BSBMGT517 – Manage Operational Plan
The Pitch
The business idea is as follows:
· You want to start up a tour business that caters for MAMILs
· The idea is that, for a fee, you will arrange a cycling tours in desirable (bucket list) locations, e.g.
· Tour of Tasmania in warmer months
· In the more temperate months offer tours of wine regions such as Barossa and Clair Valleys in SA, or Margaret River Region in WA or Hunter Valley and surrounds in NSW
· Tropical tours in the colder months e.g. the Daintree and Port Douglas region, etc.
· The tours will accommodate approximately 20-30 cyclist at a time and will be fully supported by your team of tour coordinators and tour support teams.
· You will market to MAMILs in your own capital city (for example in Hobart).
· You will equip a 6-Metre (20ft) shipping container to safely and securely transport their bicycles and equipment to the starting point for each tour and return everything to a central point back in their capital city at the end of the tour.
· It is the responsibility of each MAMIL to drop off and pick up their gear at the central point in your capital city.
· The duration of the tours will range from 7-14 days
· Preliminary research on your part indicates that MAMILs would be prepared to pay in the range of $3-5k each for a tour.
· The model that your tours will follow is:
· The MAMILs pay their own travel costs to get to the start point of the tour and their return home at the completion of the tour.
· Your tour team will provide a support vehicle to travel with the herd each day of the tour.
· The tours will range from budget tours where they will stay overnight in camping and caravan parks along the way, through to more up-market tours where they will stay in hotel and or B&B style accommodation.
· For the budget tours, you propose that your vehicle provides a BBQ breakfast and evening meal at the camps.
The way you want to set up this new business is to develop a single but successful operation that services MAMILs in your Capital City. When you have the model running successfully, you plan to franchise operations national and potentially internationally. Your goal is that in five years’ you will be managing a group of franchises and have both a good income as well as a good work/life balance.
In the report, you have to:
1. Conduct a SWOT analysis on this proposal.
2. Following the SWOT analysis, make a determination on the viability of the proposed business. Consideration for your risk management and decide a “Go’ or “No-go” for developing this business.
3. Assuming a “Go”, you need to use “KALIPOT” as your business name
4. Now make a Mission Statement for your business.
5. Make a Vision Statement and also make a Values Statement.
6. Now consider the operations and develop a preliminary Organisational Chart, indicating the functional units of your business (You need to make an Organisational Chart here)
This is only a sample of Organinsational Chart. Please make your own accordi ...
There is a need for performance tasks that require students to apply their learning to real-world situations. The GRASPS framework can be used to design effective performance assessments. GRASPS stands for Goal, Role, Audience, Situation, Product, and Standards/Criteria. It provides guidelines for constructing scenarios that establish clear goals, roles for students, intended audiences, realistic situations, expected products, and standards for success. An example is given of a math performance task where students take on the role of an engineer designing a shipping container to maximize shipping volume and costs.
This document discusses agile requirements and provides guidance on how to establish requirements using an agile approach. It recommends starting by creating high-level objectives and a product backlog to identify and prioritize requirements at different levels of granularity. As the development timeline gets closer, the document advises focusing on lower-level requirements and product backlog refinement. Requirements should be written as user stories to describe features from the user's perspective.
PulseCheck 2016 | How we built new customer success organizational structure...Gainsight
PulseCheck is the largest live streaming event in the Customer Success community, delivered right to your screen -- free of charge. We’ll cut out everything but the most actionable real-world applications for you and your entire customer-facing team. What’s left are eight 40-minute sessions from some of the most elite minds in Customer Success.
BA 620 Managerial Finance Group Problem Set 2 (125 poi.docxrosemaryralphs52525
BA 620 Managerial Finance
Group Problem Set 2 (125 points)
This problem Set is based on materials covered in modules 5, 6, and 7. It is designed
for you to demonstrate your understanding and be able to apply basic capital budgeting
concepts, working capital management, dividend policy, and international financial
management.
Part 1: Capital Budgeting Analysis
Adams, Incorporated would like to add a new line of business to its existing retail
business. The new line of business will be the manufacturing and distribution of animal
feeds. This is a major capital project. Adams, Incorporated is aware you an in an MBA
program and would like you to help analysis the viability of this major business venture
based on the following information:
• The production line would be set up in an empty lot the company owns.
• The machinery’s invoice price would be approximately $200,000, another
$10,000 in shipping charges would be required, and it would cost an additional
$30,000 to install the equipment.
• The machinery has useful life of 4 years, and it is a MACRS 3-year asset.
• The machinery is expected to have a salvage value of $25,000 after 4 years of
use.
• This new line of business will generate incremental sales of 1,250 units per year
for 4 years at an incremental cost of $100 per unit in the first year, excluding
depreciation. Each unit can be sold for $200 in the first year. The sales price
and cost are expected to increase by 3% per year due to inflation.
• Net working capital would have to increase by an amount equal to 12% of sales
revenues. The firm’s tax rate is 40%, and its overall weighted average cost of
capital is 10%.
Required:
1. If the company spent $40,000 last year in the upkeep of the empty lot, should this
cost be included in the analysis? Why or why not?
2. Disregard the assumptions in part 1 above. What is the machinery’s depreciable
basis? What are the annual depreciation expenses?
3. Calculate the annual sales revenues and costs (other than depreciation).
4. Construct annual incremental operating cash flow statements.
5. Estimate the required net working capital for each year based on sales for the
following year. Working capital will be recovered at the end of year 4.
6. Calculate the after-tax salvage cash flow.
7. Calculate the net cash flows for each year. Based on these cash flows, what are
the project’s NPV, IRR, Profitability Index (PI), and payback?
8. Can you use the Payback method to decide whether this is a good project or
not? Why or why not?
9. Interpret what NPV, IRR, and Profitability Index (PI) mean. Based on your
interpretation, do these indicators suggest the new business line should be
undertaken?
Part 2: Working Capital Management
1. Adams Stores, Inc. is trying to determine the effect of its inventory turnover ratio and days
sales outstanding (DSO) on its cash flow cycle. Adams’ sales last year (.
BA 620 Managerial Finance Group Problem Set 2 (125 poi.docxwilcockiris
This document outlines a communication plan for a project aimed at preventing pressure injuries in critical care patients. The plan identifies stakeholders, including nursing staff, and discusses various communication methods like meetings, presentations, and an online forum. Effective communication is emphasized as critical for project success. The initial team meetings are identified as important for building rapport and trust through introductions and discussing the project background and goals. Biweekly meetings of Skin and Wound Assessment Nurses are also included for ongoing discussion, feedback, and addressing barriers. An online collaborative site will facilitate information sharing among the different hospital units and staff schedules.
Christopher Head is an experienced travel industry professional currently working as the Operations Manager and Director of Excite Holidays Thailand in Bangkok. He has over 15 years of experience in business development, operations, and management roles within the travel agency, tour operations, and airline sectors. His resume highlights his success growing the Thai operations of Excite Holidays, managing various teams and projects, and consistently meeting or exceeding sales targets throughout his career.
Bus 599 week 9 project deliverable 5 – strayer newninfaames
This document provides instructions for Project Deliverable 5, which consists of an executive summary and presentation for a business plan. Students must submit both an executive summary and 12-slide PowerPoint presentation. The executive summary should be 1-3 pages and justify the business concept, management structure, market need, competitive advantages, financial projections, investment potential, and exit plan. The 12-slide presentation should highlight the business's elevator pitch and cover the critical elements outlined in the textbook. The project applies strategic planning techniques and demonstrates the ability to communicate a business strategy concisely.
The document provides guidance on writing a proper business plan. It outlines the key sections that should be included such as an executive summary, business description, management team, operations, market analysis, financial projections, and exit strategy. It emphasizes that a business plan is crucial for attracting investors and seeking loans. The business plan should clearly convey the operational and financial objectives of the business and how they will be achieved.
There is a need for performance tasks that require students to apply their learning to real-world situations. The GRASPS framework can be used to design effective performance assessments. GRASPS stands for Goal, Role, Audience, Situation, Product, and Standards/Criteria. It provides guidelines for constructing scenarios that establish clear goals, roles for students, intended audiences, realistic situations, expected products, and standards for success. An example is given of a math performance task where students take on the role of an engineer designing a shipping container to maximize shipping volume and costs.
This document discusses agile requirements and provides guidance on how to establish requirements using an agile approach. It recommends starting by creating high-level objectives and a product backlog to identify and prioritize requirements at different levels of granularity. As the development timeline gets closer, the document advises focusing on lower-level requirements and product backlog refinement. Requirements should be written as user stories to describe features from the user's perspective.
PulseCheck 2016 | How we built new customer success organizational structure...Gainsight
PulseCheck is the largest live streaming event in the Customer Success community, delivered right to your screen -- free of charge. We’ll cut out everything but the most actionable real-world applications for you and your entire customer-facing team. What’s left are eight 40-minute sessions from some of the most elite minds in Customer Success.
BA 620 Managerial Finance Group Problem Set 2 (125 poi.docxrosemaryralphs52525
BA 620 Managerial Finance
Group Problem Set 2 (125 points)
This problem Set is based on materials covered in modules 5, 6, and 7. It is designed
for you to demonstrate your understanding and be able to apply basic capital budgeting
concepts, working capital management, dividend policy, and international financial
management.
Part 1: Capital Budgeting Analysis
Adams, Incorporated would like to add a new line of business to its existing retail
business. The new line of business will be the manufacturing and distribution of animal
feeds. This is a major capital project. Adams, Incorporated is aware you an in an MBA
program and would like you to help analysis the viability of this major business venture
based on the following information:
• The production line would be set up in an empty lot the company owns.
• The machinery’s invoice price would be approximately $200,000, another
$10,000 in shipping charges would be required, and it would cost an additional
$30,000 to install the equipment.
• The machinery has useful life of 4 years, and it is a MACRS 3-year asset.
• The machinery is expected to have a salvage value of $25,000 after 4 years of
use.
• This new line of business will generate incremental sales of 1,250 units per year
for 4 years at an incremental cost of $100 per unit in the first year, excluding
depreciation. Each unit can be sold for $200 in the first year. The sales price
and cost are expected to increase by 3% per year due to inflation.
• Net working capital would have to increase by an amount equal to 12% of sales
revenues. The firm’s tax rate is 40%, and its overall weighted average cost of
capital is 10%.
Required:
1. If the company spent $40,000 last year in the upkeep of the empty lot, should this
cost be included in the analysis? Why or why not?
2. Disregard the assumptions in part 1 above. What is the machinery’s depreciable
basis? What are the annual depreciation expenses?
3. Calculate the annual sales revenues and costs (other than depreciation).
4. Construct annual incremental operating cash flow statements.
5. Estimate the required net working capital for each year based on sales for the
following year. Working capital will be recovered at the end of year 4.
6. Calculate the after-tax salvage cash flow.
7. Calculate the net cash flows for each year. Based on these cash flows, what are
the project’s NPV, IRR, Profitability Index (PI), and payback?
8. Can you use the Payback method to decide whether this is a good project or
not? Why or why not?
9. Interpret what NPV, IRR, and Profitability Index (PI) mean. Based on your
interpretation, do these indicators suggest the new business line should be
undertaken?
Part 2: Working Capital Management
1. Adams Stores, Inc. is trying to determine the effect of its inventory turnover ratio and days
sales outstanding (DSO) on its cash flow cycle. Adams’ sales last year (.
BA 620 Managerial Finance Group Problem Set 2 (125 poi.docxwilcockiris
This document outlines a communication plan for a project aimed at preventing pressure injuries in critical care patients. The plan identifies stakeholders, including nursing staff, and discusses various communication methods like meetings, presentations, and an online forum. Effective communication is emphasized as critical for project success. The initial team meetings are identified as important for building rapport and trust through introductions and discussing the project background and goals. Biweekly meetings of Skin and Wound Assessment Nurses are also included for ongoing discussion, feedback, and addressing barriers. An online collaborative site will facilitate information sharing among the different hospital units and staff schedules.
Christopher Head is an experienced travel industry professional currently working as the Operations Manager and Director of Excite Holidays Thailand in Bangkok. He has over 15 years of experience in business development, operations, and management roles within the travel agency, tour operations, and airline sectors. His resume highlights his success growing the Thai operations of Excite Holidays, managing various teams and projects, and consistently meeting or exceeding sales targets throughout his career.
