Management Operational Plan

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Management Operational Plan

Name

Institution

 

 

 

 

 

 

 

 

 

 

 

 

ASSESSMENT TASK 1

1.                  Explain the purpose of a Strategic Plan and an Operational Plan, and the role of an Operational Plan in achieving the organisation’s objectives.

The main aim of strategic planning is setting collective goals for an organisation as well as developing a way forward for achieving them. This involvesholding back from an individual’s daily operations and asking questions regarding where an organisation is headed. Additionally, one asks about the priorities that should be observed in an organisation (Farr & Bailey, 2019). The aim of operational plansis the provision of organisation man power with a detailed list of roles and responsibilitiesaccording to the goals as well as objectives that are in the objective plan. Its role is ensuring that it has provided a way forward in implementing of plans that are in the tactical plan.

2.                  Outline the information that is usually included in an Operational Plan.

Operational plans contain objectives as well as the activities that should be delivered(Farr & Bailey, 2019). It has also quality standards, the risk management plan and the main targets and key performance indicators (KPIs). Additionally, implementation timetables, the process of progress monitoring and the staffing and resource requirements are some of the components of this plan.

3.                  Explain a typical process for developing an Operational Plan.

The process starts with developing concept operations, which aims at restating the strategic position of an organisation. The next step is acquisition of the necessary information through studying the necessary information regarding competitors. It involves communication channels that are considerate to all stakeholders(Farr & Bailey, 2019). The third step includesdefining challenges. In this case, an organisation uses the results from a research to identify the main challenges for success (Oliveira, Méxas, Meiriño&Drumond, 2019). The barriers that are present are well understood and allow an organisation to plan in an aim toovercome the hurdles.

4.                  Explain the purpose of a budget.

A budget has the main aim of allocating resources, coordinating, planning, motivating and controlling (Srithongrung, Yusuf &Kriz, 2019). It is a crucial tool for making decisions, monitoring of the entire organisational performance and the forecasting of expenditure and income. Proper budgeting allows for the efficient management of limited resources.

5.                  Explain a typical budgeting process.

The budgeting process starts with the setting of realistic goals. The organisation follows this by identifying its income and expenses as well as separating needs and wants present. The other step is designing the budget and putting the entire plan into action (Srithongrung, Yusuf &Kriz, 2019). Seasonal expenses are separated from expenses that exist throughout a financial year. Finally, the organisation looks ahead and let the planned budget work for the organisation.

6.                  Explain the purpose of key performance indicators.

Key performance indicators (KPIs) are very important in anorganisation. They are the measureable values that show the effectiveness of a company in achieving its set objectives. Their main purpose is to evaluate success ate reaching success in multiple levels (Cokins&Căpușneanu, 2019). They also monitor financial performance, improve the morale of employees and boost customer satisfaction.

7.                  Discuss four approaches to developing key performance indicators.

Establishment of objectives or goals: understanding goals and objectives allows an organisation to start measuring what goes on in various operations to improve performance(Srithongrung, Yusuf &Kriz, 2019).

Establish critical success factors: these are drawn from objectives and goals in an organsiation. They are the limited number of main activities that an organisation focuses on in order to become successful(Srithongrung, Yusuf &Kriz, 2019). They are the specific conditions measuring the meeting of organisational goals and objectives within the set deadlines.

Collection of measures: the raw numbers that have limited usefulness and that need to be related to one another to provide more important meaning are referred to as measures (Cokins&Căpușneanu, 2019). They are the lowest detail level in the methodology of formulating KPIs and are always relevant in approaching and understanding the KPIs in an organisation.

Calculation of metrics from measures: All KPIs are metric but not all metrics are KPIs. Therefore, anything that should be considered to be a KPI should be crucial enough to inform the manner in which an organisation is performing.

8.                  Discuss the concept of a balanced scorecard as an alternative approach to measuring business performance through key performance indicators.

The balanced scorecard is a framework for the implementation and management of strategy (Cokins&Căpușneanu, 2019). It is useful in linking visions to a strategic objective targets, initiatives measures. It also has the responsibility of balancingperformance measures andfinancial measures as well as all objectives that relate to different parts of an outfit. In order to be a proper KPIs measuring tool, it has four basic perspectives (Cokins&Căpușneanu, 2019). The perspectives include the clientpoint of view, monetaryperspective, internal learning perspective as well as the understanding of development perspective. The perspectives are interdependent andhierarchical whereby growth is influenced by learning and innovation, which leads to the internal processes refinement.

