Manage Operational Plan Essay

sound judgment activity 1In your own words, describe the purpose of the practicable externalise and its relationship to the strategic plan. The purpose of the operating(a) plan is to focus on piddlinger term designs usuall(a)y within 1 up to 3 years. For plans of 2 to 3 years, a more circumstantial break round of shorter timeframes should be included within the body of the document. An functional plan supplys detailed nurture on homework, resource, implementation and funding for projects normally developed from the strategic plan. An operational plan should contain indicators to appraise progress and per carry off inance. When written an operational plan pass on be defined by the fol imprinting questions Where argon we straight off? Where do we want to be? How do we get in that respect? How do we measure our death penalty?Operational plans similarly comprise responsibility, allocation and contingency for transformation. Contingency planning is the development of a lternative plans to be placed in effect if certain unexpected events occur. There ar quaternary main advantages to contingency planning 1) it helps the organisation get into a better position to header with unexpected developments 2) indecision, uncertainty, and delays atomic number 18 reduced when something unusual happens 3) the organisations responses are likely to be better perspective kayoed and more rational and 4) managers are forced to think in terms of practical sequels, instead than right the more or little likely outcome. Operational plans are normally derived from strategic plans a strategic plan bears egg long term direction for an organisations mission, objectives and strategies. These plans defineWhat do we do?Who do we do it for?How do we get there? / How do we succeed? estimation activity 2Consultation lot be under dramatizen both formally and informally. Outline some of the tools that shadower be used for formal com perpetrateer address and discus s there various merits. Formal tools for consultation includeInformation sessionsInformation sessions provide an pulsation feed butt loop these education sessions could be called planning sessions or development meetings and provide information to the recipient in several forms regard all learning mechanisms are catered for. Information sessions also ensure that stakeholders feel twisty in decision making unconscious processes adding value to the process. This can also be beneficial as it does non provide time for negative thinkers to evolve argument.Invitations for submissions from stakeholdersWhen asking for submissions for stakeholders you are providing a tool for continued commission and keeping the channel for communications open. Stakeholders bequeath need to provide continued input into the process to ensure holistic development of the plan is procured. Stakeholder consultation is to the highest degree initiating and sustaining constructive relationships over time. 1 Meetings, workshops, focus meetings, one on one interviewMeetings workshops and one to one consultation tools aid in providing appropriate and agenda oriented discussion and provide input to existing or identified issues, strength solutions and aid in cultivation the information provided. These meetings and interviews can be minuted and presented back to the groups as an accurate account and a form of invariable improvement ensuring that the items raised are being addressed and not being revisited unnecessarily. A focus group involves inviting a group of participants to share their thoughts, feelings and attitudes. This can be a useful tool for gaining buy in2 to the planning process. This information can then be fed back to the process.Feedback mechanismsBy beat feedback and reporting appropriately it forget be possible to capture and report opinion on ideas presented and formulate into input to the planning process.Communication mechanisms such as email, intranet, newslet ters and memos surveys These tools are a good way of providing information quickly over large groups in a uniform way. Although hard to measure result, by capturing groups that whitethorn otherwise not provide input to the process it is bringing transparency and opportunity to build a robust planning process.Assessment activity 3In your own words, explain why mention action indicators (KPIs) are an important part of the operational planning process. KPIs can be broken down by acronym by focusing on the importance of all(prenominal)(prenominal) component of a Key carrying into action Indicator it will become apparent of the affair the KPI plays in the operational plan.Key when it is of fundamental importance in gaining competitive advantage and is a need or break component in the conquest or failure of the plan. An example only by measuring the shelf space gained by a drinks manufacturer they can measure the growth achieved this can be mensural on a short term basis indicat ing success or failure over the plan period. Another example for a gaol, it whitethorn be to reduce the amount of lockdowns or assaults over the plan periods this can then provide information in relation to the implementation of absence policies for staff and intervention programs for inmates to achieve predetermined benchmarks.Relating to execution of instrument when it can be clearly measured, quantified and easily influenced by the organisation or governing body.Indicator if it provides leash information on futurity death penalty. It is impossible to establish a KPI without a clear understanding of what is possible so it moldiness be possible to set upper and lower limits of the KPI in reference to the securities industry and how the competition is performing (or in theabsence of competition, a comparable measurement from a procedure of convertible organisations). Some industries do not have immediately recognisable measures but by study of the environment it is possible to be able identify key areas to be measured and provide input into