Individual Assessment (Part 2) - Assignment Example

Tender Requirements Comparing Programming Between the Public and Private Sectors Introduction The tender submission follows a particular document exchange pattern between an economic operator and a contracting authority. This paper seeks to compare programming as an aspect of tendering in the private and public sectors. One of the fundamental aspects of tender submission requirement is programming. Programming is a broad issue that comprises numerous critical factors that assist an organization on coherence. Typically, in order for tenders’ success, there are several aspects observed by those offering the tender. The tender should give a clear and full description of the tender documents. It should describe which elements are critical to a contract with the tender offerer (Wendler, Tremml and Buecker 2008, p. 20). Submitting tenders are a common practice in many businesses today, both in the private and public sectors. Most businesses have majored in different varieties of operations; hence the competition for resources, including jobs, has become apparent. In the world of business today, experts have developed formal ways through which, firms launch their tenders in order to be assigned tender orders. The tender aspects give a competitive advantage to different companies in accordance to how they are addressed. Writing a tender is basic because it classifies the aims of the business, strengths, and weaknesses. The tender will raise the company profile with the customer as well as helping the company learn the customers needs (Wendler, Tremml and Buecker 2008, p. 21). This paper discusses one aspect, management, of tendering that is crucial to winning any successful tenders especially the public sector tenders. Best prepared tenders can help the firm win big orders. Even so, it is a time-consuming activity, costly and tie up valuable company resources. There is even a greater risk in cases where the tender is not won, per se; the costs become expenses that cannot be offset in the company balance sheet. As part of the management effort, there are several aspects that the company should engage so as to avoid potential losses and enhance the quality, effective and efficient operations in case the tender is awarded. Programming Programming is the act of original formulation of processes and steps within the tendering process. The definition is applicable to both the private and public sector when it comes to tender submission. Programming is a process involved with identifying the mission, objective, procedures, rules, and the manipulation of human capital of an organization in the process of seeking success (Fischer-Hübner 2006, p. 10). In order for an organization to be effective, regardless of the situation, there must be effective channels of communication within all tiers. There should be enough human motivation and responsibility of actions. As such, the tender submission requirements do not subject management, being one of the tender aspects, into the manipulation of a mechanism (Fischer-Hübner 2006, p. 10). Tender management does not have to be viewed in an enterprise point of view alone. The main reason is that programming is an essential function that improves the existence of firms and even individuals. There are several factors that influence programming as an aspect of the tender submission. Per se, programming assists the two sectors when it comes to procurement requirements. As observed in the public and private sector, the process of submitting tenders is a process that does not occur in isolation. The process is related to the general flow of market awareness and the awarding process of the different organizations. There are several activities that are involved (Fischer-Hübner 2006, p. 11). Programming Activities In both sectors, the activities are almost similar; hence, the paper will discuss those activities that are comparable to both sectors. The first activity is to prepare a request for proposal. In both sectors, this activity is left to the administrators. The second process is the publishing of the tender requests. This process is geared along after the companies have established or seen advertisements for tenders (Wendler, Tremml and Buecker 2008, p. 50). In this case, they express interest of tendering within their organizational structures before making it public. After the tenders are published within the organizational communication channels, the next activity is to request for analysis or audits. These reviews will facilitate an understanding of the organization position in terms of fulfilling the tender requirements (Publishing and Transport 2007). In both sectors, the audits are done by the internal auditors who prepare reports on different aspects that are relevant to making a decision. Such elements include financial status and resources available. The next activity as observed in both sectors is the preparation of tenders (Wendler, Tremml and Buecker 2008, p. 51). After evaluation of the company status, a decision is made. If the decision is to continue with tendering, the appropriate company staff will draft a tender and pass it to the management for approval. The next activity is the submission of the tendering documents to the tender offerors (Wendler, Tremml and Buecker 2008, p. 52). There are two main different architectural approaches that the two sectors, public and private, can adopt in the tendering process as per the programming aspect. The first is human to machine interface. In this case, a browser is needed to complete the process and the steps mentioned in the activity series above. The other is the machine to machine interface (Publishing and Transport 2007). In this approach, it involves a system in which the economic operator is in charge of tender submission. A complementary system has to receipt and register the tendering documents from the offeree to the offeror of the tenders (Publishing and Transport 2007). In both programming cases, and in the two sectors, there are stringent requirements for confidentiality, equal treatment and all the other functional and non-functional requirements as stipulated by the tendering Act (Publishing and Transport 2007). Programming Objectives Comparison Electronic Tendering submission and storage are a fundamental aspect of the pre-requesting of tenders. Both the private and public sectors dictate that it is important to put legal requirements at the forefront in the processes of developing systems for programming implementation. The back-end of the contracting authority is mandated by law to maintain secure systems for tender submission and storage of the tenders. The primary objective stipulated under the programming aspect is to create efficiencies. It also stipulates that programming should lower the barriers for economic operators when submitting electronic tendering documents to a tender offeror (Griffith, Knight and King 2003, p. 22). The tendering processes are supposed to relieve the economic operators and the contracting parties from several aspects. The first aspect is the complexities brought about by legal processes in programming, and the other is the requirements of a tender submission process (Hackett, Robinson and Statham 2007, p. 31). From the tendering firm’s point of view, the primary aim of interacting with the two programming interfaces is lowering the in-house requirements for submitting tenders. They are lowered to the same level as for providing any other no confidentiality bound business documents to any public or