Bus 599 week 9 project deliverable 5 – strayer newninfaames
This document provides instructions for Project Deliverable 5, which consists of an executive summary and presentation for a business plan. Students must submit both an executive summary and 12-slide PowerPoint presentation. The executive summary should be 1-3 pages and justify the business concept, management structure, market need, competitive advantages, financial projections, investment potential, and exit plan. The 12-slide presentation should highlight the business's elevator pitch and cover the critical elements outlined in the textbook. The project applies strategic planning techniques and demonstrates the ability to communicate a business strategy concisely.
The document provides guidance on writing a proper business plan. It outlines the key sections that should be included such as an executive summary, business description, management team, operations, market analysis, financial projections, and exit strategy. It emphasizes that a business plan is crucial for attracting investors and seeking loans. The business plan should clearly convey the operational and financial objectives of the business and how they will be achieved.
Alain Brisach has over 25 years of experience managing projects and leading teams in global financial and industrial companies. He has worked on large-scale, multi-regional programs and led operational projects. Currently, he works as an independent consultant, advising on business plans, marketing strategies, and organizational transformations. He has extensive experience in areas such as project management, process reengineering, risk management, and regulatory compliance.
This document outlines a business plan generated from a business model and canvas. It discusses the need to build a human resource team with the right expertise. It describes putting the business model canvas to show the business's attractiveness by outlining customers, activities, and resources. It also discusses performing financial analysis to calculate costs and funding needs. The plan describes analyzing the external environment of market and industry forces. It concludes with implementing a roadmap and performing a risk analysis from a SWOT of the business model canvas.
S CUBE Trans Continental Group is an ISO 9001:2008 certified logistics company founded in 2013 that provides specialized global logistics services. It focuses on project forwarding, heavy lift cargo transport, and multi-modal freight forwarding between continents. The company aims to cater to the logistics needs of sectors like power, oil and gas, automotive, and infrastructure. It takes a consultative approach to help clients optimize logistics costs through audits. S CUBE is led by founder Shankar Chatterjee and aims to become a niche global multi-modal transport operator through diversification and acquisitions while maintaining compliance and local expertise.
Learning PlanOverviewThe Learning Plan is part of the academ.docxsmile790243
Learning Plan
Overview
The Learning Plan is part of the academic programme of work you are required to complete for Co-operative Education.
It is designed to ensure that you have goals and objectives planned for what you want to achieve from your Co-operative Education Placement and to provide you with a solid foundation for the rest of the academic programme.
Please note that throughout your Learning Plan you must:
apply concepts, models, frameworks, theories and/or technical competencies from your major, and other areas of study
use authoritative sources
provide in-text references in APA (6th ed.)
include a Reference List with the full reference (APA 6th ed.)
Throughout Co-operative Education you will be focusing on how you are achieving the BBus Learning Goals set out below:
Learning Goal 1:Be self-directed, reflective learners
Learning Goal 2: Be knowledgeable in their major field(s) of study
Learning Goal 3:Be critical enquirers and creative problem solvers
Learning Goal 4: Be able to make business decisions that take into account social, ethical, environmental and global dimensions
Learning Goal 5:Be able to work effectively with others
Learning Goal 6:Be effective communicators
Learning Goal 7: Be connected to business
The Learning Plan is the first stage of the assessment programme that culminates in an Oral Brief and Final Report. In the Co-operative Education assessments you will critically reflect on, analyse and evaluate your development throughout the Co-operative Education Placement and work on a topic which will form the basis of your Co-operative Education Final Report.
Instructions for completing this document
You are required to address all of the points in each of the sections. You may either answer each point individually or you may choose to respond to all points in the one discussion using paragraphs with appropriate headings and sub-headings.
Note: Do not delete any of the information or instructions from the template
Co-operative Education Learning Plan Checklist
Completed each section.
APA referencing and in-text citations.
Job description attached.
Research topic is focused towards the use of authoritative secondary resources.
Theories, concepts, frameworks introduced throughout.
Two personal goals included.
Personality test completed.
Personal SWOT completed.
Spellchecked and proof read document.
------------------------------------------------------------------------------------------------------------------------------------
A.Your Co-operative Education Role: being knowledgeable in your major field(s) of study by demonstrating the application of knowledge from your major(s) to your Co-operative Education Placement
The aim of Section A is as follows:
To introduce the reader to your placement organisation as well as the specific role you will have
To examine how the role and tasks you will be doing might draw on theory ...
This document provides guidance on creating a business plan, outlining the typical sections and key information to include in each section. It discusses the purpose and importance of a business plan, then describes the seven most common sections: executive summary, business concept, market analysis, management team, marketing plan, financial plan, and operations/management plan. For each section, it lists several types of information that should be addressed to provide a comprehensive overview of the business proposal. The document aims to help first-time business planners organize their thoughts and understand the standard business plan format.
This document provides guidance on creating a business plan, outlining the typical sections and content included. It discusses the purpose and importance of a business plan, as well as examples of what each section may contain. Key sections include an executive summary, business concept, market analysis, management team, marketing plan, financial plan, and operations/management plan. The document is intended to help first-time business planners organize their thoughts and understand common business plan structures and formats.
The document discusses the key components and purpose of an effective business plan. It explains that a business plan defines business goals and how to achieve them, sets objectives and budgets, and anticipates problems. An effective plan includes an executive summary, business concept, market analysis, management team, marketing plan, financial plan, and operations/management plan. It provides details on what information each section should contain to clearly outline the business and attract investors.
The document is a sales playbook from Balderton Capital that provides guidance for founders and executive teams on building an efficient B2B sales team. It covers topics such as optimal sales structure, compensation plans, pipeline generation, and key metrics. The playbook is intended as a comprehensive guide for everything a founder needs to know about building and managing an enterprise sales function.
1. Define the Four “P”s of marketing and write a 5 to 7 sentence paragraph
defining each “P”. Elaborate on the marketing managers knowledge of the
impact of each “P”. Identify how that “P” impacts breakfast cereal.
This document provides an overview of the key components of a business plan, including the introduction, executive summary, and proponents. It discusses what should be included in each section. The introduction serves as an overview without details. The executive summary summarizes the necessary details in a clear and brief manner to motivate reading the full plan. It typically includes the business opportunity, target market, business model, marketing strategy, competition, and financial projections. The proponents section outlines the different types of stakeholders in a business, including resource mobilizers, technology providers, government/management, and operations/support team members.
Vinothkumar Rajendran is a SAP IS Retail consultant with 4 years of experience implementing and supporting SAP projects for retail clients. He has an SAP Certified Application Associate certification in SAP for Retail and expertise in areas such as master data, promotions, assortment, and warehouse management. Rajendran's experience includes an end-to-end implementation and support roles for clients such as Fossil, Marks & Spencer, and DFS Group.
Dave Rowland is an executive with over 15 years of experience in Fortune 500 companies seeking a new leadership opportunity. He provides extensive P&L and operations experience, including successful turnarounds. Rowland utilizes lean six sigma and other process improvement tools to drive results and has a track record of improving metrics like costs, quality, and on-time delivery. He is seeking to apply his strategic and leadership skills in a manufacturing or manufacturing services company.
Outline For The Consultancy ReportI. Title PageThe title page .docxalfred4lewis58146
Outline For The Consultancy Report
I. Title Page
The title page of a formal report works in collaboration with the cover page to provide a solid
introduction to the consulting report. Your team’s report will certainly have a sense of
permanence; it will likely be filed and periodically reviewed and consulted. Therefore, the title
page should include specific information regarding the report:
• Names of the authors or other contributors, including contact information and the name of
the organization you’re working within.
• A very good and specific title that reflects, as much as possible, the main points of the
report
• The name of the business or organization that your team is consulting
II. Executive Summary
An executive summary is designed primarily to serve the person who, at least initially, does not
intend to read the entire report. It usually states the main points of each section and emphasizes
results, conclusions, and recommendations, usually in around three pages. Executive
summaries are ideally suited to the needs of readers who are seeking advice about a decision or
a course of action. These summaries are called executive summaries because some decision makers
rely wholly upon their advisors to read and evaluate the rest of the report.
For the purposes of this project, the executive summary should be three pages, and should
concentrate on listing the tasks performed by the team. This would involve summarizing
problem/opportunity areas, methodology, conclusions, and recommendations. It’s not a bad idea
to develop an executive summary during the early stages of your team’s writing process, as this
document can help to provide your team some focus. Keep in mind, however, that this will also
be a document that will need to be revised to properly reflect your report.
III. Introduction to the Report
The introduction allows your readers to preview the nature of the project you have undertaken for
your client. Essentially, the introduction forecasts the basic organization of the report. Some
writers and readers insist that the following questions should always be addressed and/or
considered in the introduction to the report:
• What is the problem or the opportunity? Be specific. Whenever you can, quantify.
Describe the problem or opportunity in monetary terms, because the proposal itself will
include a budget of some sort and you want to convince your readers that spending
money on what you propose is smart. Be positive. In other words, don’t say that a
problem is slowing down production; say that it is costing $4,500 a day in lost
productivity.
• What is the purpose of the proposal? Even through it might seem obvious to you, the
purpose of the proposal is to describe a problem or opportunity and propose a course of
action. Be specific in explaining what you want to do.
• What is the background of the problem or the opportunity? In answering this
question, you probably will not be telling your readers anything they don’t already know.
Y.
This document provides an overview of the key components of a business plan, including the introduction, executive summary, and proponents. It discusses what should be included in each section, such as the business concept and model in the introduction. The importance of goals and objectives is also covered. Tips are provided on writing an effective executive summary, including keeping it concise and putting yourself in the reader's perspective. Finally, the different types of stakeholders that make up the proponents section are defined.
This document provides guidance on creating an effective business plan in 6 chapters. It discusses including an executive summary, mission statement, financial needs analysis, competition evaluation, and potential issues without a business plan. The executive summary should summarize the key points of the plan in 2 pages or less. The financial section explains how to honestly assess expenses and income. Competition must be thoroughly researched to understand strengths and weaknesses. An overall business plan can help avoid foreseeable problems and keep a business on track to meet its goals.
This document provides guidance on agile estimation and release planning based on personal experiences. It discusses estimating approaches such as agile estimation versus no estimates and why estimates are needed. It also discusses why release plans are important as they drive estimated dates and set expectations. The document then provides details on a three-level planning approach including strategic, program, and team planning. It provides examples of what these different planning levels may include. Finally, it provides tips and instructions for practicing agile estimation and release planning.
The document provides guidance on developing an effective business plan, including key components and considerations. An executive summary introduces the purpose of a business plan, which is to define business goals and strategies. The document then outlines various sections that should be included in a business plan, such as descriptions of the business concept, market analysis, management team, marketing plan, financial plan, and operations plan. Tips are provided on tailoring a business plan for different audiences and securing funding.
2019 may feel far away, but now is the perfect time to start planning for it. Join Joe Gelata, VP of Business Operations at Axonify, as he discusses strategies for:
- Capacity planning
- Building predictive funnel models
- Target setting
- Territory development
- Rep compensation
Whether you do these yourself or work with Sales Ops, it’s important to understand each in order to setup your team for success next year. Joe will discuss high-level strategy and tactical execution of each component including how it can be done, things to consider, pitfalls to avoid, and how to align with the rest of your organization.
Onboarding of offshore teams - tips and tricks E5.v.2.pptx.pdfE-5
Is your company looking to onboard offshore teams to enhance efficiency, access specialized skills, or expand your global presence? Onboarding offshore teams can be a game-changer for businesses, but it requires careful planning and execution to ensure a seamless integration and successful collaboration.
Join our informative webinar "Onboarding of Offshore Teams: Tips and Tricks", where industry experts will share valuable insights and practical strategies to help you navigate the challenges and capitalize on the benefits of integrating offshore teams into your organization.
During this webinar, we will cover the following key topics:
1. Understanding Offshore Onboarding Dynamics: Explore the unique dynamics involved in onboarding offshore teams. From cultural differences to time zone challenges, gain a comprehensive understanding of the factors that can impact the onboarding process.
2. Creating a Structured Onboarding Program: Learn how to design a structured and tailored onboarding program for your offshore teams. Discover the essential components to include in the onboarding process to ensure a smooth transition and integration.
3. Building Effective Communication Channels: Effective communication is the cornerstone of successful offshore collaboration. We’ll share communication strategies and tools that bridge the geographical distance and foster seamless interactions among your onshore and offshore teams.
4. Cultivating a Global Mindset: Embrace the diversity and strengths that offshore teams bring to your organization. Learn how to foster a global mindset that promotes cultural understanding, respect, and collaboration among team members from different backgrounds.
5. Overcoming Onboarding Challenges: Onboarding offshore teams can present specific challenges such as language barriers, differences in work practices, and varying regulatory requirements. We’ll provide tips and solutions to address these challenges effectively.
