BSBMGT402 Implement operational plan

Assessment Task 2 B

Section A

Task 1

1.What is planning and why do organizations do it? (100 150 words)

1) What is planning:Planning is one of the most important project management and time management
techniques. Planning is preparing a sequence of action steps to achieve some specific goal. If you do it
effectively, you can reduce much the necessary time and effort of achieving the goal.

2) why do organizations do it?

To set direction and priorities: First and foremost, you need a strategy because it sets the
direction and establishes priorities for your organization. It defines your organizations view
of success and prioritizes the activities that will make this view your reality. The strategy
will help your people know what they should be working on, and what they should be
working on first.
To get everyone on the same page: If you find that you have departments working to achieve
different aims, or going in different directions, you need a strategy.
To communicate the message : Many leaders walk around with a virtual strategy locked in
their headsthey know where their organization needs to be and the key activities that will
get it there. Unfortunately, the strategy isnt down on paper and hasnt been communicated
thoroughly. As a result, few people are acting on it. When your staff, suppliers, and even
customers know where youre going, you allow even greater opportunities for people to help
you maximize your success in getting there.

2. Explain why it is important to have resources that are needed for operations consistently
supplied at a time and of a quality that meets customer requirements. (30 50 words)
1) Customer satisfaction is at the heart of the selling process. It helps to provide revenue and
certainty for the business.
2) Without customers the organisation would not exist.

3. What procedures might you follow to analyse and organize resource requirements? With
whom might you consult in order to determine the resources that will be required? What is the
relationship between resource acquisition and quality outputs? (1 page)

Create a single resource pool across all projects. This will provide better visibility and
accuracy of resource utilization and availability.
Develop a skills library associated to resources to ensure that you have the necessary
capabilities when developing a team to deliver on your project
Maintain a centralized schedule of your resources so that you can accurately determine
workloads and identify possible conflicts
Build a strategy to address possible resource shortages in your projects by defining accurate
work efforts for the tasks at hand.
Incorporate capacity tracking reports into your strategy that will provide additional visibility
into departmental and staffing statuses to work on projects
Prioritize resources and categorize them in different buckets so that you can efficiently get the
most out of your team
Include contingency plans in your resource management strategy that allows for a Plan B
 when unexpected changes occur.
Implement a forecasting strategy that will facilitate better pipeline and staffing for immine
nt and future projects.
Develop an employee incentive program that will limit turnover and help build continuity
in your resource pool for better planning.
Use technology to automate these processes and strategies and to provide a more streamli
ned approach to resource management and planning.

Task 2

1.What are operational plans? What are controls and how are they used to increase productivity?
(1 page)

a specific plan for the use of the organosations resources in pursuit of the strategic plan
Is a plan for the day- to- day management of the organisation (one year time frame)
An operational plan should not be formulated without reference to a strategic plan
Operational plans may differ from year to year significantly
The operational plan is produced by the chief executive and staff of the organisation
Without customers the organisation would not exist.
The customer makes it possible to achieve business aims

2)Management controls include a variety of tools used by both managers and employees to ensure
work may proceed as necessary. While management controls are a useful and often essential part of
doing business, it is important to ensure that these controls do not interfere with workers' ability to get
the job done.

control by managers will involve:

Investigating on a regular basis of what has been achieved, and what has not
Implementing corrective action where tasks are not achieved, or achieve on time
Checking that resources will be available when needed
Supervising, supporting and motivating the people of the organisation to ensure tasks are
undertaken
Adjusting the operational plan if there is a need
Reporting problems to superiors e.g. directors, committee personnel, the Board Members of
the organisation

3) how are they used to increase productivity

Provide employees with secure, consistent access to information..

Make it easy to collaborate.
Enable employees to take their phone systems wherever they go.
Streamline communications with customers.
Reduce unproductive travel time.
Outsource IT tasks
Improve employee retention and satisfaction.