private business partner. The capabilities assigned to the tender submission capacity applies only to the profiles related to the presentation of tenders from the economic operators both in the public and private sectors, to the contracting authorities both to the private and public sectors. This is in lieu of pre-awarding of tenders through the phase of public and private procurement processes (Hackett, Robinson and Statham 2007, p. 31). Programming and Confidentially Comparing the two sectors, private and public, programming is a fundamental necessity that will develop confidentiality in the tendering process. Nevertheless, it is also a legal and functional requirement for both sectors. The act stipulates that both the private and public economic operators can submit electronic tendering documents to a tendering process (Griffith, Knight and King 2003, p. 23). The contracting authorities are also mandated to provide a way for receiving the electronic tendering documents. They are also mandated to ensure that the electronic tendering documents are not accessed until the prescribed time for opening the tenders. As observed in the two sectors, confidentiality amounts to developing the programming activities and electronic means of tendering (Griffith, Knight and King 2003, p. 23). Programming as a Management Aspect Programming is also a function of management. The two co-exist hand in hand in the two sectors. It is well noted that management is an aspect of tendering and plays a vital role in the entire process. Consequently, it collaborates with programming in the creation of a manageable process (Seddon 2009, p. 12). As such, the managers are responsible for ensuring that the tender process is secure from any forms of divergent views that may mean it is not functioning well. Concurrently, programming ensures that the tendering process is not bloated by irregularities hence ensuring that the process flows efficiently. Tender management starts when an appropriate invitation to tender has been identified (Seddon 2009, p. 12). The identification is sent in a form of a memo written on paper or through electronic devices. The memo is a formal document that is used by the tender purchasing company in a bid to inform other companies that bids for a tender have been opened. There are standard bid management processes available to manage the activities of tender bids just as the standard programming interfaces (Seddon 2009, p. 13). There are several functions of tender programming both in public and private sectors. These aspects are the same in both sectors and involve far more than setting directives to employees. One of the aspects of programming and integrated into management is planning. It is a managerial function that requires the programmers to create detailed action plans aimed at some organizational goals (Tang 2003, p. 42). Administrative planning in the tender process is an ongoing process. It is highly specialized based on organizational goals, division goals, departmental goals, and team goals. The manager is tasked with the responsibilities of recognizing which goals need to be planned within his or her individual areas. Nonetheless, the programmers are also tasked with the functions of ensuring the management functions of organizing responsibilities are simplified in the programming aspect. Another great important aspect within the managerial tendering aspect is an organization (Tang 2003, p. 43). Per se, it is also integrated into programming in both sectors. Organizing requires the managers and the programming officers to determine how they will distribute resources and organize employees in accordance with the plan adopted by the organization. The managers are tasked with the responsibilities of identifying different roles and ensure different tiers of employees for various tasks (Tang 2003, p. 45). The programming officers are tasked with ensuring that the functions of the programs installed and put in place for the tendering processes are in line with the management goals and function to simplify communication. The third aspect of management is leadership. Leadership is integrated into the two interfaces of programming to co-exist with management (Fischer-Hübner 2006, p. 18). Consequently, there will be poor management in areas where the programming interfaces are coordinated poorly. Leading is an aspect that requires the managers to spend time connecting with the employees on interpersonal levels. This aspect goes beyond managing tasks to involve factors such as communication, motivation, inspiration, and encouraging employees towards a higher level of productivity (Fischer-Hübner 2006, p. 19). Not all managers make good leaders. In most cases, employees follow directives. However, in cases where there are good leaders, the same employees will voluntarily follow the directives of a leader because they believe in him or her. They will always follow the directives because they believe in the leader’s stands and inspirations (Hackett, Robinson and Statham 2007, p. 42). Electronic Tendering Terms As observed in the private and the public sectors, there is an undistinguished terming on programming. When defining a tendering procedure, the contracting authority is mandated to defining the electronic tender submission terms in order for the economic operators being aware on how to prepare and submit tendering documents through specific tendering procedures (Hackett, Robinson and Statham 2007, p. 39). The terms are supposed to define which formats to be used in the private and public sectors and the options that are most likely to cause conveniences for both the offeror and the offeree. The terms are used in facilitating communication in the entire process of tender preparation and submission (Wendler, Tremml and Buecker 2008, p. 32). There are specific tendering terms that are supposed to be included in both tendering processes of the private and public sectors. For instance, the call for tender document should be inclusive of all the terms and specifications for the tendering party to include answering the call for tender document (Wendler, Tremml and Buecker 2008, p. 33). Conclusion Programming is an important aspect of the tendering submission process. Both the public and private sectors engage in programming. The methods of engagement in both sectors are very much alike. For instance, both divisions follow the human to machine interface of programming or the machine to machine interface. The tender submission follows a particular document exchange pattern between an economic operator and a contracting authority. This paper has focused on discussing all the comparison under the programming aspect of a tendering process for the public and private sectors. Reference List Fischer-Hübner, S. (2006). Trust, privacy, and security in digital business. Berlin [u.a.]: Springer. Griffith, A., Knight, A. and King, A. (2003). Best practice tendering for design and build projects. London: Thomas Telford. Hackett, M., Robinson, I. and Statham, G. (2007). The Aqua Group guide to procurement, tendering & contract administration. Oxford: Blackwell Pub./Davis Langdon. Publishing, O. and Transport, E. (2007). Competitive Tendering of Rail Services. Paris: Organisation for Economic Co-operation and Development. Seddon, N. (2009). Government contracts. Annandale, N.S.W.: Federation Press. Tang, S. (2003). Modern construction project management. Hong Kong: Hong Kong University Press. Wendler, M., Tremml, B. and Buecker, B. (2008). Key aspects of German business law. Berlin: Springer. Read More