6. Setting Clear Expectations and Goals: Aligning expectations and defining clear goals are essential for both onshore and offshore teams. Discover how to establish mutual objectives and metrics that drive accountability and overall team success.
7. Building Trust and Team Cohesion: Trust is the foundation of any successful team. Explore team-building strategies to establish trust and camaraderie among your onshore and offshore team members, fostering a sense of unity and shared purpose.
8. Utilizing Technology for Collaboration: Leverage technology and collaboration tools to facilitate seamless communication, project management, and knowledge sharing among your geographically dispersed teams.
Whether you’re just beginning to explore the idea or looking to improve your existing offshore onboarding process, our experts will provide valuable insights to help you maximize the potential of your global workforce.
1-2paragraphsapa formatWelcome to Module 6. Divers.docxjasoninnes20
1-2
paragraphs
apa format
Welcome to Module 6. Diversity can help ensure that a team has the skills and knowledge necessary for the successful completion of tasks. Diverse teams, as long as they are well managed, tend to be more creative and achieve goals more efficiently. Leaders must understand and appreciate the diversity that exists in their team. Answer the following question as you think about the diversity that exists within your own organization.
How does this diversity help your team achieve its goals?
Have you noticed any barriers to team unity that may be attributed to the diversity of team members' backgrounds?
How has your background and experience prepared you to be an effective leader in an organization that holds diversity and inclusion as core to its mission and values?
.
1-Post a two-paragraph summary of the lecture; 2- Review the li.docxjasoninnes20
1-Post a two-paragraph summary of the lecture;
2- Review the links and select one. Briefly explain how they support our curse.
http://www.fldoe.org/
http://www.eric.ed.gov/ERICWebPortal/Home.portal
http://firn.edu/doe/sas/ftce/ftcecomp.htm
Use APA 7.
each work separately.
.
More Related Content
Similar to BSBMGT517 – Manage Operational PlanThe PitchThe business ide.docx
Alain Brisach has over 25 years of experience managing projects and leading teams in global financial and industrial companies. He has worked on large-scale, multi-regional programs and led operational projects. Currently, he works as an independent consultant, advising on business plans, marketing strategies, and organizational transformations. He has extensive experience in areas such as project management, process reengineering, risk management, and regulatory compliance.
This document outlines a business plan generated from a business model and canvas. It discusses the need to build a human resource team with the right expertise. It describes putting the business model canvas to show the business's attractiveness by outlining customers, activities, and resources. It also discusses performing financial analysis to calculate costs and funding needs. The plan describes analyzing the external environment of market and industry forces. It concludes with implementing a roadmap and performing a risk analysis from a SWOT of the business model canvas.
S CUBE Trans Continental Group is an ISO 9001:2008 certified logistics company founded in 2013 that provides specialized global logistics services. It focuses on project forwarding, heavy lift cargo transport, and multi-modal freight forwarding between continents. The company aims to cater to the logistics needs of sectors like power, oil and gas, automotive, and infrastructure. It takes a consultative approach to help clients optimize logistics costs through audits. S CUBE is led by founder Shankar Chatterjee and aims to become a niche global multi-modal transport operator through diversification and acquisitions while maintaining compliance and local expertise.
Learning PlanOverviewThe Learning Plan is part of the academ.docxsmile790243
Learning Plan
Overview
The Learning Plan is part of the academic programme of work you are required to complete for Co-operative Education.
It is designed to ensure that you have goals and objectives planned for what you want to achieve from your Co-operative Education Placement and to provide you with a solid foundation for the rest of the academic programme.
Please note that throughout your Learning Plan you must:
apply concepts, models, frameworks, theories and/or technical competencies from your major, and other areas of study
use authoritative sources
provide in-text references in APA (6th ed.)
include a Reference List with the full reference (APA 6th ed.)
Throughout Co-operative Education you will be focusing on how you are achieving the BBus Learning Goals set out below:
Learning Goal 1:Be self-directed, reflective learners
Learning Goal 2: Be knowledgeable in their major field(s) of study
Learning Goal 3:Be critical enquirers and creative problem solvers
Learning Goal 4: Be able to make business decisions that take into account social, ethical, environmental and global dimensions
Learning Goal 5:Be able to work effectively with others
Learning Goal 6:Be effective communicators
Learning Goal 7: Be connected to business
The Learning Plan is the first stage of the assessment programme that culminates in an Oral Brief and Final Report. In the Co-operative Education assessments you will critically reflect on, analyse and evaluate your development throughout the Co-operative Education Placement and work on a topic which will form the basis of your Co-operative Education Final Report.
Instructions for completing this document
You are required to address all of the points in each of the sections. You may either answer each point individually or you may choose to respond to all points in the one discussion using paragraphs with appropriate headings and sub-headings.
Note: Do not delete any of the information or instructions from the template
Co-operative Education Learning Plan Checklist
Completed each section.
APA referencing and in-text citations.
Job description attached.
Research topic is focused towards the use of authoritative secondary resources.
Theories, concepts, frameworks introduced throughout.
Two personal goals included.
Personality test completed.
Personal SWOT completed.
Spellchecked and proof read document.
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A.Your Co-operative Education Role: being knowledgeable in your major field(s) of study by demonstrating the application of knowledge from your major(s) to your Co-operative Education Placement
The aim of Section A is as follows:
To introduce the reader to your placement organisation as well as the specific role you will have
To examine how the role and tasks you will be doing might draw on theory ...
This document provides guidance on creating a business plan, outlining the typical sections and key information to include in each section. It discusses the purpose and importance of a business plan, then describes the seven most common sections: executive summary, business concept, market analysis, management team, marketing plan, financial plan, and operations/management plan. For each section, it lists several types of information that should be addressed to provide a comprehensive overview of the business proposal. The document aims to help first-time business planners organize their thoughts and understand the standard business plan format.
This document provides guidance on creating a business plan, outlining the typical sections and content included. It discusses the purpose and importance of a business plan, as well as examples of what each section may contain. Key sections include an executive summary, business concept, market analysis, management team, marketing plan, financial plan, and operations/management plan. The document is intended to help first-time business planners organize their thoughts and understand common business plan structures and formats.
The document discusses the key components and purpose of an effective business plan. It explains that a business plan defines business goals and how to achieve them, sets objectives and budgets, and anticipates problems. An effective plan includes an executive summary, business concept, market analysis, management team, marketing plan, financial plan, and operations/management plan. It provides details on what information each section should contain to clearly outline the business and attract investors.
The document is a sales playbook from Balderton Capital that provides guidance for founders and executive teams on building an efficient B2B sales team. It covers topics such as optimal sales structure, compensation plans, pipeline generation, and key metrics. The playbook is intended as a comprehensive guide for everything a founder needs to know about building and managing an enterprise sales function.
1. Define the Four “P”s of marketing and write a 5 to 7 sentence paragraph
defining each “P”. Elaborate on the marketing managers knowledge of the
impact of each “P”. Identify how that “P” impacts breakfast cereal.
This document provides an overview of the key components of a business plan, including the introduction, executive summary, and proponents. It discusses what should be included in each section. The introduction serves as an overview without details. The executive summary summarizes the necessary details in a clear and brief manner to motivate reading the full plan. It typically includes the business opportunity, target market, business model, marketing strategy, competition, and financial projections. The proponents section outlines the different types of stakeholders in a business, including resource mobilizers, technology providers, government/management, and operations/support team members.
Vinothkumar Rajendran is a SAP IS Retail consultant with 4 years of experience implementing and supporting SAP projects for retail clients. He has an SAP Certified Application Associate certification in SAP for Retail and expertise in areas such as master data, promotions, assortment, and warehouse management. Rajendran's experience includes an end-to-end implementation and support roles for clients such as Fossil, Marks & Spencer, and DFS Group.
Dave Rowland is an executive with over 15 years of experience in Fortune 500 companies seeking a new leadership opportunity. He provides extensive P&L and operations experience, including successful turnarounds. Rowland utilizes lean six sigma and other process improvement tools to drive results and has a track record of improving metrics like costs, quality, and on-time delivery. He is seeking to apply his strategic and leadership skills in a manufacturing or manufacturing services company.
Outline For The Consultancy ReportI. Title PageThe title page .docxalfred4lewis58146
Outline For The Consultancy Report
I. Title Page
The title page of a formal report works in collaboration with the cover page to provide a solid
introduction to the consulting report. Your team’s report will certainly have a sense of
permanence; it will likely be filed and periodically reviewed and consulted. Therefore, the title
page should include specific information regarding the report:
• Names of the authors or other contributors, including contact information and the name of
the organization you’re working within.
• A very good and specific title that reflects, as much as possible, the main points of the
report
• The name of the business or organization that your team is consulting
II. Executive Summary
An executive summary is designed primarily to serve the person who, at least initially, does not
intend to read the entire report. It usually states the main points of each section and emphasizes
results, conclusions, and recommendations, usually in around three pages. Executive
summaries are ideally suited to the needs of readers who are seeking advice about a decision or
a course of action. These summaries are called executive summaries because some decision makers
rely wholly upon their advisors to read and evaluate the rest of the report.
For the purposes of this project, the executive summary should be three pages, and should
concentrate on listing the tasks performed by the team. This would involve summarizing
problem/opportunity areas, methodology, conclusions, and recommendations. It’s not a bad idea
to develop an executive summary during the early stages of your team’s writing process, as this
document can help to provide your team some focus. Keep in mind, however, that this will also
be a document that will need to be revised to properly reflect your report.
III. Introduction to the Report
The introduction allows your readers to preview the nature of the project you have undertaken for
your client. Essentially, the introduction forecasts the basic organization of the report. Some
writers and readers insist that the following questions should always be addressed and/or
considered in the introduction to the report:
• What is the problem or the opportunity? Be specific. Whenever you can, quantify.
Describe the problem or opportunity in monetary terms, because the proposal itself will
include a budget of some sort and you want to convince your readers that spending
money on what you propose is smart. Be positive. In other words, don’t say that a
problem is slowing down production; say that it is costing $4,500 a day in lost
productivity.
• What is the purpose of the proposal? Even through it might seem obvious to you, the
purpose of the proposal is to describe a problem or opportunity and propose a course of
action. Be specific in explaining what you want to do.
• What is the background of the problem or the opportunity? In answering this
question, you probably will not be telling your readers anything they don’t already know.
Y.
This document provides an overview of the key components of a business plan, including the introduction, executive summary, and proponents. It discusses what should be included in each section, such as the business concept and model in the introduction. The importance of goals and objectives is also covered. Tips are provided on writing an effective executive summary, including keeping it concise and putting yourself in the reader's perspective. Finally, the different types of stakeholders that make up the proponents section are defined.
This document provides guidance on creating an effective business plan in 6 chapters. It discusses including an executive summary, mission statement, financial needs analysis, competition evaluation, and potential issues without a business plan. The executive summary should summarize the key points of the plan in 2 pages or less. The financial section explains how to honestly assess expenses and income. Competition must be thoroughly researched to understand strengths and weaknesses. An overall business plan can help avoid foreseeable problems and keep a business on track to meet its goals.
This document provides guidance on agile estimation and release planning based on personal experiences. It discusses estimating approaches such as agile estimation versus no estimates and why estimates are needed. It also discusses why release plans are important as they drive estimated dates and set expectations. The document then provides details on a three-level planning approach including strategic, program, and team planning. It provides examples of what these different planning levels may include. Finally, it provides tips and instructions for practicing agile estimation and release planning.
The document provides guidance on developing an effective business plan, including key components and considerations. An executive summary introduces the purpose of a business plan, which is to define business goals and strategies. The document then outlines various sections that should be included in a business plan, such as descriptions of the business concept, market analysis, management team, marketing plan, financial plan, and operations plan. Tips are provided on tailoring a business plan for different audiences and securing funding.
2019 may feel far away, but now is the perfect time to start planning for it. Join Joe Gelata, VP of Business Operations at Axonify, as he discusses strategies for:
- Capacity planning
- Building predictive funnel models
- Target setting
- Territory development
- Rep compensation
Whether you do these yourself or work with Sales Ops, it’s important to understand each in order to setup your team for success next year. Joe will discuss high-level strategy and tactical execution of each component including how it can be done, things to consider, pitfalls to avoid, and how to align with the rest of your organization.
Onboarding of offshore teams - tips and tricks E5.v.2.pptx.pdfE-5
Is your company looking to onboard offshore teams to enhance efficiency, access specialized skills, or expand your global presence? Onboarding offshore teams can be a game-changer for businesses, but it requires careful planning and execution to ensure a seamless integration and successful collaboration.