2. What are some of the factors that need to be taken into consideration before and during the
implementation of operational plans? Provide at least five examples.
1) It fits the business need : We simply cant look at business plans as generic. You have to start with
whether or not the plan achieved its business purpose. Some plans exist to get investment. Some are
supposed to support loan applications. Those are specialty uses, that apply to some business
situations, while almost all businesses ought to develop management-oriented business plans that
exist to help run the company, not to be presented to outsiders.
2) Its realistic. It can be implemented:The second measure of good or bad in a business plan is
realism. You dont get points for ideas that cant be implemented. For example, a brilliantly written,
beautifully formatted, and excellently researched business plan for a product that cant be built is not
a good business plan. The plan that requires millions of dollars of investment but doesnt have a
management team that can get that investment is not a good plan. A plan that ignores a fatal flaw is
not a good plan.
3)It clearly defines responsibilities for implementation : You have to be able to identify a single
person will be responsible for every significant task and function. A task that doesnt have an owner
isnt likely to be implemented. You can go through a business plan and look to see whether or not you
can recognize a specific person responsible for implementation at every point
4) It clearly identifies assumptions :This is very important because business plans are always wrong.
Theyre done by humans, who are guessing the future, and humans guess wrong. So business plans
must clearly show assumptions up front because changed assumptions ought to lead to revised plans.
You identify assumptions and keep them visible during the following planning process.
5) Its specific. You can track results against plan : Every business plan ought to include tasks,
deadlines, dates, forecasts, budgets, and metrics. Its measurable. Ask yourself, as you evaluate a
business plan: how will we know later if we followed the plan? How will we track actual results and
compare them against the plan? How will we know if we are on plan or not? While blue-sky strategy
is great (or might be, maybe), good planning depends more on what, when, who, and how much.

Task 3

1.What are KPIs and how can KPIs contribute toward the success of operational plans? Provide
an example of a KPI.( 200 250 words)

1) A Key Performance Indicator is a measurable value that demonstrates how effectively a company is
achieving key business objectives. Organizations use KPIs at multiple levels to evaluate their success
at reaching targets. High-level KPIs may focus on the overall performance of the enterprise, while
low-level KPIs may focus on processes in departments such as sales, marketing or a call center.

2) KPIs contribute toward the success of operational plans

Focus on the critical few, not the trivial many: If you measure too many things, youre
really not measuring anything. Managers have a habit of adding KPIs but never rightsizing
the list to drive strategic intent. This causes confusion as to what is really important.
Ensure that selected KPIs drive toward your strategic intent: KPIs should not just measure
performance. They should measure performance toward the strategic objectives that youve
laid out as part of your operations strategic plan. It is absolutely critical that these KPIs
measure the most important factors in achieving your success.
Ensure that KPI are relatable on all levels of the organization: It is very easy to measure
performance purely in terms of financial factors. Its important to remember that members of
your production staff at all levels should be able to relate to the metrics. KPIs like overhead
absorption percentages are common, but they are not particularly effective for production
personnel. Instead, metrics like units shipped per hours worked will give a meaningful KPI (if
your objective is to increase production and/or reduce hours per unit).
 Ensure the data for KPIs are valid: Much like any Six Sigma project, before seeking process
improvement, we should ensure that our measuring system is valid.
Ensure controllable KPI are selected: When someone is placed in charge of a KPIs for their
portion of the organization, is it really something they can control? Is the individual
empowered to make necessary changes in order to drive performance of the KPI? This is an
often-forgotten factor in successful operational strategy. What you measure is what you get ...
but more importantly, what you measure must be controllable in order to obtain the strategic
objectives you desire

2. How do you think a strategy like the balanced scorecard can contribute toward performance
measurement and management? If necessary undertake your own research to answer this
question. (200 250 words)

- Leading organizations agree on the need for a structured methodology for using performance
measurement information to help set agreed-upon performance goals, allocate and prioritize resources,
confirm or change current policy or program directions to meet those goals, and report on the success
in meeting those goals. The PEA has identified the Balanced Scorecard methodology as their
chosen methodology for deploying strategic direction, communicating expectations, and measuring
progress towards agreed-to objectives. A 1998 study by the Gartner Group found that at least 40 % of
Fortune 1000 companies will implement a new management philosophy...the Balanced Scorecard... by
the year 2000. The balanced scorecard is a conceptual framework for translating an organizations
strategic objectives into a set of performance indicators distributed among four perspectives: Financial,
Customer, Internal Business Processes, and Learning and Growth. Some indicators are maintained to
measure an organizations progress toward achieving its vision; other indicators are maintained to
measure the long term drivers of success. Through the balanced scorecard, an organization monitors
both its current performance (finance, customer satisfaction, and business process results) and its
efforts to improve processes, motivate and educate employees, and enhance information systemsits
ability to learn and improve.