afterlife development and growth (KPI).Measuring key areas of the operational plan ensure that continual improvement and beat out practice are maintained and that the plan is achieving expected outcomes.Assessment activity 4Explain the role of an doctor assessment in contingency planning and line the steps within it.Also contend as an impact and risk analytic thinking an impact assessment is the developmental tool to assist in defining the structure and content of the contingency plan. By performing an impact assessment it aids in providing accurate diagnosis relating to the definition of risk as depictd by the operation plan, what whitethorn occur.The impact of the risk on the operational plan and its projected outcomes, what is the rating of the risk, how will it manifest itself and how damaging will it be to the plan if it eventuates. Coupled with a series of alternatives, recognitions and formulated resp onses to the risks the information is fed back into the process and forms the contingency plan.This information can be collated in the form of a matrix the information can then be measured for weight, possibility of outcome, severity of impact and presented with formulated recommendations for risk minimisation or alternatives. IMPACT MATRIXHeaderDescriptionChange jounceSummary of impactDescription suddenly description of impactStakeholderInclude stakeholder groups and/or role (if required)CategoryCategory identifies the type of impact large number (is there a direct impact on hatful)Structure & roles (is there an impact on how things are) market-gardening (is there an overall impact on people/groups as a whole) Process (will there be a change to processes)Skills (will skills need to be developed)Technology (will there be system/technology changes)level of impactHigh Large impact and/or large amount of changeMedium middle of the roader number impact and/or moderate amount of chang e Low No or low impact and/or venial amount of changeResistance issuesInclude each stakeholder resistance issues that whitethorn impact awareness, acceptance and /or adoption of the change. Risk of inactionRisk of not implementing some form of change management initiative.Change Actionschange actions formulated and used based on all the information for each impactRef No.Change ImpactDescriptionStakeholderCategoryLevel of Impact (H/M/L)Resistance IssuesChange ActionsRisks and issuesMitigationSeverityRecommendationsAssessment activity 5Proposals for resource requirements may outline alternatives to the project under consideration. Why?Outlining alternatives to the project being proposed for consideration can assist in providing justification for presenting the chosen purpose as the desired action to be taken. When providing a list of alternatives, areas such as belling, resource availability, risk, legal implication and obligations and time constraint should be examined. This will bolster the selected proposal and provide transparency to the selection process demonstrating that all options have been taken into consideration and tested for appropriateness.Assessment activity 6Explain what the acronym SMART stands for, and why it is so important for objectives and targets to be designed with this in mind.SMART is a results driven acronym designed to provide focus to the task and the objective required as a result.S.Should be specific, clear to anyone that has basic knowledge of the project.M.Must be measurable, know that that objective is obtainable and how further away completion is. Be aware of when the task has been completed.A.Agreed upon. Agreement must be reached with all stakeholders about what the objectives should be. The objective should also be achievable.RThe objective should be practical(prenominal) and relevant and within the abilities of the organisation skills base.TTime based. Is there enough time to compete the task? Are the timeframes rea listic i.e. not too long as to effect performance, timelines and completion?An objective that follows SMART is more likely to succeed because it is clear (specific) so you know exactly what necessarily to be achieved. You can tell when it has been achieved (measurable) because you have a way to measure completion. A SMART objective is likely to happen because it is an event that is achievable. Before setting a SMART objective relevant factors such as resources and time must be taken into account to ensure that it is realistic. last the timeline element provides a deadline which helps people focus on the tasks required to achieve the objective. The timeline element stops people postponing task completion and effecting performance.Section 2Assessment activity 7In your own words, outline some of the key stages in the recruitment process and briefly explain what should be achieved at each step.PreparationIt is vital that the planning and preparation stage of the recruitment process is done effectually for the trying on of a new member of staff to be successful. Human Resources (HR) or a management jury / interview panel will need to think about what their accredited or future needs are and the bestway to meet them. If the void is a new role HR or the appropriately delegated persons will need to think about the job purpose, responsibilities and experience that they are hearting for culminating onto the development of a statement of duties (SOD). If the role is replacing an existing one they will need to consider if any changes need to be made to ensure that the job is fully effective and review all polity documentation appropriately to reflect the identified needs.AdvertisingCandidates first become aware of a vacancy via advertising or by use of a facilitating recruitment agency. A recruitment advertisement must be written in a clear and concise way so as potential applicants are encouraged to find out more about the organisation and advertised position. Wh ere and when you advertise must be taken into consideration as poorly timed or focusing on the improper target group with