Join our informative webinar "Onboarding of Offshore Teams: Tips and Tricks", where industry experts will share valuable insights and practical strategies to help you navigate the challenges and capitalize on the benefits of integrating offshore teams into your organization.
During this webinar, we will cover the following key topics:
1. Understanding Offshore Onboarding Dynamics: Explore the unique dynamics involved in onboarding offshore teams. From cultural differences to time zone challenges, gain a comprehensive understanding of the factors that can impact the onboarding process.
2. Creating a Structured Onboarding Program: Learn how to design a structured and tailored onboarding program for your offshore teams. Discover the essential components to include in the onboarding process to ensure a smooth transition and integration.
3. Building Effective Communication Channels: Effective communication is the cornerstone of successful offshore collaboration. We’ll share communication strategies and tools that bridge the geographical distance and foster seamless interactions among your onshore and offshore teams.
4. Cultivating a Global Mindset: Embrace the diversity and strengths that offshore teams bring to your organization. Learn how to foster a global mindset that promotes cultural understanding, respect, and collaboration among team members from different backgrounds.
5. Overcoming Onboarding Challenges: Onboarding offshore teams can present specific challenges such as language barriers, differences in work practices, and varying regulatory requirements. We’ll provide tips and solutions to address these challenges effectively.
6. Setting Clear Expectations and Goals: Aligning expectations and defining clear goals are essential for both onshore and offshore teams. Discover how to establish mutual objectives and metrics that drive accountability and overall team success.
7. Building Trust and Team Cohesion: Trust is the foundation of any successful team. Explore team-building strategies to establish trust and camaraderie among your onshore and offshore team members, fostering a sense of unity and shared purpose.
8. Utilizing Technology for Collaboration: Leverage technology and collaboration tools to facilitate seamless communication, project management, and knowledge sharing among your geographically dispersed teams.
Whether you’re just beginning to explore the idea or looking to improve your existing offshore onboarding process, our experts will provide valuable insights to help you maximize the potential of your global workforce.
1-2paragraphsapa formatWelcome to Module 6. Divers.docxjasoninnes20
1-2
paragraphs
apa format
Welcome to Module 6. Diversity can help ensure that a team has the skills and knowledge necessary for the successful completion of tasks. Diverse teams, as long as they are well managed, tend to be more creative and achieve goals more efficiently. Leaders must understand and appreciate the diversity that exists in their team. Answer the following question as you think about the diversity that exists within your own organization.
How does this diversity help your team achieve its goals?
Have you noticed any barriers to team unity that may be attributed to the diversity of team members' backgrounds?
How has your background and experience prepared you to be an effective leader in an organization that holds diversity and inclusion as core to its mission and values?
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1-Post a two-paragraph summary of the lecture; 2- Review the li.docxjasoninnes20
1-Post a two-paragraph summary of the lecture;
2- Review the links and select one. Briefly explain how they support our curse.
http://www.fldoe.org/
http://www.eric.ed.gov/ERICWebPortal/Home.portal
http://firn.edu/doe/sas/ftce/ftcecomp.htm
Use APA 7.
each work separately.
.
1-What are the pros and cons of parole. Discuss!2-Discuss ways t.docxjasoninnes20
1-What are the pros and cons of parole. Discuss!
2-Discuss ways to improve parole so that offenders have a better chance of being successful in the community
3-What are the barriers that parolees face when they return to the community that contribute to them failing. Give a relative example!
Submit in 3 paragraphs
.
1-page (max) proposal including a Title, Executive Summary, Outline,.docxjasoninnes20
1-page (max) proposal including a Title, Executive Summary, Outline, Team members, Task Assignment and Duration (who is doing what part). Include your anticipated dataset(s) and techniques/software. Please provide a list of the main references you want to use for your project in any appropriate format, e.g. Vancouver or APA style.
proposal is due by october 7th 2020 at 12pm est
project by 25th october
instructions for project are in the folder
.
1-Identify the benefits of sharing your action research with oth.docxjasoninnes20
1-Identify the benefits of sharing your action research with others.
-How does sharing your action research assist you in achieving your goal to improve the lives of your students?
2-Describe the criteria used to judge action research.
-What determines if your action research study gets published?
3-Identify one Web site resource (ERIC)and describe how it assisted you in designing, implementing, evaluating, writing and/or sharing your action research. Choose any one of the Web site sources listed in chapter 10(last page of attachment)
4-Why does Mills suggest in the last chapter of his book that this is really the beginning of your work?( start page 291)
Source:
Mills, G. E. (2000). Action research: A guide for the teacher researcher. Prentice-Hall, Inc., One Lake Street, Upper Saddle River, New Jersey 07458.
.
1-page APA 7 the edition No referenceDescription of Personal a.docxjasoninnes20
1-page APA 7 the edition / No reference
Description of Personal and Professional Goals My personal goal within the health care field is to become a successful and exceptional
nurse.
1-page APA 7 the edition / No reference
Reflection of the program Discussions about the program has helped my growth as a capable nurse. And talk about how good the program.
.
1-Pretend that you are a new teacher. You see that one of your st.docxjasoninnes20
A student is bullying their peers by teasing, joking, and targeting students who appear less socially adept. The bullying goes beyond friendly banter and often leaves victims feeling hurt and ashamed. As a new teacher, steps should be taken to stop the bullying and build the self-esteem of targeted students. The causes of the bullying behavior need to be addressed, and a tiered behavior management program could help encourage student success.
1- What is the difference between a multi-valued attribute and a.docxjasoninnes20
1- What is the difference between a multi-valued attribute and a composite attribute? Give examples.
2- Create an ERD for the following requirements (You can use Dia diagramming tool to create your ERD):
Some Tiny College staff employees are information technology (IT) personnel. Some IT personnel provide technology support for academic programs, some provide technology infrastructure support, and some provide support for both. IT personnel are not professors; they are required to take periodic training to retain their technical expertise. Tiny College tracks all IT personnel training by date, type, and results (completed vs. not completed).
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1- What is a Relational Algebra What are the operators. Explain.docxjasoninnes20
1- What is a Relational Algebra? What are the operators. Explain each.
2- What is the
INNER JOIN
operation between the following two relations (data sets or tables of data).
Hint: Use OWNER_ID column as common column between the two tables and list all columns of the two tables that have common OWNER_ID.
.
1- Watch the movie Don Quixote, which is an adaptation of Cerv.docxjasoninnes20
1-
Watch the movie
Don Quixote
, which is an adaptation of Cervantes' novel
Don Quixote
. Then, write at least two paragraphs (minimum five well-developed sentences per paragraph) to explain a lesson one could learn from the characters. You need to incorporate at least three of the ideas provided below:
The value of friendship
Humility and nobility
Importance of time
Importance of reading
Importance of optimism
The role of imagination and vision
Justifying commitment
Sense of self and disciple
Building leadership
.
1- reply to both below, no more than 75 words per each. PSY 771.docxjasoninnes20
1- reply to both below, no more than 75 words per each.
PSY 7710
4 days ago
Karissa Milano
unit 9 discussion scenario 3
COLLAPSE
ABA Procedure: A DRO (differential reinforcement of other behavior) to address SIB exhibited by a toddler in a home setting.
Special Methods: Any appropriate behaviors other than SIB will be reinforced through a specific amount of time (every five minutes). Reinforcement is only given when the individual does not engage in SIB behaviors.
Risks
Notes
1 Implementing the plan at home can be difficult.
1 The family might be concerned with their safety and the safety of the child. There should be a protocol before implementing this intervention.
2 Family members and client could be at risk for danger.
2 The parents might be concerned for the safety of themselves and their child.
3 Possible increase in SIB
3 SIB behaviors might increase before it decreases due to an extinction burst. The behavior analyst should have a protocol before implementing this intervention.
4 SIB behaviors could remain the same.
4 If there is no change in the clients SIB behaviors then a preference test should be conducted to determine motivating reinfoncers.
Benefits
Notes
1 Generalization
1 The client will learn to use this skill at home as well as be able generalize this skill into other settings.
2 Improved learning environment
2 SIB behaviors will decrease and appropriate behavior will be taught. SIB will no longer impact the client and family in the future.
3 Increase in appropriate behaviors
3 Appropriate behaviors will be taught and replace the SIB behavior.
4 Least intrusive intervention
4 Using reinforcement to decrease the problem behavior and increase appropriate behaviors. This is a least restrictive method of treatment.
5 Parent training and involvement
5 Parents will feel confident about implementing this evidence based treatment at home. This will can lead to an increase a buy in from the family and they will feel comfortable implementing other interventions in the future.
Summary: DRO is an intervention that is used when the client does not engage in the problem behavior (SIB) (Bailey & Burch, 2016). Reinforcement should only be given to the individual after a certain amount of time that the client is not engaging in the problem behavior; in this case it should be after five minutes of the client not engaging in SIB. The person who is implementing this treatment should not reinforce the problem behavior. The benefits of implementing DRO outweigh the risks of implementing DRO. DRO is a good intervention to use when decreasing SIB behavior. Although there are some risks, the individual who is implementing DRO should have the knowledge, training and experience and be confident when implementing DRO ( Bailey & Burch, 2016).
Reference
Bailey, J. S., & Burch, M. R. (2016).
Ethics for behavior analysts
(3rd ed.). New York, NY: Routledge.
PSY 7711
3 days ago
Emily Gentile
Unit 9 Discussion
C.
1- Pathogenesis 2- Organs affected in the body 3- Chain of i.docxjasoninnes20
1- Pathogenesis
2- Organs affected in the body
3- Chain of infection and its Links associated: Infectious agent, Reservoirs, Portal of Exit, Route of Transmission, portal of Entry, and Susceptible Host. All must to be defined in the chosen agent.
4- Incidence, Prevalence, and Prevention of this infectious disease
5- Treatment if possible
6- Please answer, being a Nurse. “How are you going to break down the chain of infection of the selected microorganisms, to avoid Cross Contamination ?
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1- I can totally see where there would be tension between.docxjasoninnes20
1- I can totally see where there would be tension between these two, especially in today’s world. I am no expert on religion or science for that matter, but I do feel like some of the tension is unnecessary. I feel that the two can work to benefit our patients by balancing them with the needs of the patient. Let’s take my kids for instance, if they were sick with some known treatable disease there would be no other option in my mind to treat them with science and medicine that has been proven to work. I wouldn’t only pray for them to get better and not do anything about it, but I would pray for them and do whatever was necessary to help my family deal with the stress and worry of a child being sick. Here we have used them both to our benefit and they each serve a different purpose and effectiveness. Thanks again for your post!
2-My perception of the tension between science and religion is founded at first glance and then not when looked at more closely. Science and religion can coincide in health care if respected for their own strengths and limitations. I feel that a healthy balance of both can benefit our patients providing different needs when they’re needed. I have seen with my own eyes CRP markers drop in an infant receiving antibiotic treatment and I have also seen an infant that wasn’t supposed to live by scientific probability actually make it and thrive with prayer being the only obvious intervention. So, trying to single out one over the other as more effective than the other seems less beneficial than trying to work them both in when the patient requires such help.
I feel that science is good for some of the more usual cases and things we feel we can help with its information, and I also feel that we can use religion to help a patient with their mental aspects of healing. We can quantify an improvement in a patient through lab levels and such, but it's hard to do the same with religion and how a patient uses that tool as comfort or however they use it in their lives. “Some observational studies suggest that people who have regular spiritual practices tend to live longer. Another study points to a possible mechanism: interleukin (IL)-6. Increased levels of IL-6 are associated with an increased incidence of disease. A research study involving 1700 older adults showed that those who attended church were half as likely to have elevated levels of IL-6. The authors hypothesized that religious commitment may improve stress control by offering better coping mechanisms, richer social support, and the strength of personal values and worldview” (NCBI, 2001). In this example we see the benefits were surveyed to be founded, but the exact workings aren’t exactly known. The great thing about science is that usually we have some tangible results that are repeatable and there’s safety to be found in that. The great thing about religion is that we can have faith in whatever we believe in and that’s all that’s needed. It's our.
1- One of the most difficult challenges leaders face is to integrate.docxjasoninnes20
1- One of the most difficult challenges leaders face is to integrate their task and relationship behaviors. Do you see this as a challenge in your own leadership? How do you integrate task and relationship behaviors?
2- If you were to change in an effort to improve your leadership, what aspect of your style would you change? Would you try to be more task oriented or more relationship oriented?