3. Why is performance measurement and management necessary? (100 150 words)

1) It improves the bottom line by reducing process cost and improving productivity and mission
effectiveness.
2) A performance measurement system such as the Balanced Scorecard allows an agency to align its
strategic activities to the strategic plan. It permits -- often for the first time -- real deployment and
implementation of the strategy on a continuous basis. With it, an agency can get feedback needed to
guide the planning efforts. Without it, an agency is 'flying blind'.
3) Measurement of process efficiency provides a rational basis for selecting what business process
improvements to make first.
4) It allows managers to identify best practices in an organization and expand their usage elsewhere.
5) The visibility provided by a measurement system supports better and faster budget decisions and
control of processes in the organization. This means it can reduce risk.
6) Visibility provides accountability and incentives based on real data, not anecdotes and subjective
judgements. This serves for reinforcement and the motivation that comes from competition.
7) It permits benchmarking of process performance against outside organizations.
8) Collection of process cost data for many past projects allows us to learn how to estimate costs more
accurately for future projects.
9) If you are in a US Federal agency, it's the law. The Government Performance and Results Act of
1993 requires a strategic plan, and a method of measuring the performance of strategic initiatives.
10) It can raise you agency's Baldrige score, which can serve to increase its long-term chances of
survival.

Task 4

1.Planning is necessary for the smooth functioning of an organization. Part of the planning
process involves contingency management. What does this mean and what business activities
should be covered by contingency plans? (100 150 words)

1)What does this mean

Contingency planning is developing responses in advance for various situations that might
impact business. Although negative events probably come to mind first, a good contingency
plan should also address positive events that might disrupt operations - such as a very large
order.
Every business has the possibility of a situation that adversely impacts operations. If the
response to the situation is poor, it might have a dramatic impact on the future of the business
- loss of customers, loss of data, even loss of the business.
2)what business activities should be covered by contingency plans
Develop the contingency planning policy statement : A formal policy provides the authority
and guidance necessary to develop an effective contingency plan.
evelop an information system contingency plan : The contingency plan should contain
detailed guidance and procedures for restoring a damaged system unique to the systems
security impact level and recovery requirements.
Ensure plan testing, training, and exercises : Testing validates recovery capabilities, whereas
training prepares recovery personnel for plan activation and exercising the plan identifies
planning gaps; combined, the activities improve plan effectiveness and overall organization
preparedness.
Ensure plan maintenance :The plan should be a living document that is updated regularly to
remain current with system enhancements and organizational changes.

2. Provide an example of a contingency plan. (1 -2 pages)

FIRE EMERGENCY CONTINGENCY PLAN

In the event of a fire in the factory, the following contingency plan will be put into action.
At the time that a fire is discovered, the following procedures should be followed:
1) Call 911 immediately and report the fire
2) Notify the department ER Team Leader or Department Supervisor, known as the
Person In Charge (PIC)
3) The fire should be inspected by the person notified in 2 and that person will decide
whether the building should be evacuated
4) In the case of a minor fire, all personnel in the area subject to smoke inhalation
should be evacuated
5) The PIC will attempt to extinguish the fire
6) If the fire is not minor, or is not extinguishable by the PIC, he or she will be
responsible for signaling the fire alarm and evacuating their department.
7) All employees should be evacuated from the building and gather at the designated
emergency meeting area.
8) In the event of a fire, or any other emergency, elevators should not be used.
Each department will have a Team Leader and a Team Co-Leader. Responsibility falls on the Team
Leader, or Co-Leader, in the Leaders absence, to account for all personnel in the department and
assist in their evacuation of the department offices and the building. The list below accounts for those
personnel assigned to each department.

Workshop Management/Quality Control :

WMQC Safety Team Leader: James Nelson, President
WMQC Safety Team Co-Leader: Martin Chase, Vice President
Service and Repair :
S&R Safety Team Leader: Albert Ronaldson, Department Manager
S&R Safety Team Co-Leader: Robert Thompson, Department Supervisor
Transportation :
TR Safety Team Leader: Harold Johnson, Dispatch Manager
TR Safety Co-Team Leader: Mary Pearson, Transportation Manager
Raw Materials :
RM Safety Team Leader: William Butler, Department Manager
RM Safety Co-Team Leader: Deborah Wilson, Department Assistant Manager
Prefabrication :
PR Safety Team Leader: Peter Weisman, Department Manager
PR Safety Co-Team Leader: Sarah Brightall, Department Assistant Manager
Assembly :
AS Safety Team Leader: Walter Davidson, Department Manager
AS Safety Team Co-Leader: David Houston, Department Assistant Manager
Finishing :
FI Safety Team Leader: Wade Johnson, Department Manager
FI Safety Team Co-Leader: Carla Wright, Department Assistant Manager
Warehouse :
WH Safety Team Leader: Amy Thompson, Department Manager
WH Safety Team Co-Leader: Joseph Gray, Department Assistant Manager
Shipping and Receiving :
SH Safety Team Leader: Eric Hamilton, Department Manager
SH Safety Team Co-Leader: Bruce Rodney, Department Assistant Manager
Accounting :
AC Safety Team Leader: Thomas Keerney, Department Manager
AC Safety Team Co-Leader: Lucille Davis, Department Assistant Manager

