ORGANIZATION MANAGEMENT STRUCTURE
Northern Star Investigation and Security Agency, Inc. (NSISAI) is a corporation duly registered with the Securities and Exchange Commission (SEC) with a life span of fifty (50) years. It is duly licensed to operate a private security/detective/investigation agency all over the country. Said license to operate is to renewed every March 31 of each year in accordance to the provisions of Republic Act 5487, as amended. Since its inception, NSISAI is already a member of the Philippine Association of Detective Protective Agencies Operators (PADPAO) and duly registered with the Social Security System, Employees Compensation, Phil-Medicare, with a yearly clearance from the BIR, DOLE, SSS, NBI, PNP, among others.
The security organization is formed for the purpose of delivering quality service to our most valued clients and achieving a dynamic working relationship between the Agency and the Clients.
CORPORATE PLAN
The formation of a viable, responsive, relevant and cost-effective management and work structures that would effectively meet the objectives set by the Board of Directors makes up the primordial consideration of the company.
1. To evolve, develop and formulate policies that ensure the existence and expansion of the company, its programs and its people.
2. To design, implement and review control and monitoring systems that will help effect the profitability and relevant management, planning and direction of corporate resources.
3. To formulate security, operational and marketing plans and strategies that would approximate, if not exceed, corporate expectations.
4. To identify, develop maintain and expand potential client base for more propensity on profitable products and services.
THE SYSTEM APPROACH
The volatile nature of service management should not at all be taken at face value; rather, its treatment should be one of such critical importance as on its adopted style, orientation and subsequent performance shall hinge the future of the company.
That the system approach shall be installed by Management is a given. But what is crucial is the realization of the following:
1. System are only as good as the people who implement them;
2. System are impersonally effective but become rather useless once exceptions are made;
3. Any effective officer will be rendered inutile and incompetent so long as the people he works with, the superior he works for and the entire corporate culture, work orientation and attitude are not consistent with and attuned to the system he tries to implement;
4. Personal preferences never take precedence over installed standard s rewards are solely based on merits and consequently therefore, corporate rather than personal loyalty is maintained;
5. System clearly delineate functions as they relate to authority responsibility and accountability center; the parameters therefore, within which an employee performs are fixed and consequent expectations of performance are well defined. He would know when and whom to approach it at all gray areas appear.
6. Systems make decision-making processes easier and clearer, reaction times faster for all levels of the corporate hierarchy.
7. Most especially for line operating officers, system lend the will to act if and when other responsible officers waver.
8. System look at thing in their totally and treat particular components as integral parts of a working whole.
ORGANIZATION CHART
FUNCTIONAL SCHEME
Board of Directors
1. Establishes corporate goals, directions
2. Formulates policies to effectively achieve corporate objectives
3. Makes policy decisions
4. Approves corporate programs
5. Oversees, monitors controls the corporation through delegation to the Executive Board
Executive Board
1. Manages the resources of the corporation
2. Executes policies set by the Board of Directors
3. Prepares corporate programs
4. Implements approved corporate programs
5. Administers the affairs of the corporation
Executive Committee
1. Makes decisions for the Board of Directors concerning routinary corporate matters and matters of ministerial nature on established policies programs.
2. Recommends to the Board of Directors matters that need its attention
3. Exercises other discretions that may be vested by the Board of Directors.
MANAGEMENT SCHEME
The normal functions of management, planning and control shall be performed generally by the Executive Board through its Chief Operating Officer/President. All available and attendant system shall be installed and implemented.
1. An agreeable and practicable mix of Management by Objectives (MBO) and Management by Result (MBR) styles shall be adopted by the company, where more delegations, shall as far as possible, be effected.
2. Performance, progress and activities monitoring tools shall be used.
3. The Profit-Center/Cost-Center approach shall be adopted to best monitor, evaluate and measure activities and target performance levels, as well as delineate accountability and cost-to-benefit areas.
These are requisites of the PROJECT MANAGEMENT APPROACH, which would augur well with the nature and perceived objectives of the company, most especially the inherent necessity for fast, relevant and cost-effective decisions.
Closely similar to the Brand Management approach, Project Management, when all attendant systems are in place, is more effective, more flexible and better monitored in terms of performance in the targets, and the critical areas of authority, responsibility and accountability are well defined,. Moreover, by treating each project both as a profit and cost center, trouble-shooting, if at all , is made easy, more practical and timely. Recognition of performance, therefore, becomes all too clear, for the credit of the performer and no one else, the effect of which, in terms of morale and motivation is incalculable and far reaching than any other reward scheme management may ever come up with.
Needless emphasize, the crucial points in this scheme are the following:
• More activities, more delegation
• More delegation, more specialization
• More responsibility, more motivation
• More systems control, less supervision
• More employee participation, wider operational panorama
• More information, more policy and operational flexibility
• More efficiency, more profits, lesser cost
FINANCIAL CONTROL SCHEME
Two (2) ONE-WAY ACCOUNTS shall be opened with either the same or a different bank:
1. Depository Account
DEPOSIT – All proceeds from letters of credit, mobilization, advances sales and all other income shall be course through this account ONLY, as well as all other forms of monetary benefits, in whatever form or instrument, for, accruing to, the Corporation.
WITHDRAWALS - All withdrawals from this account shall be allowed ONLY through the Board Resolutions, specifying the nature of expenditure, in cases of special circumstances as “force majored” and other payments that are emergency in nature, as well as corporate investments and other similar or allied activities.
FUNDING for the operations, according to specific budget schedules, shall also be withdrawn from this account. NATURE: Savings-Automatic C/A transfer
AUTHORIZED SIGNATORIES: Either one of the Board Members or Chairman OR the Treasurer and the Chief Operating Officer (COO) who likewise must be a member of the Corporate Board of Directors.
2. Operations Account – This account shall NOT be used as a Depository EXCEPT to REPLENISH operating and procurement funds according to established budget schedules.
All operational necessities for maintaining home and field offices, production processing, procurement, marketing or taxes, when applicable, and all other government-prescribed payment such as employee benefits, levies, duties, and the like, shall be drawn from ONLY from this account.
AUTHORIZED SIGNATORIES : The Treasurer AND the Chief operating Officer for Head Office; the comptroller AND the chief of Office for branches and field stations, the election of whom and the manner and limitations of authority granted, shall be fixed and defined as pres-scribed in a Special Board Resolution and in consonance with adopted accounting and financial control systems.
LIMITATIONS ON AUTHORITY TO DISBURSE AND BUDGET POLICY
The Board of Directors shall set, through a Board Resolution in a meeting called for the purpose, the guidelines as to the limits within which Authorized Signatories may disburse, specifying the nature of the expense(s) allowable, in a manner and procedure in accordance with established financial and accounting standards.
NOWHERE shall the operations and disbursement of finances surpass the established budgets.
NOWHERE, in turn, shall established budgets be left unfunded.
OPERATIONAL SCHEME
Direct Management of the general operations of the company shall be handled directly by the Chief Operating Officer (COO), who shall, in turn, oversee and delegate to the Operation/Project Managers all matters regarding identified business activities, thus;