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1- Design one assignment of the Word Find (education word) and the o.docxjasoninnes20
1- Design one assignment of the Word Find (education word) and the one of Using Digital Technology in two separate attachments, each named. Note that a sample of each is located in attachment.
2- Read the lecture and post a one-paragraph summary of the lecture. (Graphic organizers).
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1- This chapter suggests that emotional intelligence is an interpers.docxjasoninnes20
1- This chapter suggests that emotional intelligence is an interpersonal leadership whether you agree or disagree with this assumption. As you think about your own leadership, do emotions help or hinder your role as a leader? Discuss.
2- One unique aspect of leadership skills is that they can be practiced. List and briefly describe three things you could do to improve administrative skills.
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1-2 pages APA format1. overall purpose of site 2. resources .docxjasoninnes20
This document outlines requirements for a 1-2 page paper in APA format. It must include 3 headings addressing the overall purpose of the site, resources available to social workers, and how these resources can be used in assessments or interventions with children. A reference page for the site is also required.
1-Define Energy.2- What is Potential energy3- What is K.docxjasoninnes20
This document defines energy and different types of energy like potential and kinetic energy. It also defines metabolism, listing the two main types and defines enzymes, naming the most important classes. It asks to name the three metabolic pathways and defines aerobic cellular respiration and anaerobic respiration. It defines fermentation and asks to name the final products of anaerobic respiration. It asks about the main function of enzymes, names the six types of enzymes and defines energy of activation. It asks about factors that affect enzyme activity and defines what a cofactor is.
1- Find one quote from chapter 7-9. Explain why this quote stood.docxjasoninnes20
1- Find one quote from chapter 7-9. Explain why this quote stood out to you. What is its importance?
2- Discussion 7-9
1-Share your quote and ideas.
2- “violence is the only lever big enough to move the world”
3-Compare and contrast Elwood and Turner.
4-Why is Turner right? Why is he wrong?
5- Theme. reading vs reals world, inside vs outside, optimism vs pessimism, violence, division of lower class among racial lines.
7- “violence is the only lever big enough to move the world”
.
1-Confucianism2-ShintoChoose one of the religious system.docxjasoninnes20
1-Confucianism
2-Shinto
Choose one of the religious systems above; find some point of interest to discuss (350 wds). You may use your textbook OR any other reputable encyclopedia or source. ALWAYS CITE your source.
To support your response you are required to provide at least one supporting reference with proper citation
.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
"Learn about all the ways Walmart supports nonprofit organizations.
You will hear from Liz Willett, the Head of Nonprofits, and hear about what Walmart is doing to help nonprofits, including Walmart Business and Spark Good. Walmart Business+ is a new offer for nonprofits that offers discounts and also streamlines nonprofits order and expense tracking, saving time and money.
The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
Walmart Business + (https://business.walmart.com/plus) is a new shopping experience for nonprofits, schools, and local business customers that connects an exclusive online shopping experience to stores. Benefits include free delivery and shipping, a 'Spend Analytics” feature, special discounts, deals and tax-exempt shopping.
Special TechSoup offer for a free 180 days membership, and up to $150 in discounts on eligible orders.
Spark Good (walmart.com/sparkgood) is a charitable platform that enables nonprofits to receive donations directly from customers and associates.
Answers about how you can do more with Walmart!"
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
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BSBMGT517 – Manage Operational PlanThe PitchThe business ide.docx
1. BSBMGT517 – Manage Operational Plan
The Pitch
The business idea is as follows:
· You want to start up a tour business that caters for MAMILs
· The idea is that, for a fee, you will arrange a cycling tours in
desirable (bucket list) locations, e.g.
· Tour of Tasmania in warmer months
· In the more temperate months offer tours of wine regions such
as Barossa and Clair Valleys in SA, or Margaret River Region
in WA or Hunter Valley and surrounds in NSW
· Tropical tours in the colder months e.g. the Daintree and Port
Douglas region, etc.
· The tours will accommodate approximately 20-30 cyclist at a
time and will be fully supported by your team of tour
coordinators and tour support teams.
· You will market to MAMILs in your own capital city (for
example in Hobart).
· You will equip a 6-Metre (20ft) shipping container to safely
and securely transport their bicycles and equipment to the
starting point for each tour and return everything to a central
point back in their capital city at the end of the tour.
· It is the responsibility of each MAMIL to drop off and pick up
their gear at the central point in your capital city.
· The duration of the tours will range from 7-14 days
· Preliminary research on your part indicates that MAMILs
would be prepared to pay in the range of $3-5k each for a tour.
· The model that your tours will follow is:
· The MAMILs pay their own travel costs to get to the start
point of the tour and their return home at the completion of the
tour.
· Your tour team will provide a support vehicle to travel with
the herd each day of the tour.
· The tours will range from budget tours where they will stay
2. overnight in camping and caravan parks along the way, through
to more up-market tours where they will stay in hotel and or
B&B style accommodation.
· For the budget tours, you propose that your vehicle provides a
BBQ breakfast and evening meal at the camps.
The way you want to set up this new business is to develop a
single but successful operation that services MAMILs in your
Capital City. When you have the model running successfully,
you plan to franchise operations national and potentially
internationally. Your goal is that in five years’ you will be
managing a group of franchises and have both a good income as
well as a good work/life balance.
In the report, you have to:
1. Conduct a SWOT analysis on this proposal.
2. Following the SWOT analysis, make a determination on the
viability of the proposed business. Consideration for your risk
management and decide a “Go’ or “No-go” for developing this
business.
3. Assuming a “Go”, you need to use “KALIPOT” as your
business name
4. Now make a Mission Statement for your business.
5. Make a Vision Statement and also make a Values Statement.
6. Now consider the operations and develop a preliminary
Organisational Chart, indicating the functional units of your
business (You need to make an Organisational Chart here)
This is only a sample of Organinsational Chart. Please make
your own according to the requirements.
Please put a functional unit (the people who operate the cycling
tour business. Example: manager, mechanic, first-aider,
accountant, WHS specialist, etc.) It is up to you to research!
7. Select one functional unit and develop a draft Management
Plan that describes how the Unit will be managed.
8. List 2 Key Result Areas (KRAs) for the Unit/Team
9. Develop a draft Operational Plan that will achieve these 2
3. KRAs. Do not try and develop Operational procedures at this
time because it is a very big job, however, make a list of
operations within the Unit that could require clear operating
procedures.
10. List resources that you will require the implementation of
your Operational Plan including human resources.
11. Identify any resources that you do not currently have but
will be needed to achieve your goal.
(Goals for example are Finances, Customer satisfaction,
logistics, safety, time.
But it’s really up to you.)
12. Outline a strategy for obtaining any identified additional
resources including approvals.
13. Identify and make a key milestones in the implementation of
your Operational Plan. ( Please make a Gantt chart!)
This is only a sample of Gantt Chart. Please make your own
according to the requirements.
Above image is only an example.
14. Make a checklist for monitoring the progress and
effectiveness of your Operational Plan. Consider some
monitoring factors such as;
a. Progress
b. Performance
c. Budget
4. This is ONLY a sample checklist. Please make your own
according to the requirements
Above image is only an example format.
15. Outline the features you could effectively monitor and
review the implementation of your Operational Plan.
16. Develop a list of contingency plans for the operation.
17. Develop a plan to protect intellectual property.
Format:
Font: Times New Roman
Size: 12
12 APA Style reference and In-text citation
Minimum of 2250 words (References are not included in the
2250 words, but only the content of the written report)
Assessment Task 1: WRITTEN REPORT
For this assessment, you will need to write a report on the
following tasks. These tasks will need to be completed and
submitted in a professional, word-processed format in no less
than 2250 words.
ASSESSMENT 1: WRITTEN REPORTFirst page only is for
Executive Summary:EXECUTIVE SUMMARY
You need to explain in brief about the whole report in here.
Don’t explain more than 250 words
Must include Topic, Objectives, Methodology (Qualitative),
Findings, Conclusion.INTRODUCTION
Explain in brief about the background of the organisation
5. REPORT ANALYSIS / BODY
Give overall review of the report which you are going to discuss
in here.
CONCLUSION
Explain conclusion here.
REFERENCE LIST
Give minimum 12 references (must be in APA Style referencing
format) and In-text citations.
LEARNER GUIDE
BSBMGT517
Manage operational plan
This learner guide is copyright protected and belongs to:
6. 1
TABLE OF CONTENTS
TABLE OF
CONTENTS............................................................................
....................................................1
COURSE INTRODUCTION
...............................................................................................
......................... 4
ABOUT THIS GUIDE
...............................................................................................
....................................................................... 4
ABOUT THIS RESOURCE
...............................................................................................
...................................................... 4
ABOUT ASSESSMENT
...............................................................................................
............................................................. 5
ELEMENTS AND PERFORMANCE CRITERIA
...................................................................................... 7
EVIDENCE REQUIREMENTS
...............................................................................................
.................... 9
7. KNOWLEDGE EVIDENCE
...............................................................................................
............................................................ 9
PERFORMANCE EVIDENCE
...............................................................................................
......................................................... 9
ASSESSMENT CONDITIONS
...............................................................................................
..................... 11
PRE-REQUISITES
...............................................................................................
........................................ 11
TOPIC 1 – DEVELOP OPERATIONAL PLAN
.......................................................................................... 12
RESEARCH, ANALYSE AND DOCUMENT RESOURCE
REQUIREMENTS AND DEVELOP AN
OPERATIONAL PLAN IN CONSULTATION WITH
RELEVANT PERSONNEL, COLLEAGUES
AND SPECIALIST RESOURCE MANAGERS
...........................................................................................
12
MODELS AND METHODS FOR OPERATIONAL PLANS
...............................................................................................
............ 12
ALLOCATING RESOURCES
...............................................................................................
.......................................................... 13
Physical Resources
8. ...............................................................................................
....................................................................... 13
Human Resources
...............................................................................................
....................................................................... 14
HOW MUCH CAPITAL?
.................................................................................... ...........
............................................................... 14
DEVELOP AND/OR IMPLEMENT CONSULTATION
PROCESSES AS AN INTEGRAL PART OF
THE OPERATIONAL PLANNING PROCESS
......................................................................................... 17
CONSULTATION PROCESS
...............................................................................................
.......................................................... 17
ENSURE THE OPERATIONAL PLAN INCLUDES KEY
PERFORMANCE INDICATORS TO
MEASURE ORGANISATIONAL PERFORMANCE
................................................................................. 18
ALTERNATIVE APPROACHES TO DEVELOPING KPI’S
...............................................................................................
.......... 19
DEVELOP AND IMPLEMENT CONTINGENCY PLANS FOR
THE OPERATIONAL PLAN ........... 21
WHAT IS A CONTINGENCY PLAN?
...............................................................................................
............................................ 21
9. RISK
MANAGEMENT......................................................................
.............................................................................................
21
CHANGES IN FUNDING
...............................................................................................
.............................................................. 21
DISASTER
RECOVERY............................................................................
..................................................................................... 22
CONTINGENCY PLANNING CHALLENGES
...............................................................................................
............................. 22
DEVELOPING THE PLAN
...............................................................................................
............................................................ 23
MAINTAINING THE PLAN
............................................................................... ................
.......................................................... 24
ENSURE THE DEVELOPMENT AND PRESENTATION OF
PROPOSALS FOR RESOURCE
REQUIREMENTS IS SUPPORTED BY A VARIETY OF
INFORMATION SOURCES AND SEEK
SPECIALIST ADVICE AS REQUIRED
...............................................................................................
...... 24
OBTAIN APPROVAL FOR THE PLAN FROM RELEVANT
PARTIES AND EXPLAIN THE PLAN
TO RELEVANT WORK TEAMS
...............................................................................................
................. 26
10. TOPIC 2 - PLAN AND MANAGE RESOURCE ACQUISITION
............................................................. 28
2
DEVELOP AND IMPLEMENT STRATEGIES TO ENSURE
THAT EMPLOYEES ARE RECRUITED
AND/OR INDUCTED WITHIN THE ORGANISATION’S
HUMAN RESOURCES MANAGEMENT
POLICIES, PRACTICES AND PROCEDURES
........................................................................................ 28
RECRUITMENT STRATEGIES
...............................................................................................
...................................................... 28
JOB DESCRIPTION
...............................................................................................
........................................................................ 29
WAGE OR SALARY
...............................................................................................
....................................................................... 29
ANALYSIS OF REQUIREMENTS
...............................................................................................
................................................... 29
RESEARCHING SOURCES
............................................................................. ..................
............................................................ 30
ACQUISITION AND IMPLEMENTATION
...............................................................................................
.................................... 30
11. INTERVIEW AND INDUCTION
...............................................................................................