9.                  Explain the concept of benchmarking as a way of assessing business performance

Benchmarking is a method that discovers the overall performance that is attainedeither in a specific organisation, by a rival or by another industry (Cokins&Căpușneanu, 2019). The information is then used in the identification of gaps in an organisation’s processes so as to gain a profitable edge. After such a comparison, the organisation is able to identify whether there is good or poor performance in relation to the activities that it is involved inside management and operational circles.

10.              Provide a definition of a PCBU and outline their key responsibilities.

The PCBU refers to people conducting a business or undertaking. It was established as a way to adequately reflect the modern workplace arrangements instead of referring to them as the employer (Tuck et al., 2019). The PCBU is responsible for ensuring that they provide and maintain a workplace or environment that has no risks to safety and health. This can also be explained as providing and maintaining of a safe plant and structures and systems of work.

11.              Outline the aim and scope of the Fair Work Act 2009.

The aim of the Fair Work Act 2009 was to reform the industrial relations system. It was a replacement of the WorkChoices legislation. This Acct is one of the main commonwealth statuses that govern the employment of mature age employees. It has the provisions for the conditions as well as terms of engagementand also spells out the responsibilities as well as rights of workers, employee unions as well as employers in relation to the joining factor of employment.

 

ASSESSMENT TASK 2

(Attached in the other files)

 

ASSESSMENT TASK 3

EMAIL TO THE ASSESSOR

To: The CEO

From: Operational Manager

Date:

Cc:

Subject:King Edward VII College Strategies for Recruiting Staff

Due to the expected opening of two different campuses of our college, we write to request for approval to recruit staff that will run the institutions. The vacancies that we aim to fill include the following:

·         Marketing Manager and Marketing Assistant

·         Human Resources Manager

·         Operations and Finance Manager

·         Administration Manager

·         Office Assistant, Receptionist

·         Academic Manager

·         Student Services Officer

·         14 trainers.

A decent selection and recruitment strategy needs that enlisting leaders utilise pre-decided criteria at all phases of the recruitment process, consequently lessening the risk of separation or being predisposed. In the stage of screening, the main selection methodmustbe resolved prior to the promotion of the activity and clearly showed in advertisement and expected set of roles and duties. Each competitor should then undergo an assessment by the criteria as it were. In the process ofconversing with hopefuls for the job vacancies, the sameinterviewersmust be available at every meeting and a lot of prior decided question asked of every candidate, allowing them break even with a moment to show reactions.

There ought to be reference checks that should be conducted before any other plan is carried out and must be in ananticipated way (for example asking comparable questions of each hopeful’sreferees and earlier managers).  It should be noted that fair treatment of everybody do not usually infer fairness. In the occasion that an applicant is unprepared under any conditions such as a disability, the interviewer must consider such individual conditions, such that the disabled are offered an equivalent opportunity to display their abilities.

Securities as well as similar fair policies state that there is a need that the recruitment process is done in a fair and straightforward manner and a proper recruitment and selection methodology will easily make this obvious to enrolment specialists. There should be no part of the recruitment process (starting from advertisement) should encourage any prejudicial behavior, in terms of an individual's age, sex, marital status, religion, background, or inability.  A competitor might have a plan of action towardslegal activity in the event that they have grounds to believe that the process was unfair. Discrimination, on the other hand, can be sometimesunintentional.  For instance, utilizing terms in work advertisement, such, young and enthusiastic' or amateur may seem to be sufficiently inoffensive. However,it should be avoided becauseitmight be suggesting that an individual should be young to be interested for the activity.  Protection regulations likewise necessitate that a rival’s application is handledin secrecy. Punishments can be applied if there are leaks, meaning that a good recruitment and selection approach gains the organisational competitive advantages.

An example of privacy leakcan be a selected representative talking about the wellness of a classified activity application with their kin. A recruitment and selection arrangement that assist staff regarding the clues to remember hints can go far towards guaranteeing they never happen.

All occupation advertisements are not verifiable.  Some of them are set by companiesthat wish to develop think tanks or to somehow try things out to see what is happening in the outside world.If an organisationneeds certain application processes to be pursued, candidates are assuredthat the position they want exists. They are also sure thateffortswill be fruitful and not futile. Candidates can also observe that interviewers are trustworthy in business through the best practices that they pursue and are bound to want to become workers of theorganisation.

By requesting straightforward procedures at each step, the recruitment and selection process has a guarantee that all participants in the recruitment process (Human Resources, line supervisors and so on) might pursue this process and be certain of the outcomes. Candidates ought to be informed of their application status and advised if they fail. Explanations that are made in the recruitment process should be t recorded and a frank process established if an applicant is not content with the results.