Task 5

1.What are ten of the questions you might ask when developing a resource proposal? Do not
limit your response to those ideas presented in the text.

1) You need to plan your proposal, but what constitutes an acceptable proposal plan?
2) How will expectations be set?
3) Feedback to the proposal team is critical in order to know when what you are doing is s
uccessful and when it is not. How do you know if things are on track?
4) How do you estimate and track resources?
5) What are the deliverables and how should they be prepared?
6) People have needs. Some of these include food, lodging, recognition, feedback, and infor
mation. Does your process address what people need in order to perform their tasks and
be successful?
 7) What criteria should be used in reviews?
8) How do you validate that things were done correctly?
9) How do you know if you've created the right proposal?
10) Who should do what?

2. You have submitted a proposal for resources. You are told that you will hear back from the
relevant parties if the proposal has been accepted but if you do not hear from them you should
assume that the proposal has been denied. Do you think this is acceptable? Do you think
feedback should always be given to the person making the submission? Why? (100 150 words)

- Yes, The truth is that nobody is always right. Everybody has room for
improvement. You. Me. That guy in the corner cube.f youre interested in growing
both personally and professionally, you must learn to welcome feedback, whether
its negative or positive. Every bit of criticism is a gift, helping you see past your
ego and make the changes you need to become more competent, more effective and
more valuable.Of course, this is not as easy as it sounds. It was particularly
challenging for me to accept feedback without getting defensive or letting my ego
get in the way. It is a bad habit that has to be reversed, day by day, conversation by
conversation. If you have ever tried to erase this bad habit, you may have noticed
that when you have a hard time accepting a piece of feedback, the feedback tends to
be true. When my hackles go up, thats when I know Im facing an issue I need to
work on.

3. You are putting together a resources proposal. What information might be needed to support
that proposal? Where will you get the required data from? (1 page)

1)What information might be needed to support that proposal?

Vision, mission and organisational goals
Policies and procedures
Market reports audit reports
Workplace health and safety records
Risk management and contingency plans.
Industry reports
Government websites and bodies.
Financial reports
Use data. Don't just tell the funder about the extent of the problem you intend to solve; prove
it with statistics, case studies, testimonials, and any other measurable data you can muster
Avoid platitudes: "getting the right information to the right place at the right time" does not
describe a goal unique to any proposed effort.
Develop prelimnary data. This is important for many agencies and programs. It's important
for NSF. Ask your program officer if what you have is good enough, or if you should delay
your proposal submission until you are able to gather more preliminary data.
Avoid verbose elaborations of broad problems and generic solutions: however eloquently
these are stated, they do not provide the detail needed for evaluation.
Substantiate claims. An effective proposal gets beyond allegation. Provide information to
support assertions.
Be realistic with your budget. Reviewers will know if your budget isn't commensurate with
your scope of work. They might think you're a bad manager.
Use the budget justification to tell your story. Some PIs are tempted to throw the budget
justification together at the last minute dont give in to the temptation! Some program
 managers go straight to this section of the proposal to see how the PI is spending the money
and how all the pieces fit together. So, take advantages of the pages allowed for the budget
justification.
What about cost share? Most agencies don't allow cost-sharing, including NSF. For NSF,
what this means is that $0 has to go on line M of the budget, but it's okay to include a
description of a necessary project resource that is being made available to the project and
therefore is NOT being requested. This goes in the budget justification. In this case, you are
justifying why something ISN'T in the budget.
Write your proposal so that it inspires confidence. A good idea or a good starting point is not
enough. You must develop the idea, have a vision for the outcome, and provide arguments
for feasibility. The proposal must convey energy, enthusiasm, confidence and conviction. A
lot of proposals don't do this well.
Use as many pages as are allowed. Reviewers are usually concerned when a PI doesn't use
the maximum allowed number of pages.
Avoid using color graphics when possible. Most agencies and individual reviewers will not
print proposals in color, so if your graphics don't make sense when print in black and white,
it's best not to use them.
Submit early. With most agencies, updates can be made at any time before the deadline. This
is one of many good reasons to submit early.