inappropriate media selection will provide poor results in response and will not capture the target market.PlanningWhen planning to recruit it is important to establish a realistic timeframe for each stage prior to beginning the process of recruitment. Having tight deadlines and only leaving a small amount of time for short listing and collation of data can be counterproductive. Careful thought about the whole recruitment process in decree to get the best possible outcome is critical. Identification of the method of short listing, scoring and the convening of a selection panel are also important considerations to take into account in the planning stage of recruitment.Selection processA master key recruitment process is crucial, for the validity of the recruitment decision and for the image of the organisation. All applicants should feel that they have been tr eat fairly throughout the process and be left with the impression that the organisation is a fair, coconscious and ethical employer somewhere where it would be good to work and develop a career.AppointmentFollowing the interview the panel should make a decision based on all the evidence available as it is applied equally throughout the recruitment and selection process with reference to the required job description.Assessment activity 8Outline some of the advantages of using a purchase order.Some advantages of a business purchasing utilising a purchase order management system include the purchaser having a defined traceable register of transaction that states all relevant information to the sale including things such as purchase and delivery dates, cost of purchase, terms and conditions of payments, authorising persons and collation of information between purchase order and invoice / statement to ensure fix payments without ambiguity of details. Purchase order copies can be used to ensure suppliers dispatch the items that you have order upon receipt of goods.A good purchase order management system should have a back order system in place. This enables the purchaser to track and follow up items that have not been standard at time of purchase but may be arriving later due to an inability to supply. utilise In a larger organisation a purchase order can also provide information for accountancy such as distribution of cost centres and allocation to job numbers for future invoicing.Assessment activity 9Describe a mechanism for ensuring that operational activities are proceeding harmonise to plan. The balanced score card is a measurement theoretical account which integrates multiple perspectives. The balanced scorecard integrates four sets of measurements, complementing traditional pecuniary measures with those driving future performance. An organisation using this framework is encouraged to develop measures (metrics) that assist collection and analysis of information from the following perspectives The Financial Perspective ensures the financial objectives of an organisation and allows managers to track financial success.The Customer Perspective covers the customer objectives such as customer satisfaction, market share goals as substantially as product and service attributes. The Internal Process Perspective covers internal operational goals and outlines the key processes necessary to deliver the customer objectives. The Learning and Growth Perspectivecovers the intangible drivers of future success such as human resource, organisational capital and information capturing including skills, training, organisational culture, leadership, systems and databasesImplementation of a balanced scorecard presents an opportunity for an organisation to look at its existing programs, services, and processes. Are the right services being provided to the Customers? (Are we doing the right things?) Are the processes implemented now the most effici ent and cost effective.Performance measurements provide a mechanism for the organisation to manage its financial and non-financial performance. Accountability is increased and enhanced, ensuring that projects support the organisational strategy, and that better services and greater satisfaction are provided to the Customer. Performance that is measured and reported will improve. (Are we doing things right?).Specific metrics are developed which can then be analysed to provide functions to these questions. Once appropriate metrics have been identified, data collection and tracking processes are put in place, the organisation can begin to adjust its practices and evaluate its performance over time. A invariable feedback loop is formed, in which the organisation can use measurement information to re-align initiatives as required. calling cards are effective in aligning an organisations business areas and activities with its overall strategy, identifying critical financial and non-fina ncial measures, identifying cause-and effect relationships among measures that may aid in problem diagnosis and encourage accountability across the organisation. When it was first introduced the Balanced Scorecard was presented in a four-box model. The danger with the initial four-box model was that companies can easily create a number of objectives and measures for each perspective without ever linking them. Many organisations produced management dashboards to provide a more comprehensive at a glance view of key performance indicators in these four perspectives.A Strategy make up places the four perspectives in relation to each other to show that the objectives support each other. Strategy maps outline what an organisation wants to accomplish (financial and customer objectives) and how it plans to accomplish it (internal process and learning and growth objectives). This cause-and-effect logic is one of the most important elements of best-practice Balanced Scorecards. It allows com panies to create a truly integrated set of strategic objectives on a single page.Assessment activity 10Name three types of financial report that can be used to track progress