BeiDg free from routine , M Department , agement for irnpiemerftaiiorf, if found

In a large o!ganisaholl there is usuafly a separate O & vl depa tmcD ca team feaded bv an O M 9fficer . in smallel organisations O & M v. orl: may be looked Dtr bY thc Off.ce MaDager huusclf or superN isors qualified
O & M Nok in DLe aherDiitiYe, tne serdce of O & M Consultanfs maN- oe utillscd.
Why a separate fuN M DepartDIeDt? Although the O & fuDe ier may well be pcrfornied by the erp office Manager or Snpervisors ha.r g kDovvledge of O & f, it is desirabfe to bave a separatc O M Departreni cteam headed by an indepeDdent O & M erp officer for the folloN ing eas r
(i) BeiDg free from routine erp office vork the head of the O e '.: DepartDtent or the O & M erp officer cal devote his entiri t m -- energy for O & M vrk,
Status and terms of reference. Where there is a separate O & M Department or team, the management auUfority should, at the outset specify iii status and area of functions. The terms of refr fence should be specificallyI lid down in writing. The purpose and stahis of tlie O & M department or of icer should be notified to the,heads of operational depar!nncnts and their staff so that the '.) & M l an Slay get co-operation front them in their work. i
The O & M department or erp office is frequently a part of tffe managenfent strachlre alongside NVork-study erp officel s and Svstenns Aoa Iysts. In perfonnfii g their functions, the O & M departruen; or of fleer has to NN .':'; closely WiUI the vvork-study team or svstetns analysts. Usuallv its I unctions is advisory and it 1'35 110 a;ullcf it of implementllhon The head of the O & M Departulent or the O & M erp officer submits his suggestions to the top mat agement for irnpiemerftaiiorf, if found acceptable.
C) & M Personnel NVhcre there is a separate O & Al Department it is usually headed bv an O & M Orficer To help LrirN in his inv,t.a.. ions, a team of qualified O & M assistants is appointed from outside or rec-utcd for other hi erarion.il departmeiits.
The O & f 5 Oificcr heading the department must haN e spec!alised knowledge and epenence in t:l & M work. He should also be conversant N.Nith u p-! O -d i!C .SN stems, procedures and methods of erp office operations. A good t noNvledge of electronic methods if erp office operations is also essential.
The O & M erp officer angst also have certain personal qualities which are essential for smooth and efficient performance of his functions. He Lust has e power of observation and a keen an. iota al mind which wilt help him in his -=-e.tigatiNe NNork. Since he will ItaNe to gather if is facts and information - -m various people wor in other depar.ments, he should Fan e patience --Ed persuasn,e power to gain their willing co-operation. Hc should conduct ' i -.- rf in sucha way as to generate a sense of co-operation in all concerned, = - e c-:iallv goodwill of others for himself and his work.
STEPS IN CONDUCTING O & M ASSfGNMENT