2) Where will you get the required data from?

Internet, relevant website

Task 6
1. Which of the following questions can be asked in a recruitment interview? You are only
required to answer yes or no.

a. What was your last employment position? - YES

b. Why do you wish to leave that job? - YES
c. Are you married? - NO
d. Do you consider you have/ had good relationships with work colleagues at your current/ previous
job? - YES
e. Do you consider you have/ had good relationships with management at your current/ previous job?
- YES
f. What country are you from? - YES
g. Do you have any children? - No
h. Have you ever been arrested?- No
i. Did you enjoy your previous job?- Yes
j. Have you ever undergone psychological treatment? - No
k. What are your weaknesses? -YES
l. What are you strengths?- YES
m. Which church do you attend? - No
n. Have you ever been convicted of a criminal offence? - No
o. What additional studies have you undertaken? -YES
p. What sort of work does your husband/ wife/ partner do? NO
q. How do you work under pressure? -YES
r. Are you available for weekend work? - YES
s. Are you happy to undertake inter-and intra-state travel? YES

2. What information should be conveyed to new employees, during induction? Provide at least
12 examples.

Essential 'visitor level' safety and emergency procedures

 Timings and induction training overview
Organisational history and background overview
Ethics and philosophy
Holidays
Sickness
Health insurance
Health and Safety, and hazard reporting
Physical examinations, eye test etc.
Emergency procedures, fire drill, first aid
Accident reporting
Personal Protective Equipment
Use, care, and issue of tools and equipment

3. When should new employees be inducted? (1 sentence)

- first day

4. You have been promoted. You now need to recruit a staff member to fulfil the role you are
vacating. The new appointment can be either an internal or external appointment. You have
been asked to write out a description of your job that lays out the essential and desired criteria
required for anyone applying for the position. Why is this important? (75 100 words)

- Every role within your business should be defined via a job description. One of the biggest
motivating factors (according to surveys and statistics) is clarity within the employees role. That is,
they know what theyre supposed to do and how to do it. Theres no ambiguity, theres no anxiety that
I think I should be doing something, or Ive missed something, and theres no getting into trouble
for not doing something that wasnt made clear in the first place

1) Clarifies employer expectations for employee

2) Provides continuity of role parameters irrespective of manager interpretation
3) Prevents arbitrary interpretation of role content and limit by employee and employer and
manager
4) Essential reference tool for discipline issues
5) Enables formulation of skill set and behaviour set requirements per role
6) enables organisation to structure and manage roles in a uniform way, thus increasing
efficiency and effectiveness of recruitment, training and development, organisational structure,
work flow and activities, customer service, etc
7) Used in the recruitment process to assist you and the applicants to understand the role an
d what is required, ensuring that the selected person can properly commit to the job.

8) Provides clear description of role for job candidates

Task 7

1.When implementing plans for acquisition of physical resources and services, with who might
you consult? Provide at least three examples.

1) staff of supplier
2) committee
3) owner of business
 2. What ten criteria might affect your selection of resource suppliers and your plans for resource
acquisition? Provide a paragraph explanation of each. Rank the criteria in order of most
important to least important. Justify your rankings.

1) Account management Check the all process and plan

2) IT systems- Integration with customers and suppliers
3) Marketing management process
4) Location Successful operations and overall gross
5) Marketing To make customer know about my company
6) price- it helps determine how many consumers buy a product or service and, ultimately,
whether a business succeeds or fails
7) Cash flow To make the profit as a cash flow for banking as a financial value
8) safety- necessary steps to protect employees from the health and safety concerns of todays
corporate community.
9) IT system Integration with customers and suppliers
10) Quality To maintain customers satisfaction

3. Why is important to develop good relationships between the organisation and its suppliers
when acquiring resources? How can good relationships be maintained? (150 200 words)

1) Quality: Supplier components can positively or negatively affect the quality of your product.
Higher quality increases customer satisfaction and decreases returns, which adds cash to your
bottom line.
2) Timeliness: Their timely deliveries are crucial to how customers view your reliability. A
quick turnaround can become the key to minimizing your inventory, which in turn translates
to less risk of inventory obsolescence and lower cash needs
3) Supplier relationships are critically important to the health of your business. If you want good
delivery, good service, and good quality, then you need to keep your suppliers healthy and
happy. Let's briefly look at all the ways suppliers can impact your company.

