summaries and collect them into
an easy-to-read report. These executive information systems can display data in several ways,
including summaries, graphs, charts and spreadsheets. Employees who receive these reports can
use them for comparative departmental research in order to discover new ways to improve
efficiency in the company.
10. TRANSACTION MANAGEMENT SYSTEM
Transaction process systems collect data during an organization's daily transactional
activities. Transaction systems can automate business processes involving deposits, such as
payroll. They can also monitor other routine activities, such as products in a queue or reservations
for different materials. Transaction systems, unlike financial systems, are automatic. Managers
orchestrate transaction systems for processes that stay consistent, such as material a department
always uses or funds that transfer between accounts every month.

11. PROJECT MANAGEMENT SYSTEM

A project management system is a structured approach to managing operations within a
company. It’s different from project management, which focuses on individual tasks. Instead,
project management systems handle broader challenges and opportunities across the organization.

To put it simply, a project management system allows you to look at the big picture and
understand how everything in an organization is connected.

Any system is defined by the interconnected subsystems that support it. Now, when we
apply this systems approach to project management, we create what’s called a “project
management system,”

12. CLIENT/ COSTUMER RELATIONSHIP MANAGEMENT SYSTEM

CRM (customer relationship management) is the combination of practices, strategies and
technologies that companies use to manage and analyze customer interactions and data
throughout the customer lifecycle. The goal is to improve customer service relationships and
assist with customer retention and drive sales growth.
CRM systems compile customer data across different channels and points of contact
between the customer and the company. These can include the company's website, telephone, live
chat, direct mail, marketing materials and social networks. CRM systems can also give customer-
facing staff detailed data on customers' personal information, purchase history, buying
preferences and concerns.

13. RISK MANAGEMENT SYSTEMS

Risk management is the process of identifying, assessing and controlling financial, legal,
strategic and security risks to an organization’s capital and earnings. These threats, or risks, could
stem from a wide variety of sources, including financial uncertainty, legal liabilities, strategic
management errors, accidents and natural disasters.

14. TIME MANAGEMENT SYSTEMS

Time management is the process of planning and controlling how much time to spend on
specific activities. Good time management enables an individual to complete more in a shorter
period of time, lowers stress, and leads to career success.

15. DOCUMENT MANAGEMENT SYSTEMS

 Document management, often referred to as Document Management Systems (DMS), is
the use of a computer system and software to store, manage and track electronic documents and
electronic images of paper-based information captured through the use of a document scanner.
Document management is one of the precursor technologies to content management, and
not all that long ago was available solely on a standalone basis like its imaging, workflow, and
archiving brethren. It provides some of the most basic functionality to content management,
imposing controls and management capabilities onto otherwise “dumb” documents. This makes it
so that when you have documents and need to use them, you are able to do so.

16. COLLABORATION AND COMMUNICATION TOOLS MANAGEMENT SYSTEMS

Collaborative tools help in project management by allowing team members to share
information and work together on tasks. These tools can help improve communication and
coordination among team members, making tracking progress and deadlines easy. It can also help
team members communicate with each other and share files.

The tool makes it easier to keep a record of progress and ensures that everyone is on the
same page. Additionally, these tools can help managers identify potential issues and roadblocks
before they become problems.

17. ENVIRONMENTAL MANAGEMENT SYSTEMS

An environmental management system is a framework designed to help organisations
monitor, control, and continuously improve their environmental performance. Organisations can
utilise the framework as an organising principle to structure their environmental strategy.

Environmental Management Systems (EMS) can be used to reduce an organisation’s

environmental impacts and improve operating efficiencies while demonstrating to stakeholders
and interested parties that real action is being taken.

18. QUALITY CONTROL AND MONITORING MANAGEMENT SYSTEM

A quality management system (QMS) is defined as a formalized system that documents
processes, procedures, and responsibilities for achieving quality policies and objectives. A QMS
helps coordinate and direct an organization’s activities to meet customer and regulatory
requirements and improve its effectiveness and efficiency on a continuous basis.
A continuing function that uses systematic collection of data on specified indicators to
provide management and the main stakeholders of an ongoing development intervention with
indications of the extent of progress and achievement of objectives and progress in the use of
allocated funds.
19. MORALE MANAGEMENT SYSTEM
Morale and welfare management refers to the practices and strategies implemented by
organizations to enhance employee satisfaction and well-being. It involves providing welfare
facilities and benefits to employees to create a comfortable and efficient workforce.