.................................................... 31
Interview
...............................................................................................
..................................................................................... 31
INDUCTION
...............................................................................................
................................................................................... 32
DEVELOP AND IMPLEMENT STRATEGIES TO ENSURE
THAT PHYSICAL RESOURCES AND
SERVICES ARE ACQUIRED IN ACCORDANCE WITH THE
ORGANISATION’S POLICIES,
PRACTICES AND PROCEDURES AND RECOGNISE AND
INCORPORATE REQUIREMENTS
FOR INTELLECTUAL PROPERTY RIGHTS AND
RESPONSIBILITIES IN RECRUITMENT AND
ACQUISITION OF RESOURCES AND SERVICES
................................................................................. 33
PHYSICAL RESOURCES
...............................................................................................
................................................................ 33
FINANCIAL RESOURCES
...............................................................................................
.............................................................. 33
TIME
...............................................................................................
..............................................................................................
34
12. POWER/ENERGY RESOURCES
...............................................................................................
................................................... 34
INFORMATION
RESOURCES..........................................................................
............................................................................. 34
INTELLECTUAL PROPERTY
...............................................................................................
......................................................... 35
GOODWILL
...............................................................................................
................................................................................... 35
RESEARCHING SOURCES
...............................................................................................
............................................................ 35
ACQUISITION AND IMPLEMENTATION
........................................................................................ .......
.................................... 36
TOPIC 3 - MONITOR AND REVIEW OPERATIONAL
PERFORMANCE ........................................... 39
DEVELOP, MONITOR AND REVIEW PERFORMANCE
SYSTEMS AND PROCESSES TO ASSESS
PROGRESS IN ACHIEVING PROFIT AND PRODUCTIVITY
PLANS AND TARGETS .................... 39
TRIPLE BOTTOM LINE REPORTING
...............................................................................................
.......................................... 39
MONITORING AND REPORTING
...............................................................................................
............................................... 40
MONITORING EMPLOYEES
......................................................................................... ......
13. ........................................................ 40
PERFORMANCE APPRAISAL
...............................................................................................
........................................................ 41
ANALYSE AND INTERPRET BUDGET AND ACTUAL
FINANCIAL INFORMATION TO
MONITOR AND REVIEW PROFIT AND PRODUCTIVITY
PERFORMANCE .................................. 42
PREPARATION OF BUDGETS
...............................................................................................
...................................................... 42
WHY ARE BUDGETS PREPARED?
...............................................................................................
............................................... 43
FINANCIAL ANALYSIS
...............................................................................................
................................................................. 43
IDENTIFY AREAS OF UNDER-PERFORMANCE,
RECOMMEND SOLUTIONS AND TAKE
PROMPT ACTION TO RECTIFY THE SITUATION
............................................................................. 45
IDENTIFICATION OF PROBLEMS
...............................................................................................
............................................... 45
DISCIPLINARY ACTION
...............................................................................................
............................................................... 46
Termination of employment
...............................................................................................
14. ......................................................... 47
ACHIEVING RESOLUTION - DECISION-MAKING
............................................................................... ................
.................... 47
PLAN AND IMPLEMENT SYSTEMS TO ENSURE THAT
MENTORING AND COACHING ARE
PROVIDED TO SUPPORT INDIVIDUALS AND TEAMS TO
EFFECTIVELY, ECONOMICALLY
AND SAFELY USE RESOURCES
...............................................................................................
............... 49
OTHER SOURCES OF HELP
...............................................................................................
......................................................... 50
The relevant Commonwealth, State, Territory and local
government
............................................................................................
50
Accountants
........................................................................................ .......
................................................................................ 50
Solicitors
...............................................................................................
..................................................................................... 51
Recruitment consultants
...............................................................................................
............................................................... 51
Banks
...............................................................................................
......................................................................................... 51
15. 3
Books, magazines and newspapers
...............................................................................................
.............................................. 51
Universities, TAFEs and other educational organisations
...............................................................................................
........... 52
Computer hardware and software organisations
...............................................................................................
........................... 52
Business Enterprise Centres
...............................................................................................
........................................................ 52
UNDERSTANDING ADVICE AND TAKING ACTION
...............................................................................................
................ 52
NEGOTIATE RECOMMENDATIONS FOR VARIATIONS TO
OPERATIONAL PLANS AND GAIN
APPROVAL FROM DESIGNATED PERSONS/GROUPS
....................................................................... 54
VARIATIONS TO OPERATIONAL PLANS
...............................................................................................
.................................... 54
DEVELOP AND IMPLEMENT SYSTEMS TO ENSURE THAT
PROCEDURES AND RECORDS
ASSOCIATED WITH DOCUMENTING PERFORMANCE ARE
MANAGED IN ACCORDANCE
16. WITH ORGANISATIONAL REQUIREMENTS
...................................................................................... 55
SYSTEMS TO DOCUMENT PERFORMANCE
...............................................................................................
............................... 55
THE CONTROL ENVIRONMENT
...............................................................................................
................................................. 56
THE MANAGEMENT INFORMATION SYSTEM
...............................................................................................
.......................... 57
THE CONTROL PROCEDURES
...............................................................................................
.................................................... 57
SUMMARY
...............................................................................................
.................................................... 59
REFERENCES
...............................................................................................
............................................. 60
17. 4
COURSE INTRODUCTION
ABOUT THIS GUIDE
This resource covers the unit BSBMGT517 - Manage
operational plan.
This unit describes the skills and knowledge required to develop
and monitor implementation of
the operational plan to provide efficient and effective workplace
practices within the
organisation’s productivity and profitability plans.
Management at a strategic level requires systems and
procedures to be developed and
implemented to facilitate the organisation’s operational plan.
This unit applies to individuals who manage the work of others
18. and operate within the
parameters of a broader strategic and/or business plan.
No licensing, legislative or certification requirements apply to
this unit at the time of publication.
ABOUT THIS RESOURCE
This resource brings together information to develop your
knowledge about this unit. The
information is designed to reflect the requirements of the unit
and uses headings to makes it
easier to follow.
Read through this resource to develop your knowledge in
preparation for your assessment. You
will be required to complete the assessment tools that are
included in your program. At the back
of the resource are a list of references you may find useful to
review.
As a student it is important to extend your learning and to
search out text books, internet sites,
talk to people at work and read newspaper articles and journals
which can provide additional
19. learning material.
Your trainer may include additional information and provide
activities, slide presentations, and
assessments in class to support your learning.
5
ABOUT ASSESSMENT
Throughout your training we are committed to your learning by
providing a training and
assessment framework that ensures the knowledge gained
through training is translated into
practical on the job improvements.
You are going to be assessed for:
written and observation
activities that apply to your
workplace.
20. these on the job.
You will receive an overall result of Competent or Not Yet
Competent for the assessment of this
unit. The assessment is a competency based assessment, which
has no pass or fail. You are either
competent or not yet competent. Not Yet Competent means that
you still are in the process of
understanding and acquiring the skills and knowledge required
to be marked competent. The
assessment process is made up of a number of assessment
methods. You are required to achieve
a satisfactory result in each of these to be deemed competent
overall.
All of your assessment and training is provided as a positive
learning tool. Your assessor will
guide your learning and provide feedback on your responses to
the assessment. For valid and
reliable assessment of this unit, a range of assessment methods
will be used to assess practical
skills and knowledge.
Your assessment may be conducted through a combination of
the following methods:
21. The assessment tool for this unit should be completed within the
specified time period following
the delivery of the unit. If you feel you are not yet ready for
assessment, discuss this with your
trainer and assessor.
6
To be successful in this unit you will need to relate your
learning to your workplace. You may be
required to demonstrate your skills and be observed by your
assessor in your workplace
environment. Some units provide for a simulated work
environment and your trainer and
22. assessor will outline the requirements in these instances.
7
ELEMENTS AND PERFORMANCE
CRITERIA
1. Develop operational plan 1.1 Research, analyse and document
resource requirements and
develop an operational plan in consultation with relevant
personnel, colleagues and specialist resource managers
1.2 Develop and/or implement consultation processes as an
integral part of the operational planning process
1.3 Ensure the operational plan includes key performance
indicators to measure organisational performance
1.4 Develop and implement contingency plans for the
operational plan
1.5 Ensure the development and presentation of proposals for
resource requirements is supported by a variety of information
23. sources and seek specialist advice as required
1.6 Obtain approval for the plan from relevant parties and
explain the plan to relevant work teams
2. Plan and manage resource
acquisition
2.1 Develop and implement strategies to ensure that employees
are recruited and/or inducted within the organisation’s human
resources management policies, practices and procedures
2.2 Develop and implement strategies to ensure that physical
resources and services are acquired in accordance with the
organisation’s policies, practices and procedures
2.3 Recognise and incorporate requirements for intellectual
property rights and responsibilities in recruitment and
acquisition of resources and services
3. Monitor and review
operational performance
3.1 Develop, monitor and review performance systems and
processes to assess progress in achieving profit and
24. productivity plans and targets
3.2 Analyse and interpret budget and actual financial
information to monitor and review profit and productivity
performance
3.3 Identify areas of under-performance, recommend solutions
and take prompt action to rectify the situation
3.4 Plan and implement systems to ensure that mentoring and
coaching are provided to support individuals and teams to
effectively, economically and safely use resources
8
3.5 Negotiate recommendations for variations to operational
plans and gain approval from designated persons/groups
3.6 Develop and implement systems to ensure that procedures
and records associated with documenting performance are
managed in accordance with organisational requirements
25. 9
EVIDENCE REQUIREMENT S
This describes the essential requirements and their level
required for this unit.
KNOWLEDGE EVIDENCE
To complete the unit requirements safely and effectively, the
individual must:
scribe models and methods for operational plans
organisation’s objectives
indicators to meet
business objectives
operational plan of the
organisation
that directly relate to the
operational plan.
26. PERFORMANCE EVIDENCE
Evidence of the ability to:
information sources
and consultation (including using specialist advice if required)
which includes:
o resource requirements
o key performance indicators
o monitoring processes
o contingency plans
explain the plan and
supporting information, seek approvals, negotiate variations and
engage work teams
eve the operational
plan within the
organisation’s policies, practices and procedures including:
o recruiting, inducting and developing personnel
o acquiring physical resources and services
o protecting intellectual property
27. 10
o making variations to the plan
o monitoring and documenting performance.
Note: If a specific volume or frequency is not stated, then
evidence must be provided at least
once.
11
ASSESSMENT CONDITION S
Assessment must be conducted in a safe environment where
evidence gathered demonstrates
consistent performance of typical activities experienced in the
management and leadership field
of work and include access to:
28. Assessors must satisfy NVR/AQTF assessor requirements.
PRE-REQUISITES
This unit must be assessed after the following pre-requisite
unit:
There are no pre-requisites for this unit.
12
TOPIC 1 – DEVELOP OPERATIONAL
PLAN
RESEARCH, ANALYSE AND DOCUMENT RESOURCE
REQUIREMENTS AND DEVELOP AN OPERATIONAL PLAN
IN
CONSULTATION WITH RELEVANT PERSONNEL,
29. COLLEAGUES AND SPECIALIST RESOURCE MANAGERS
An Operational Plan is used to provide a clear picture of how a
team, section or department of a
business will contribute to the achievement of their
organisation's strategic goals. This plan will
be clearly set out as to how these teams, sections or departments
will perform.
The Operational Plan should align with the strategic plan of the
organisation and should
correlate with the overall objectives of the organisation. This
alignment can be achieved by
ensuring that the team, section or department’s purpose aligns
with the objectives of the Strategic
Plan, as well as the Operating Plan of the team, section or
department.
Operational plans are used to identify:
t resources are required to meet the goals
MODELS AND METHODS FOR OPERATIONAL PLANS
30. The Operational Plan can be subdivided into two basic forms
which include the single-use plan
and the standing plans. A single-use plan is developed to carry
out a course of action that is not
likely to be repeated in the future. These plans are used once to
achieve unique objectives for the
business. An example of this is when a business has a particular
one off event coming up, they
may have a single-use plan to cover everything in relation to
this event.
In addition, the standing plan is developed for activities that
occur repeatedly over a period of
time in order for the business to help solve repetitive problems.
An example of this would be a
large business that has activities repeating all the and need to be
structured in a way so that
everyone knows what’s going on all the time.
Example of a type of chart used to develop operational plans -
Gantt charts
13
A Gantt chart, commonly used in project management, is one of
31. the most popular and useful
ways of showing activities (tasks or events) displayed against
time. On the left of the chart is a list
of the activities and along the top is a suitable time scale. Each
activity is represented by a bar;
the position and length of the bar reflects the start date,
duration and end date of the activity.