4. It is best to use external suppliers with whom you have build effective relationships, or should
you constantly shop around for the cheapest deal? Explain. (75 100 words)

Suppliers not only provide you with the goods and services you need to run your business - they can
also be an important source of information, advice and trade credit.

The following tips will help you to maintain good relationships.

Talk to your suppliers regularly.

Pay your suppliers' accounts promptly.
Communicate with a supplier before the due date for payment, should you foresee a delay in paying
an account.
Build good relations with your current suppliers' representatives.
Be fair but firm with industry sales representatives they can easily take up a lot of your time.
Avoid rush orders wherever possible they can cause significant stress in your business and put a
strain on the relationship with your suppliers.

Task 8

1. Does an increase in production numbers mean that productivity in a section/ division has
increased? Explain. (50 75 words)
- In my opinion, Production refers to the volume, value or quantity of goods and services produced by
a worker, plant, firm or economy. It the sum total of the results achieved by the various factors
together. Productivity, on the other hand, is concerned not merely with the total value or volume of
output of product, what is more important is that it shows us the efficiency of the production when we
find that all increases in production, does not necessary result in increased productivity

2. How do you think productivity in a team/ section/ division could be increased? Provide at
least five examples.

1) Monitoring
2) Training
3) Compliment
4) Sharing
5) motivation

3. You have been asked to determine whether the organisation is achieving productivity targets.
What might you monitor to determine if profits are being increased? Provide at least five
examples.

1) Labour cost
2) Non controllable cost is fixed
3) Ingredient cost is down
4) Cashflow is going up
5) Hiring is required

Task 9

You are a frontline manager for the sales section of a whitegoods company. Your projected revenue
budget for the 3 months from July to September is:
Fridges: 100 units @ average of $800.00 per unit
Stoves: 50 units @ average of $500.00 per unit Washing machines: 75 units
@ average of $700.00 per unit
You have three salespeople on the shop floor and one person processing orders ready for dispatch.
After 6 weeks your financial performance report shows actual unit5
sales and average prices at: Fridges: 30 units
@ average of $600.00 per unit Stoves: 40 units
@ average of $500.00 per unit Washing machines: 40 units
@ average of $750.00 per unit

1.What might you need to do to achieve the section targets within the next six weeks? Provide at
least five examples. (Consider a range of strategies, work methods, operations activities as well
as price issues.)
1) Sell the fridges more
2) Start training for product to make that price up
3) Focus on the washing machines
4) Keep continue sell the stoves
5) Start the promotion for fridges

2. What do these figures tell you? (20 40 words)

-We can see that less sold fridges than others and washing machines were sold higher price than
expect

3. What do these figures not tell you? (20 40 words)

- Why fridges, washing machines price have been changed

4. Do you have enough information for effective corrective action? (1 sentence)

- No, we cannot see the skill and number of guest and contact for each item.

5. What information should you try to get before you take any action? Provide at least four
examples.

1) Weekly sales report

2) number of guest
3) season, location
4) number of stock

6. Are some of the factors impacting on sales figures outside your control? If so, what can you do?
(30 50 words)

1) washing machines sales was higher than expect

2) we can focus on the washing machines

7. Would you be able to control performance by changes within the work unit or would it
require a broader perspective? (20 40 words)

- Yes, control the stock and process for ordering and collect the statistic

Task 10

1. How can mangers/ frontline managers identify performance issues? Provide at least five
examples.

1) Client satisfaction based on surveys, questionnaires and feedback.