20. OCCUPATIONAL HEALTH AND SAFETY(COSH) MANAGEMENT SYSTEM

The objective of COSH Training is to protect every workingman against the danger of
injury, sickness, or death through safe and healthy working conditions. The standards apply to the
construction industry which is covered under other standards.
SWOT ANALYSIS: OCCUPATIONAL HEALTH AND SAFETY MANAGEMENT
SYSTEM (COSH)
1. Regulatory Compliance:
Adherence to established safety standards (e.g., OSHA
in the U.S.) ensures a structured and safe working
environment. Regulations mandate the use of Personal
Protective Equipment (PPE) and safety training,
reducing accident rates.

2. Risk Mitigation:
Implementation of safety protocols minimizes the risk
of accidents, reducing liability and financial losses for
construction companies. Proactive safety measures
improve overall project efficiency by reducing
downtime due to accidents or inspections.
STRENGTHS
3. Workforce Morale and Productivity:
A strong focus on safety can boost worker confidence,
leading to higher productivity and job satisfaction.
Health and safety programs promote a culture of care
and responsibility, fostering teamwork and loyalty.

4. Reputation and Client Trust:

Companies known for strong safety records are more
likely to win contracts and attract skilled labor.
A good safety record enhances the company's
reputation, making it a preferred choice for clients and
partners.

1. High Costs:

Implementing comprehensive OSH programs can be

expensive, requiring investment in training, equipment,
and monitoring systems. Ongoing costs for updating
safety measures and compliance with new regulations
can strain budgets, especially for smaller firms.
2. Complexity and Bureaucracy:

Navigating and adhering to complex regulatory

requirements can be time-consuming and challenging,
WEAKNESSES leading to potential oversights. Extensive
documentation and reporting can divert resources away
from core construction activities.
3. Resistance to Change:

Workers and management may resist new safety

protocols, especially if they perceive them as
burdensome or unnecessary. Safety culture can be
difficult to establish in companies with a history of lax
safety practices.
4. Training and Awareness Gaps:
 Inadequate training or inconsistent safety education can
lead to non-compliance and increased accident rates.
Language barriers and diverse workforce backgrounds
can complicate the effective communication of safety
practices.

1. Technological Advancements:

Emerging technologies like wearable safety devices,

drones, and AI-based monitoring systems can enhance
safety and reduce risks. Digital platforms for safety
training and real-time communication can improve
awareness and compliance.
2. Regulatory Incentives:

Governments may offer incentives or grants for

companies that prioritize safety and health, providing
financial support for OSH initiatives. Partnerships with
regulatory bodies can lead to more tailored and
effective safety programs.
OPPORTUNITIES 3. Industry Collaboration:

Collaborating with other companies and industry

groups can lead to shared best practices, reducing the
learning curve for safety management. Joint ventures
can focus on developing innovative safety solutions,
benefiting the entire industry.
4. Public Awareness and Demand:

Increasing public awareness of occupational safety can

drive demand for safer working conditions, pushing
companies to improve OSH standards. Consumers and
clients are more likely to support businesses with
strong safety records, opening up new market
opportunities.

1. Regulatory Changes:

Sudden changes in safety regulations can create

compliance challenges, requiring quick adaptation and
potentially costly adjustments. Non-compliance due to
unawareness of new regulations can result in fines,
legal action, and project delays.
2. Economic Downturns:

During economic downturns, companies may cut

corners on safety to reduce costs, leading to higher
THREATS accident rates and increased liability. Reduced funding
for safety programs can weaken the overall safety
culture, increasing risks.
3. Workforce Challenges:

Labor shortages or reliance on unskilled labor can lead

 to inadequate safety practices and higher accident rates.
High turnover rates can disrupt the continuity of safety
training and adherence to protocols.
4. Natural Disasters and Unforeseen Events:

Natural disasters (e.g., earthquakes, floods) can

overwhelm existing safety measures, leading to
increased accidents and injuries.Unforeseen events,
such as pandemics, can introduce new safety
challenges that existing protocols may not address.