 

 

 

 

 

 

 

EMAIL TO THE ASSESSOR

To: The Human Resource Manager

From: Operational Manager

Date:

Cc:

Subject:King Edward VII College Strategies for Recruiting Staff

 

According to the recruitment and selection polices that run this college, there has been the need for the hiring of more staff in respect to the expansion to other cities. I therefore request information regarding the following positions:

·         Marketing Manager and Marketing Assistant

·         Human Resources Manager

·         Operations and Finance Manager

·         Administration Manager

·         Office Assistant, Receptionist

·         Academic Manager

·         Student Services Officer

·         14 trainers.

·          

 

 

 

 

EMAIL TO THE ASSESSOR

To: Administration Team

From: Operational Manager

Date:

Cc:

Subject:Implement strategies for purchasing equipment

I write to you in regards to the procurement of the equipment that is required for new campuses. The purchasing of the equipment is important to ensure that the students have all they need in the process of pursuing their degrees. However, the procurement should be in line with the purchasing policy and principles. We require the following information from your department:

·        Description of equipment requirement and number and type to be made as per existing campus, which will include reference to the attachment.

·        Required timelines for the purchase of the equipment.

·        Requirement to receive and approve quotes as per purchasing policy – you should ensure you clearly refer to the procedure required as relevant to the budget for the equipment.

The following is the list of needed equipment:

Equipment requirements for Sydney and Brisbane campuses

One-off purchases:

·         8 cordless telephones

·         10 staff computers for staff cubicles

·         20 student computers for workstations

·         4 printers with scanning capability and Wi Fi connection

·         10 staff desks

·         10 office chairs

·         50 student desks (2 seater)

·         100 student chairs

·         100 pens (with College logo)

·         5 staplers

Yearly purchases:

·         50 packs of 500 sheets A4 paper

·         20 sets of printer cartridges

 

 

 

 

 

 

 

 

 

 

 

 

ASSESSMENT TASK 4

 

King Edward VII College

 

Profit and Loss six months to Dec 2020 Sydney

 

Income

Budget $

Actual

Variance

Sales

300,000

350,000

_50,000

Expenses

 

 

 

Electricity and gas

1000

2000

1000

Internet

500

700

200

Office supplies

500

1000

500

Rent

150000

100000

50000

Stationary

400

900

500

Wages and salaries

70000

75000

20000

Superannuation

7000

8000

1000

Travel and accommodation

1500

1700

200

Water

800

1000

200

Work cover insurance

400

400

0

Total expense

232,400

423,450

73, 650

Net Profit

-67,900

73,100

23,650

 

 

Profit and Loss six months to Dec 2020 Brisbane

 

Income

Budget$

Actuals

Variance

Sales

400000

420000

20000

Expenses

 

 

 

Electricity and gas

1000

1200

200

Internet

800

850

 

Office supplies

600

700

100

Rent

200000

220000

20000

Stationary

1000

11000

100

Wages and salaries

100000

110000

10000

Superannuation

10000

12000

2000

Travel and accommodation

2000

2200

200

Water

1500

1600

100

Work cover insurance

600

800

 

Total expense

717,500

780, 150

52,700

Net Profit

317,500

330,150

32,700

 

Financial performance analysis

In Sydney, there was a loss of 67, 900 USD. This region has many campuses and there were few of them that were interested in whatever we offered. The major reason is that most of the campuses surrounding ours are cheaper. Additionally, they have more space than ours and more learning equipment. The staff range between our campuses has a large difference and this makes it favorable. However, Brisbane made profits because of its strategic location. The CEO and the management of the college ensure that the campus had the necessary amount of staff. In addition, they purchased all the equipment as instructed. The campus is spacious and there is no congestion. In future, we hope that Sydney campus is going to borrow a leaf from this campus.

Variances

There was a positive variance in all our campuses. The major reason is that auditing was done accordingly and ethically. In addition, the students were able to utilize the available resources in an economic manner.

Variance to Operational Plan

There was variance in this case as shown in the KPIs indicated in the operational plan as follows:

·         Growth in the institutional reputation

·         Lack of congestion in lecture halls

·         All students have the necessary learning equipment

·         The school gets location’s that are strategic for easier movement of students

·         The hired staff is responsible and reliable

·         All suppliers have got to the campuses in good condition and on time

 

 

MEMO TO THE STAFF

To: King Edward VII College staff

From: Operational Manager

Date:

Cc:

Subject:Operational Planning Monitoring and Review

 

The operational planning project that we had embarked on has now come to a close. An operational performance report has been released and can be accessed from the relevant offices. Having in mind that the campuses must succeed, we call all staff members to cooperate to enhance the success of our operations. Thank you for your cooperation. 

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