2) Budgets costs and forecasts
3) Stock quality
4) Waste and fault rates
5) Production records

2. One of the employees you supervise has been having difficulty performing to the required
standard. This is a new development. Previously this employees work was quite satisfactory but
you think that the employee is currently having trouble utilizing resources effectively,
economically and safely. What action do you think you might take? (100 -150 words)

- To ensure the process is systemised, keep a close eye on your resources this will maximise the
efficiency of the resources you have on hand, as well as minimising any waste. Keep employees
happy and motivated to prevent high employee turnover. By having longer-term staff on board, any
project undertaken, including the resources utilised, will be more familiar to those doing the work. As
well as this, keep your door open to any suggestions from your staff. If they are executing the work,
they may have suggestions on how to improve procedures for greater efficiency.
3. You have decided, with the employee whose performance problems you have been discussing
(Question 2) to provide coaching in how to utilise resources effectively, economically and safely
as a means to solving the performance issue. Explain how you would go about doing this. To
answer this question you will need to research the coaching process then demonstrate that you
understand how coaching procedures can be applied and why it is necessary, in such situations,
to have some understanding of adult learning needs. (100 150 words)

- I think, as a leader, we need to make that employee treat as a family to make him feel member of
company. For example, if we treat them badly or cut down their shift at the company they will feel
bad and not motivated at the field, also it causes all employee feel less motivated and almost of them
will complain about work environment. At the work place all leader should do learn the new skill all
the time and support employees to good on that and compliment them who is doing very well and
make all employees have motivation.

Task 11

What are at least five of the steps might you take to present recommendations for variation to
operational plans and to whom might you present your ideas?

1) Suggest new idea to boss

2) Consider about this idea
3) Make process for consideration
4) Take a action
5) Get the feedback

Task 12

Why is it important to keep records related to performance? (200 250 words)

Records are the source documents, both physical and electronic, that specify transaction dates and
amounts, legal agreements, and private customer and business details.
Developing a system to log, store and dispose of records can benefit your business by allowing you to:
plan and work more efficiently
meet legal and tax requirements
measure profit and performance
generate meaningful reports
protect your rights
manage potential risks.
Good records provide the financial data that help you operate more efficiently, thus increasing your
profitability Accurate and complete records enable you, or your accountant to identify all your
business assets, liabilities, income and expenses. That information, when compared to appropriate
industry averages, helps you pinpoint both the strong and weak phases of your business operations.
It can reduce potential risks when you are doing performance.

Section B

Task 1

Describe performance management systems and processes. Why do organisations need to

implement monitoring systems and what might they monitor? (150 200 words)

-Management system works by few ways such as hiring, Training and development and process. All
of management system operated for people(employee) through this system, all leaders do check the
status each moment and plan the next step and then they can give high motivation to all employees.
Sometimes they monitor the all process such as profit, all employees working, performance and
security. As a leader, they have obligation for financial and keep protect the all employees safety and
motivation. For example, for the financial obligation, they have to monitor previous period one and
consider and get the feedback and communicate the new plan to all employees and get new targets too,
depends on the sales or profit, the leader can control the cost and re-schedule the team members, and
while they do that, check the all employees status and compliment them and give motivation and
make all employees work at the good environment

Task 2

Describe problem solving methods to address poor employee performance? (75 100 words)

1) Use data
2) Mentoring
3) Training

Task 3

What are contingency plans? What are five types of problems they can be used to address? (100
-150 words) Contingency plans are the backup plans that can be implemented to prevent
disruption to work or to ensure rapid recovery from disruption. They are necessary to ensure
continuity and to prevent financial loss.

1) contingency plans
- A contingency plan is a plan devised for an outcome other than in the usual (expected) plan. It is
often used for risk management when an exceptional risk that, though unlikely, would have
catastrophic consequences. Contingency plans are often devised by governments or businesses.

2) What are five types of problems they can be used to address

sales or production
trip and slippery
fire
quality raw materials and consumables
a blackout

Task 4

Explain the important of following organisationalfor policy and practice when The strategic
plan the acquisition of resources needed to implement operational plans. (100 150 words)

- The strategic plan is about setting a direction for the organisation, devising goals and objectives and
identifying a range of strategies to pursue so that the organisation might achieve its goals. The
strategic plan is a general guide for the management of the organisation according to the priorities and
goals of stakeholders. The strategic plan DOES NOT stipulate the day-to-day tasks and activities
involved in running the organisation Operational Plan DOES present highly detailed information
specifically to direct people to perform the day-to-day tasks required in the running the organisation.
Organisation management and staff should frequently refer to the operational plan in carrying out
their everyday work. The Operational Plan provides the what, who, when and how much:

what - the strategies and tasks that must be undertaken

who - the persons who have responsibility of each of the strategies/tasks
when - the timelines in which strategies/tasks must be completed
how much - the amount of financial resources provided to complete each strategy/task plans

Section C

Write a detailed paper answering the following series of questions. Discuss you answers with your
trainer/ assessor and utilise the text in this document plus readings (which must be correctly cited and
referenced) to answer the questions and to justify your answers. Where appropriate, support your
answers with workplace examples.