SWOT ANALYSIS: PROJECT MANAGEMENT SYSTEM

1. Comprehensive Planning and
Coordination:

Effective construction management ensures that all

phases of the project—from design to completion—are
well-coordinated, minimizing delays and ensuring a
smooth workflow.
Architects can ensure design integrity is maintained
throughout the construction process through close
collaboration with project managers.
2. Cost Control:

Strong project management allows for better budgeting

and cost estimation, helping to keep projects within
financial limits. Efficient resource allocation and
procurement strategies reduce wastage and optimize
STRENGHTS material usage.
3. Quality Assurance:

Through regular site inspections and quality checks,

construction management ensures that the project
meets the specified standards and design requirements.
Early detection of potential issues allows for timely
interventions, maintaining high-quality outcomes.
4. Risk Management:

Comprehensive risk assessment and mitigation

strategies help in identifying potential challenges early,
reducing the likelihood of project disruptions.
Contingency planning and proactive management of
unforeseen events ensure the project remains on track.

1. Complexity and Overhead:

Managing large-scale construction projects involves

complex processes and multiple stakeholders, which
can lead to inefficiencies if not handled properly.
The administrative burden of construction
management, including documentation, permits, and
approvals, can be time-consuming and costly.
 2. Resource Constraints:

Limited resources, such as skilled labor or materials,

can lead to delays and compromises in project quality.
Tight budgets can restrict the ability to implement
optimal construction management practices, leading to
potential cost overruns.
WEAKNESSES 3. Communication Gaps:

Miscommunication between different teams (e.g.,

architects, engineers, contractors) can result in errors,
rework, and project delays. Inadequate documentation
or poorly managed information flow can lead to
inconsistencies and misaligned project goals.
4. Dependency on External Factors:

The success of construction management often depends

on external factors, such as supply chain reliability,
weather conditions, and regulatory approvals, which
can be unpredictable. Delays in material delivery or
unexpected site conditions can disrupt project timelines
and increase costs.

1. Technological Integration:

The adoption of advanced technologies like Building

Information Modeling (BIM), project management
software, and drones for site monitoring can enhance
project efficiency and accuracy. Digital tools enable
better collaboration, real-time updates, and improved
decision-making processes.
2. Sustainability and Innovation:

There is growing demand for sustainable construction

practices, which opens opportunities for integrating
green building technologies and materials into projects.
OPPORTUNITIES Innovation in construction methods, such as modular
construction or 3D printing, can reduce costs and
timelines while maintaining quality.
3. Expansion of Services:

Construction management firms can expand their

services to include design-build options, offering
clients a one-stop solution and potentially increasing
market share. Diversification into new markets or types
of construction (e.g., residential, commercial,
industrial) can provide new revenue streams.
4. Client Relationship Building:

Successful project delivery builds trust and can lead to

long-term relationships with clients, resulting in repeat
business and referrals. Offering additional value-added
services, such as post-construction maintenance or
facility management, can strengthen client
 relationships.

1. Regulatory Changes:

Changes in building codes, zoning laws, or

environmental regulations can impact project timelines
and budgets, requiring adjustments to plans and
processes. Non-compliance with evolving regulations
can lead to fines, legal issues, and project delays.
2. Economic Fluctuations:

Economic downturns or market volatility can lead to

reduced funding for projects, delayed payments, and
increased pressure to cut costs. Rising costs of
materials and labor can squeeze profit margins and
THREATS challenge the financial viability of projects.
3. Competitive Pressure:

The construction management industry is highly

competitive, with firms constantly vying for contracts,
which can lead to reduced profit margins. New entrants
or established firms offering lower prices or faster
delivery times can threaten market share.
4. Project Risks:

Unforeseen site conditions, such as ground instability

or hidden utilities, can lead to costly delays and require
significant changes to project plans. Risks associated
with safety, labor strikes, or subcontractor performance
can disrupt project timelines and increase costs.
SWOT ANALYSIS: CLIENT/ COSTUMER RELATIONSHIP MANAGEMENT SYSTEM

1. Enhanced Client Communication:

A CRM system centralizes all client interactions,

making it easier to manage communications, track
emails, phone calls, and meetings. This leads to better
client relationships and more effective project
management. Automated follow-ups and reminders
ensure that clients are consistently engaged, reducing
the risk of missed opportunities or deadlines.
2. Client Data Management:

A CRM system allows for organized storage of client

information, including contact details, project history,
preferences, and feedback, which can be easily
accessed by the team. Detailed client profiles enable
personalized service, which can improve client
satisfaction and loyalty.
3. Improved Project Tracking and
Management:

CRMs provide tools for tracking the status of ongoing

projects, including milestones, deliverables, and client
approvals, ensuring projects stay on schedule and
STRENGHT within scope. Integration with project management
tools allows for seamless coordination between client
communications and project tasks.
4. Increased Efficiency:

Automating routine tasks like sending proposals,

invoices, and progress reports saves time and reduces
the likelihood of errors. CRMs help streamline
workflows by centralizing data, reducing the need for
manual data entry, and minimizing duplication of
efforts.
5. Performance Analytics:

CRM systems offer analytics and reporting features

that help monitor client interactions, sales pipelines,
and project outcomes, providing insights into areas for
improvement. These insights enable more informed
decision-making, helping to optimize client strategies
and improve overall business performance.

