Articles

Collaborating Decision-Making to Enhance Human Relations for a High Level of Administrative Efficiency

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The objective of this study was to evaluate how the implementation of a proper decision-making policy will improve human relations on a high level of administrative efficiency in line with existing policies, strategies, and standards which ensure a sustainable process to achieve an efficient and effective role in both performance management and goal achievement in the system. This inquiry used the descriptive method. The designed research instrument consists of twenty (20) highly structured questions in decision-making, which identifies four variables differentiating among types of decision, determining the amount and type of information needed, establishing priorities for action, and anticipating consequences, and twenty (20) predetermined statements on improving human relations that will determines another four variables such are: develop rapport, build trust and confidence, openness and transparency. Purposive sampling was utilized for the school heads. Selected respondents were the thirty-eight (38) school heads from junior high schools and two hundred seventy-eight (278) teachers from Division of Lanao del Norte teaching junior high schools. The study revealed a correlation between decision-making to improve human interactions and a high level of administrative efficiency. This suggests that the two variables reported by school managers and teachers are modestly connected. This demonstrates that the two groups’ reactions to decisions aimed at improving human connections have been modestly connected.

Improve Employee Key Performance Indicator through Establishment of High Performing Team Model (Case Study: TNP)

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TNP, a company in cargo transportation and logistics, is grappling with challenges such as high employee turnover and struggles to meet performance goals, both on an individual and team level. The company’s turnover rate exceeds its target, and the overall Key Performance Indicator (KPI) achievement by High-Level Management remains below the company’s standard of 80%. This study aims to improve the situation by analysing the current KPI framework. High turnover disrupts operations and suggests employee satisfaction problems, while inconsistent KPI achievement indicates operational inefficiencies. The study utilizes various methods, including interviews with High-Level Management, questionnaires for employees, and analysis of historical performance data. The analysis includes external and internal evaluations, leading to a SWOT analysis, which contributes to the research findings. These findings highlight several areas for enhancement. Proposed solutions involve implementing a High-Performing Team (HPT) model, drawing inspiration from Wageman and Hackman models. This model thrives on collaboration, utilizing collective skills to surpass individual contributions. It emphasizes open communication, knowledge sharing, and complementary skills to address turnover and improve KPI achievement. The study’s significance lies in its potential to guide TNP’s transformation. Through refining the KPI system and addressing underlying concerns, the study aims to provide actionable recommendations. Ultimately, the study suggests that adopting a high-performing team model could bridge existing gaps. By fostering a collaborative culture and implementing team coaching, the company could potentially revolutionize its cargo transportation and logistics services while also improving employee retention.

Developing Key Account and Distributor Management to Stimulate Sales in Krakatau Steel

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Krakatau Steel (KS) is a steel manufacturer in Indonesia. As a steel manufacturer, KS has to operate efficiently by achieving the economies of scale. Plays in commodity, make KS has to deal with price fluctuation. In uptrend price, customers tend to place more order to maximize the profit. Customers tend to place less order in the downtrend price to minimize the risk of high price inventory. KS has domestic competitors like Gunung Raja Paksi, Gunawan Dian Jaya Steel, Java Pacific, and ArcelorMittal Nippon Steel. KS also has competitor from import like China, Japan and Korea. To fulfil production capacity constantly, KS has to collaborate with its custmers, understanding their needs and fulfil it with the product and service that delivered. There are several categories of customers in this industry, large fabricators, small fabricators, large resellers, small resellers, projects and retailers. Large fabricators and large resellers have a big portion in order placement. KS has to select large fabricators and large resellers to join with key account and distributor management. Then categorize it into strategic customers, star customers, status customers or streamline customers. KS has to collaborate with every category differently to be effective and efficient.