This allows you to see at a glance:
heduled to last
much
To summarize, a Gantt chart shows you what has to be done (the
activities) and when (the
schedule).1
Although there are no strict rules that relate to the format of an
Operational Plan they will
normally contain the following information:
32. quired
ALLOCATING RESOURCES
Resources are what your business uses to produce goods or
perform services for your customers.
There are many types of resources that a business will use and
they will be categorised into two
groups as 'physical' and 'human' resources.
PHYSICAL RESOURCES
1 http://www.gantt.com/
2
https://www.dlsweb.rmit.edu.au/toolbox/leadership/toolbox/op/o
p_c03.html
https://www.dlsweb.rmit.edu.au/toolbox/leadership/toolbox/op/o
p_c03.html
33. 14
Premises
Rent; rates; service costs (heating, lighting, cleaning, security)
and structural
alterations
Equipment
Costs of purchase, hire or lease; insurance, running costs
(service, repair)
Vehicles
Costs of purchase, hire or lease; insurance, road tax; running
costs (service,
repair)
Raw
Materials
Purchase cost (investigate discount for bulk orders), cost of
storage (any
special requirements for refrigeration or hazardous substances)
34. HUMAN RESOURCES
Human resources are your staff. They are the gears that drive
the business and keep it running.
And just like with gears they need to be oiled and maintained,
which, in this case, means a wage.
The majority of your expenditure for staffing will be wages and
workplace insurance
contributions. When working out your resource requirements for
the operational plan, you will
need to consider the costs of all your resources, including your
staff.
There are also other costs relating to staff that you will need to
consider including:
HOW MUCH CAPITAL?
You can work out how much capital you will need to finance the
operational plan by finding out
your physical and human resource requirements, as discussed
35. above.
Capital is broken down into 2 categories:
– 'One-off' payments to purchase physical
resources like vehicles,
equipment, office furniture, computers and telephone systems;
items that will last for
a long time and rarely need replacing.
15
– These are the expenses that your business
will incur whilst
attempting to make a profit. These are used for things such as
wages, bills, etc.
This projection should be performed on a month-by-month
basis. You will also need to take into
account that some costs will be the same each month while
others will vary. For example: the
heating bill in the business should be much higher in the winter
than in the summer and you may
only incur training costs once every few months, but wages will
be consistent throughout the
36. period.
The success of your business depends above all on your ability
to juggle your resources
effectively, so it's essential to get this right.
The following are just some of the typical questions which may
arise and need resolving in the
process of planning and implementing operational plans:
how can we get a replacement?
ed?
37. In answering the above questions, it may be necessary to
prepare and/or review such things as:
16
38. ial instructions
17
DEVELOP AND/OR IMPLEMENT CONSULTATION
PROCESSES
AS AN INTEGRAL PART OF THE OPERATIONAL
PLANNING
PROCESS
CONSULTATION PROCESS
The consultation process is an extremely important concept in
the context of managing an
organisation. Consultation is the process by which the
management of an organisation aim to
better understand the needs, wants and expectations of its
stakeholders.
Consultation with the organisation and its stakeholders can be
conducted through management
opening communication channels between the two parties.
39. These can be formal or informal.
These formal and informal communication channels might
include:
- stakeholders are invited to attend one or
more open meetings
– management can request a survey (paper or online
type) to be completed
–similar to open meetings, however, the number
of participants is
smaller
- stakeholders are
invited to submit comments
in writing on a proposal or plan
- organisation management might mingle
with people at an event
and canvass certain ideas and see what response they get
The purpose of consultation is three-fold:
information on the wants, needs and expectations
of the stakeholders
created by organisation
40. management that directly affect them
about not taking account of,
or not listening to the needs of stakeholders in developing
strategic and operational
plans
Generally speaking, if a plan is conceived without proper
consultation with stakeholders then it
has far less chance of successful implementation.
18
ENSURE THE OPERATIONAL PLAN INCLUDES KEY
PERFORMANCE INDICATORS TO MEASURE
ORGANISATIONAL PERFORMANCE
Key Performance Indicators (KPI), or Key Success Indicators
(KSI), are designed to assist an
organisation define and measure its progress toward
organisational goals.
41. The organisation will need a way to measure its progress
towards the goals. This can be done by
using KPIs. Implementing these Key Performance Indicators
will occur after the organisation
has analysed and identified its mission, stakeholders and goals.
KPIs are significant measurements that reflect and establish the
critical success factors of an
organisation. They will vary from one organisation to another
and should be determined quite
early in a company’s lifespan. They will also need to be
reviewed as the potential goals of the
business may change over time.
For example, A business may have one of its KPIs as the total
percentage of its income that it
procures from return customers.
Key Performance Indicators allow you to ensure that you are
reaching your overall business goals
and objectives.
There are eight areas of a business organisation in which
performance and results should be set
42. and reported they are:
tanding measured against the potential market,
competitor results and new
market products and service objectives
improvements to existing
products and improvement in all aspects of the business
19
Each of these broad areas would have a number of key
performance indicators which would be
designed to ensure the organisation meets its objectives and that
day to day operations are
conducted to achieve this aim.
43. ALTERNATIVE APPROACHES TO DEVELOPING KPI ’S
There are a number of approaches to developing KPIs and some
suggestions appear below. You
are encouraged to identify approaches that are most relevant to
their unique business outcomes
and activities.
- It may be appropriate
to focus selection of
KPIs on statutory and regulatory requirements and obligations.
- KPIs may be developed using the record
lifecycle. KPIs would
be developed for each life cycle stage.
-based - The risk based approach identifies those specific
services, functions or
activities that may have a negative or detrimental impact on the
organisation. In
general terms, there are a number of methods for identifying
risk and these normally
have two parameters:
o Likelihood/probability of a risk occurring, and
o The impact of a risk occurring5.
44. progress towards
mitigating the risk.
- A suggested approach is to examine specific
areas of concern using
the cause and effect technique. The cause and effect technique
might assist with
identification of KPIs to address the fundamental or underlying
cause of ineffective
or inefficient services, functions or activities. The approach
analyses the cause(s) and
identifies KPIs that address the effect. By addressing the effect,
improvements can
generally be achieved.
- It is also suggested that the agency base KPIs on two
levels as follows:
o Strategic KPIs; and
o Operational KPIs.
20
might be relevant and
45. appropriate to both
strategic and operational levels.
21
DEVELOP AND IMPLEMENT CONTINGENCY PLANS FOR
THE
OPERATIONAL PLAN
WHAT IS A CONTINGENCY PLAN?
A contingency plan is a plan devised for an outcome other than
in the usual, expected plan.
The management of operational plans is partly dependent upon
how an organisation identifies,
assesses and takes action on the potential risks that can occur
within the business.
RISK MANAGEMENT
Risk management is concerned with how each organisation
deals with its risks.
Some organisations do not have sufficient formal processes in
46. place to deal with risks, but simply
take reactionary measures when these situations arise. An
organisation which has formal risk
management approaches would incorporate them into its
strategic and operational plans. Such an
approach may include the following:
organisation
documentation to include:
o Major risks
o Measurement of each risk
o How each risk is currently managed?
o Plan to deal with risks not properly controlled/managed
o Incorporation of risk management plans into strategic and
operational plans
CHANGES IN FUNDING
The management of the organisation’s operational plans can be
affected by funding changes
including:
47. them back
party)
22
Contingency plans will need to be developed to help the
organisation deal with changes in
funding.
DISASTER RECOVERY
Businesses may suffer disruptions to operations following some
form of disaster, natural or
otherwise, as well as other problems such as power failures.
48. Organisations should plan to cope with these sorts of incidents
and have disaster recovery
procedures in place to minimise the disruption.
These procedures may include:
recovery site
y to acquire these at short
notice
of any changes that
have occurred in regards to normal operation
unavailable; e.g. main supplier
goes bankrupt
CONTINGENCY PLANNING CHALLENGES
There are two common obstacles that you should be aware as
you begin your contingency
49. planning process. These are:
it succeed, with their
Plan A, many people will be reluctant to develop a strong Plan
B
23
lly occurring
many people will
procrastinate when it comes to contingency planning and push it
to the bottom of
task lists. This could mean that it never gets completed and
leave the organisation at
risk should the worst happen
DEVELOPING THE PLAN
Here are some general guidelines to follow that will assist you
when you are preparing your
organisation’s contingency plan:
– Look
closely at what you
need to do to deliver a minimum level of service and
50. functionality
– What must be done during the first
hour of the plan being
implemented? The first day? The first week? If you look at the
plan in this way, you're
less likely to leave out important details
the trigger – What, specifically, will cause you to
implement the
contingency plan? Decide which actions you'll take, and when.
Determine who is in
charge at each stage and what type of reporting process they
must follow
– You don't know who will read and
implement the plan
when it's needed, so use clear, plain language so anyone can
understand the plan
easily
– Will your
organisation be able to function
the same way if you have to implement Plan B, or will Plan B
necessarily reduce
capabilities?
– Have people throughout the
51. company identify what
they must have, at a minimum, to continue operations
– What will you need to do to return to
'business as usual'?
–
Make sure you
provide initial training on the plan and keep everyone up-to-
date on changes
– Look for opportunities to reduce risk,
wherever possible. This
may help you reduce or even eliminate, the need for full
contingency plans in certain
areas
– Provide a standard to
document your
planning process, and find opportunities for performance
improvement
24
MAINTAINING THE PLAN
52. As your business grows and changes, you'll need to review and
update your contingency plans
accordingly. You will need to keep the document updated and
relevant, you don’t want to just
create it and file it away to be forgotten about.
Here are some key steps in the contingency plan maintenance
process:
plan
ining for people to fulfil these roles and
responsibilities
necessary changes
relevant technological,
operational, and personnel changes
sure that old plans are
discarded
-site, and in a place where they
53. can be accessed quickly
when needed
dit the plan periodically:
o Reassess the risks to the business
o Analyse efforts to control risk by comparing actual
performance with the
performance levels described in the contingency plan
o Recommend and make changes, if necessary
ENSURE THE DEVELOPMENT AND PRESENTATION OF
PROPOSALS FOR RESOURCE REQUIREMENTS IS
SUPPORTED
BY A VARIETY OF INFORMATION SOURCES AND SEEK
SPECIALIST ADVICE AS REQUIRED
You may need to consult with relevant personnel, colleagues
and specialist resource managers to
identify the needs of the work environment that you are
concerned with.
To identify the resources required, you might:
54. 25
You might involve the following people to help them identify
resources:
etc.
rs or supervisors affected by the proposal
In any case, you will need to develop and present proposals that
are professional and
comprehensive in order to meet the resource requirements of the
business.
26
55. OBTAIN APPROVAL FOR THE PLAN FROM RELEVANT
PARTIES AND EXPLAIN THE PLAN TO RELEVANT WORK
TEAMS
You will need to have your plan approved by the appropriate
person/people. Relevant parties
involved in obtaining approval for an operational plan can be as
followed:
Stakeholders
Once you have drawn up an operational plan the approval
process may follow a similar structure
as shown below:
56. 27
This operational plan review process is a basic outline of the
process involved in implementing
an operational plan. You must first obtain the approval of your
team or the team members
involved in implementing and executing the operational plan.
This is a vital step as without their
input and approval the operational plan may have a higher
chance of failure. You should review
any and all suggestions from all parties involved in the
implementation of the plan before
applying for approval from executive management.
The personnel who are responsible for the formulation of a plan
must consult with all
persons/stakeholders who will be affected by said plan. For
example, a budget for any area of the
57. organisation’s operation should not be created or setup without
consultation with people who
work in those areas.
Creating and implementing an Operational Plan without
consulting the relevant parties can
disadvantage the organisation because:
knowledge and expertise
makes people feel left out and creates
negativity toward the
emerging plan
28
TOPIC 2 - PLAN AND MANAGE
RESOURCE ACQUISITION
DEVELOP AND IMPLEMENT STRATEGIES TO ENSURE
THAT
EMPLOYEES ARE RECRUITED AND/OR INDUCTED
58. WITHIN
THE ORGANISATION’S HUMAN RESOURCES
MANAGEMENT
POLICIES, PRACTICES AND PROCEDURES
RECRUITMENT STRATEGIES
Recruiting and selecting the right staff to perform the activities
within your operational plan is
crucial to the successful implementation of the operational plan.
You will need to check your workplace policies and procedures
to identify whether there are
specific procedures and policies that you are required to follow.