and monitor performance. Three types of financial Reports that can be used to measure progress and performance are the balance sheet, income statement, and cash flow statement. The balance sheet details a companys current financial position based on assets, liabilities, and equity. The balance sheet helps answer questions about a companys liquidity, solvency, and relative position to that of industry competitors. The income statement details a companys profitability. Net income is found in the income statement and it is determined as revenues less all costs. The income statement sheds light on the companys ability to spend money (expenses) in order to generate revenues. The cash flow statement details a companys operating, investing, and financing activities. Because salary can be manipulated by clever account ants and management, cash flows more accurately reflect the financial performance of a company.Assessment activity 11What is a faulting analysis?Definition Gap analysis is a technique for determining the steps to be taken in moving from a current state to a desired future state. It begins with (1) listing of characteristic factors (such as attributes, competencies, performance levels) of the present situation (what is), (2) cross-lists factors required to achieve the future objectives (what should be), and then (3) highlights the gaps that exist and need to be filled.Also called need-gap analysis, needs analysis, and needs assessment.3A gap analysis is the method of improving a company or organisations performance by analysing the reasons for the gap between current results and long-term objectives. Gap analysis begins by asking yourself two basic questions Where are you now? Where do you want to be? In answering these questions, you need to be as detailed as possible so it will b e easier to come up with realistic plans of action. Study your current situation and determine how you are presently performing. A gap analysis conducted on it own will be fruitless unless coupled without proactive solutions incorporated to meet the needs identified in the analysis to ensure effective outcomes and desired results are achieved.Assessment activity 12Describe the different types of mentoring. informal mentoringThis form of mentoring option enables employees to enter into an informal style of mentor/protg relationship. An informal mentoring partnership has less structure than a formal mentoring process and can occur at any time in a persons career. The relationship can be initiated by the mentor or protg. Some examples that informal mentoring relationship can be initiated are A senior level employee that identifies any promise or potential issues in a younger employees path can take them under his or her wing and providing them with advice and guidance to assist them w ith their current job or career goals An employee quest out a senior level employee they admire and together they work to develop a relationship or A supervisor or a senior level employee recommends a specific employee to the protg to receive mentoring.Formal mentoringFormal mentoring has a structure. It involves an agreement to mentor and be mentored, a clear framework for mentoring and perhaps a program of support. In a formal mentoring relationship, there is discussion of expectations, goals and the process to be used. The frequency and duration of contact is agreed and ground-rules are established. Individuals may establish their own mentoring arrangements or move into in a mentoring program.Peer mentoringThis form of mentoring is when two people undertake a mentoring partnership and take turns in mentoring each other as peers. Each one facilitates the mentoring process by asking questions, comprehend and reflecting. As in most types of mentoring, there is a place for offerin g another perspective, expressing an opinion or providing information. However, the decision-making responsibility always remains with the person who will implement and experience the consequences of their own actions. Because the partners recognise each other as peers, it can be easier to offer and receive input as information rather than adviceGroup mentoringOne mentor can be teamed with several mentees who meet at the same time. As the mentor poses questions, listens and reflects he or she engages all members of the group into the conversation. Each person has their own experience and perceptivity to share and can draw their own learning from the discussion. This can be invaluable to the other attendees as it can provide perspectives that may not be normally considered in a smaller mentoring scenario.Assessment activity 13Discuss the role of performance monitoring in negotiating variations to operational plans.Effective performance monitoring enables continual risk management in the operational plan process. 360 degree monitoring of the plan and the identification of areas that require adjustment or reassessment can ensure that goals are achieved and KPIs are met. This will ensure that risk levels can be reduced to minimal impact and contingencies can be implemented if required. With early identification, issues can be resolved by negotiating with authorised persons or groups to enable variation strategies to be approved and implemented.Assessment activity 14Outline some of the things that organisational policies on documenting performance should cover.When transaction with documenting performance the organisational policies shouldhave the policy structure in an easily accessible format for example the organisations intranet. These policies should coverrelevant legislation or business guidelines covering expected performance and behaviours within the workplace, relevant performance management guide lines,processes for disciplinegrievance and appeal structu res and guides,storage and access of employee files,audit and assessment guidelines for engage health and safetyCompliance to operating models and routinesAchievement of output budgetsA Z of relevant forms