1. Explain what operations planning is, and detail the processes that should be followed to
develop and implement operational plans. Outline the risk analysis procedures that might be
followed and the procedures that would be followed to develop contingency plans. What sorts of
controls might be put in place and why are they necessary? Detail also the procedures that
would be followed to acquire and disburse resources. What is the purpose of a budget and how
does the budget impact on operations plans?

1) : Planning and designing systems and processes for business operations involve the arrangement of
management and staff, their roles and functions and business administration requirements. It also
takes into account business facilities and equipment, inventory management and policies and
procedures for other business functions

2) What sorts of controls might be put in place and why are they necessary?
- Analysis and statistic when you want plan for next period, you need to know it

3) Contingency planning is most often undertaken when there is a specific threat or hazard; exactly
how that threat will actually affect is unknown. Developing scenarios is a good way of thinking
through the possible impacts. Based on sensible scenarios it is possible to develop a plan that sets out
the scale of the response and the resources needed. Steps to prepare contingency plan:

Prepare
Analyse
Develop
Implement

4) What is purpose of budget and how does the budget impact on operations plans?
-Budgeting means planning the future operations and finance for future operations. It also known as
estimating how much the business would perform in future period based on the past trends of the
company. There are proper methods to have good budgeting system. When you have proper budget in
place you can set future targets for the company and you will have a specific goal to achieve that
target in that particular defined period. With proper budgeting you will have an increase in your sales
and also profits as you have a future plan ready with you. Thus it will increase your business and help
you grow faster.
2. Plans must be converted into action. Action is dependent on appropriate inputs. Output
quality is dependent on input quality. What does this mean to you and to the choices an
organisation might make with regard to suppliers?

- If plan is not going well, action will not going as well. Plan and action are interrelationship. It is
talking about planning.

3. Inputs are resources. Staff is one of the organisations most important resources. This means
that each organisation should develop and implement suitable recruitment, selection and
induction procedures. What are the characteristics of goo recruitment, selection and induction
programs?

- For Recruitment, the attraction of qualified candidates with the broadest methods available is the
primary characteristic. Second to this is not attracting unqualified, over-qualified or marginal
candidates. Good recruitment will get the greatest number of possible individuals with the fewest
number that will need to be screened out. Good Selection is at least a two steps process. The first is
removing those candidates which are not suitable for either the task or the institution environment.
The next is ordering those which are suitable by approximate rank with the best being highest on the
list. This selection process is often combined with personal interviews and background checks. The
selection should be timely (not so rapid as to cause errors, yet not so long as to jeopardize the project).

4. Once plans are put in place they must be monitored and evaluated. Explain why this is
necessary and the strategies that might be followed to do this. What actions might be taken if
performance does not meet predetermined standards?

1) Why this is necessary and the strategies that might be followed to do this

- Monitoring and evaluation are critical for building a strong, global evidence base around violence
against women and for assessing the wide, diverse range of interventions being implemented to
address it. At the global level, it is a tool for identifying and documenting successful programmes and
approaches and tracking progress toward common indicators across related projects. Monitoring and
evaluation forms the basis of strengthening understanding around the many multi-layered factors
underlying violence against women, womens experiences with such violence, and the effectiveness of
the response at the service provider, community, national and international level

2) What actions might be taken if performance does not meet predetermined standards?
- you have to fix plan, if performance does not meet predetermined standards.

5. Oraganisations must develop recordkeeping systems and must keep accurate and reliable
performance records. Why is this necessary and how might this best being done?
-Recordkeeping systems that are based on a sound understanding of an organisation's business
environment, legal needs and organisational requirements provide substantial benefits.

1) Every business or program must address well-defined objectives which will add value, either
directly to the bottom line or toward the achievement of the organization's goals and objectives

support better performance of business activities and better decision making throughout
organisations
enable organisations to comply with legislative and regulatory requirements
provide protection and support in litigation, including the better management of risks
 associated with the existence or lack of evidence of organisational activity
avoid the retention and clutter of ephemeral records, or the loss or inadvertent destruction

2) How might this best being done?

Create records routinely as part of your work- Records may naturally arise in the course of your
work, such as sending an email. In other cases, where the activity does not automatically result
in the creation of a record, you need to create one. Examples of this include meetings,
telephone conversations, informal discussions
Do not destroy records without authority