1. Implementation Complexity:

Setting up a CRM system can be time-consuming and

may require significant customization to fit the specific
needs of an architectural firm. The learning curve for
staff can be steep, requiring training and adjustment
periods that may temporarily disrupt normal
 operations.
2. Cost Considerations:

CRM systems can be expensive, with costs associated

with software licensing, customization, training, and
ongoing maintenance. Smaller firms may find it
WEAKNESSES challenging to justify the investment, particularly if
they have limited budgets.
3. Data Management Challenges:

Keeping client data up to date and accurate can be

difficult, especially if multiple team members are
involved in data entry and management. Poor data
management can lead to outdated or incorrect
information, negatively impacting client relationships.
4. Dependence on Technology:

A CRM system is reliant on technology, and any

system failures, data breaches, or software issues can
disrupt operations and impact client service. Over-
reliance on automation could reduce the personal touch
in client interactions, which is crucial in relationship-
driven industries like architecture.

1. Enhanced Client Experience:

CRMs can be used to develop more personalized client

experiences by tracking preferences, anticipating
needs, and offering tailored solutions, leading to
increased client satisfaction and repeat business.
Integrating CRM with marketing tools allows for
targeted communication strategies, improving client
engagement and brand loyalty.
2. Expansion into New Markets:

By analyzing CRM data, architectural firms can

identify trends, preferences, and potential opportunities
in new markets or client segments, aiding in business
OPPORTUNITIES growth. CRMs can facilitate the management of a
diverse client base, including international clients, by
providing tools for managing multiple languages,
currencies, and time zones.
3. Cross-Selling and Upselling Opportunities:

CRMs provide insights into client needs and project

histories, enabling firms to identify opportunities for
additional services, such as interior design, landscape
architecture, or sustainable design solutions.
Automated marketing campaigns can be designed to
offer relevant services to clients at the right time,
increasing revenue potential.
4. Integration with Advanced Technologies:

Integrating CRM with other technologies like Building

Information Modeling (BIM), project management
 software, and financial systems can create a more
cohesive and efficient workflow. Emerging
technologies such as AI and machine learning can be
incorporated into CRM systems to predict client needs
and optimize project management.

1. Data Security and Privacy Concerns:

Storing sensitive client information in a CRM system

poses risks related to data breaches, hacking, and
unauthorized access, which could lead to legal issues
and loss of client trust. Compliance with data
protection regulations, such as GDPR, requires strict
protocols, and any failure to comply could result in
penalties.
2. Market Saturation and Competition:

As more architectural firms adopt CRM systems, the

competitive advantage of having a CRM diminishes,
making it harder to differentiate services based on
client management alone. Clients may come to expect
certain levels of service as standard, raising the bar for
THREATS all firms and increasing the pressure to continuously
improve CRM strategies.
3. Technology Obsolescence:

Rapid advancements in technology may render existing

CRM systems obsolete, requiring firms to invest in
updates or entirely new systems to stay competitive.
The need to constantly update and upgrade systems can
strain resources and disrupt business continuity.
4. Client Resistance:

Some clients may prefer more traditional, personal

forms of communication and may resist or feel
alienated by automated processes or impersonal
interactions facilitated by a CRM. A CRM system that
is too rigid or impersonal could lead to a loss of the
human element in client relationships, which is critical
in the architecture industry where trust and rapport are
key.
CONCLUSION
Creating effective systems for management is essential to maintaining the highest professional
standards in the architecture field. These solutions simplify complicated processes, ensure proper
teamwork, and keep high standards of quality throughout the project. Management systems improve
project results and enhance an architect's approach to reliability, dependability, and client satisfaction by
allowing clear communication, efficient use of resources, and proactive mitigation of risks. In the long
run, they are important tools that enhance the profession of architecture by complying with modern
building standards while preserving the originality and intention of work.

All management systems are applicable and important. Three management skills or
systems are not enough to be efficient and effective in this modern and rapidly changing society.
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