Your organisation will have
developed policies and procedures that are designed to ensure
that the best candidate is selected
and that relevant legislation, such as Anti-discrimination, is
complied with.
It is unlawful to discriminate against an individual on the
grounds of:
59. ty, race, colour, ethnic background
The first step in the recruitment process is to gain approval for
the new position.
Approval may need to be sought from your senior manager or
the Human Resources Manager.
You will need to complete an appropriate form such as a
"Request to recruit" form.
29
JOB DESCRIPTION
You will need to refer to the Job Description for the position
that you are recruiting for and
assess whether it accurately describes the role, responsibility
and authority of the position. You
60. will need to liaise with the Human Resources Manager if
changes need to be made to the job
description.
A well-written job description should include the following
information:
measurable key
performance indicators.
WAGE OR SALARY
The Human Resources team will usually have responsibility for
placing an advertisement to
attract candidates. It is essential that the advertisement is
designed to attract suitable candidates
and is free from any discriminatory language. The
advertisement will typically require candidates
to forward a job application which describes their:
61. You may be asked for your ideas regarding where to place the
advertisement. Increasingly, job
advertisements are posted online. If the position is a specialist
or technical position, it may be
effective to advertise in the related professional journal.
Vacancies may also be advertised in
national or local newspapers or through one of the many
internet career websites.
ANALYSIS OF REQUIREMENTS
Human resource requirements need to be analysed to determine
what is required in the way of
quality, quantity, time when needed and cost. Analysis of
human resource requirements, for
example, would need to consider:
62. 30
g staff
RESEARCHING SOURCES
Each resource also needs to be researched to find the best
source. Human resource sources may
include:
-hunters
Universities/colleges
63. ACQUISITION AND IMPLEMENTATION
This aspect of managing operational plans is concerned with
processes to acquire resources, e.g.
recruitment of staff, negotiating loans and purchase of
materials.
Operational staff often have the responsibility for appointing
staff. This may entail determining
the work to be performed, the wage rate and other conditions.
Aspects include:
Advertising
31
64. INTERVIEW AND INDUCTION
INTERVIEW
The Human Resources team may have developed a bank of
questions and pre- screening
processes that you may be able to use. Many organisations now
conduct telephone interviews to
cull applicants and then only invite a short-list of candidates to
attend a face-to-face interview.
You will also need to comply with your organisation's
requirements in terms of the format of the
job interview. Small organisations may have only one person
conducting the interview. Medium
to large firms, including Government organisations, will usually
convene an interview panel
comprised of at least three people. This format helps to ensure
that the interview is free of bias
and discrimination and brings a greater experience to bear on
the process of selecting the
successful candidate.
65. You will need to confer with members of the panel to prepare
questions and specimen answers
so that each panel member can openly judge the applicant's
responses and attributes for the
position.
These questions must:
Various styles of questions may be used. Unless you
specifically want the candidate to answer yes
or no make sure you ask open ended questions. For example:
"Have you ever worked in a customer service team?" - could be
answered yes or no.
"Can you give me an example of how you effectively resolved a
customer complaint?" - will
provide an opportunity for the candidate to reflect on their
experience and knowledge and give
you a greater insight into the qualities they could bring to the
position.
66. 32
INDUCTION
Induction training may last for a number of days but a typical
checklist for the first day of work
might include the following:
to other staff
pment
67. 33
DEVELOP AND IMPLEMENT STRATEGIES TO ENSURE
THAT
PHYSICAL RESOURCES AND SERVICES ARE ACQUIRED
IN
ACCORDANCE WITH THE ORGANISATION’S POLICIES,
PRACTICES AND PROCEDURES AND RECOGNISE AND
INCORPORATE REQUIREMENTS FOR INTELLECTUAL
PROPERTY RIGHTS AND RESPONSIBILITIES IN
RECRUITMENT AND ACQUISITION OF RESOURCES AND
SERVICES
Organisations use resources to achieve their objectives. There
68. are many types of resources and
not all organisations use all of them, e.g. a small travel shop
may be owned and operated by one
person who is quite satisfied with the size of the business
therefore having no need for resources
such as staff or finance for expansion, but uses mostly physical
resources in their shop. There are
7 other types of resources to utilise, as follows:
PHYSICAL RESOURCES
Land, buildings, equipment and stock comprise the physical
resources of a business which need
to be used properly in the management of operational plans, e.g.
stock is vital to a manufacturing
business which buys raw material and converts this into finished
goods for sale to customers.
Stock to the manufacturer comprises raw materials, work in
progress being the part complete
production and finished goods awaiting sale.
Stock control necessitates having the correct levels of raw
material on hand so that production is
not interrupted but not having too much so that money is being
tied up unnecessarily and where
69. wastage may arise due to damage, loss or other problem.
Production processes should ensure as
little wastage as possible.
FINANCIAL RESOURCES
Financial resources need to be planned carefully and managed
on a day to day basis. Paying too
much for other resources such as raw materials, stock and
equipment or wasting resources, e.g.
electricity/telephone will cause a drain on existing financial
resources and other sources of
finance may not be available. Some organisations may also lose
money by extending credit to
customers without carrying out adequate credit checks on the
customer say through credit
checking businesses such as Baycorp, Australian Business
Research or Dun & Bradstreet. Policies
such as obtaining personal or director guarantees may also need
to be implemented and the debt
recovery process should work including the use of debt
collection agents or solicitors if
necessary.
70. 34
TIME
Time is a form of the resource; there is a saying 'time is money'.
Doing things late or at the
wrong time may be a total waste for an organisation. The
following aspects may have a
detrimental impact on the use of time if not handled correctly:
o follow-up procedures
71. POWER/ENERGY RESOURCES
Power/energy is another important type of resource particularly
for example manufacturing
organisations which are dependent upon such things as
electricity, water and gas to operate
factories and machines.
INFORMATION RESOURCES
Information is a resource which needs to be planned and
managed by organisations. Too little,
too much, wrong interpretation and failure to notify events to
relevant people within and outside
an organisation are some of the problems which may arise with
this resource.
72. 35
INTELLECTUAL PROPERTY
Intellectual property represents ideas of the mind or intellect
including inventions and designs.
Trade secrets, patents, trademarks and copyright are some of the
main types of intellectual
property which need to be planned and managed.
GOODWILL
Goodwill is a resource which arises from past actions but which
may be wiped out if an
organisation does not maintain appropriate and relevant
operating standards on a day to day
basis.
Each resource type needs to be analysed to determine what is
required in the way of such things
as quality, quantity, a time when needed and cost. An analysis
of requirements in regard to land,
buildings and equipment would need to take into account things
such as:
73. RESEARCHING SOURCES
Each resource also needs to be researched to find the best
source. Researching sources of land,
buildings and equipment could include:
74. 36
ACQUISITION AND IMPLEMENTATION
Finance is a key resource for all organisations and it often falls
to operational staff to negotiate
new finance facilities or drawdown against existing loan
arrangements. Sources of finance
facilities include:
or bill line
Other private investors
75. Negotiating a loan is a skilful exercise which may commit the
organisation to mortgaging assets
and repayment of significant interest. There may be other traps
for the unwary such as onerous
reporting requirements and restriction on the ability to borrow
further funds. Accordingly a
solicitor or financial advisor should be consulted to review loan
documentation and the
arrangement generally before finalising the transaction.
A drawdown on an existing facility is where an overall loan
facility of say $1 million is used by
the organisation as and when needed by `drawing down' part of
the total facility, e.g. the facility
may be established in January for the construction of a new
building: $100,000 may be drawn
down in February and $50,000 in March as work on the building
proceeds leaving $850,000 still
to be drawn down as at 1 April.
Land buildings and equipment may need to be acquired, such as:
76. 37
Operational staff members are often involved in these
acquisitions which may be for normal
operating levels or for seasonal peaks.
Guidelines to assist staff in these acquisitions include:
'Materials' comprises such things as:
77. nished stock for sale to customers
Acquisitions of materials may be made by a central purchasing
department for delivery to
operating sites or locally by each site.
Either way the organisation should have a purchasing policy to
be followed, which should
include the following:
Power/energy in the form of electricity, gas, oil and water is
needed to operate factories, offices
and store operations. Supplies are obtained from relevant
authorities most of which are now run
by private enterprises. It is important to ensure that supplies are
78. obtained from the most
economical tariff, e.g. electricity may be cheaper during the
night, and:
38
in case of interruption
to supply
Information systems need to be installed to provide the relevant
facts and figures to operational
staff when needed. Information systems may be internal or
external, e.g. the internet. It is
important that the information system can provide the correct
quantity and quality of
information to help operational management plan and control
day to day activities.
Intellectual property can be acquired and implemented in regard
79. to the main types as follows:
o Includes methods of processing or manufacture and the
ingredients used as
well as things such as customer lists
o Protection is via confidentiality agreements stopping others
from revealing or
using the information and/or not starting up a similar business
within a
certain area
o Protects inventions and processes. Protection is obtained by
registering a
patent with the Patents Office through IP Australia or in
relevant overseas
countries
o Protects letters, numbers, phrases, symbols, sounds, logos or
pictures or a
combination of these. Protection is obtained by applying to IP
Australia's
Trade Marks Office
80. o Books, articles, films, computer programs and promotional
material.
Protection through relevant laws and agreements
Operational staff may be involved in the acquisition and
implementation of this resource but
should seek the advice and assistance of experts such as
solicitors and patent attorneys.
Goodwill is an intangible asset which may be acquired:
such things as product
reliability, service, price and personal relationships
39
TOPIC 3 - MONITOR AND REVIEW
OPERATIONAL PERFORMA NCE
DEVELOP, MONITOR AND REVIEW PERFORMANCE
SYSTEMS
AND PROCESSES TO ASSESS PROGRESS IN ACHIEVING
PROFIT AND PRODUCTIVITY PLANS AND TARGETS
81. TRIPLE BOTTOM LINE REPORTING
Triple bottom line is a process which means organisations have
objectives and
monitoring/reporting systems dealing with the following
matters:
These three matters are constantly changing due to political,
economic and public pressure but
they are also interrelated, i.e. society depends upon the
economy, which depends on the global
ecosystem. Many organisations report on environmental
performance through such things as
impacts and initiatives. Social reporting is a developing area
and Westpac Banking Corporation
recently produced a social impact report covering such things
as:
management
remuneration, female/male salary comparison
82. country profiles
practices employed
The `balanced scorecard' is a performance reporting system
which complements the traditional
financial measures of past performance with measures of the
drivers of future performance in
relation to:
- performance measures relating to things such as
market share, customer
acquisition, retention, satisfaction and profitability
-things which the
organisation must do well if it is to
achieve its objectives
and retention.
40
MONITORING AND REPORTING
83. We live in an ever-changing world with customer
demands/tastes, a new technology, product
developments, staff skills and improved equipment being some
examples of things which impact
on results/performance. Organisations need to monitor these
things and make appropriate
changes to designs, resources or processes to ensure survival.
Variance analysis is a financial control system whereby planned
figures in budgets and standard
costs of production are compared with actual figures incurred to
give differences known as
variances. These variances may be favourable, i.e. where actual
sales are higher than the budget
plan or actual costs are lower than that budgeted. Unfavourable
variances are where the reverse
situation arises. Variance analysis also includes determining the
reasons for the differences and
taking corrective action. Usually, the accounting system is
structured so that variances can be
reported to those responsible.
A typical budget report for the month of February and year to
date (from the start of the
84. financial year, being 1 July) could be as follows:
February YTD
Budget $ Actual $ Variance$ Budget $
Actual $ Variance$
Sales 1000 1100 100 (F) 7500 7200 300 (U)
Costs 650 660 10 (U) 1500 1450
50(F)
YTD = Year to date
(F) = Favourable
(U) = Unfavourable
MONITORING EMPLOYEES
Herzberg has suggested that hygiene and motivator factors
affect employee behaviour. Hygiene
factors prevent dissatisfaction and include working conditions,
wage levels, rules and regulations
and relationship with colleagues. Motivating factors can include
achievement, recognition, and
nature of the work, responsibility and opportunities for growth.
These are the factors which
85. motivate employees. In addition employee, rewards need to be
performance related, e.g. profit
sharing, employee share plans and team based incentive
schemes.
41
Monitoring employees includes an understanding of the above
mentioned and such things as:
on process
PERFORMANCE APPRAISAL
Performance appraisal includes completing a confidential
questionnaire relating to the
job/employee, assessing whether objectives previously agreed
have been met, having the
questionnaire signed by the employee and supervisor, carrying
86. out an interview with the
employee and agreeing development objectives for the next
period.
As well as determining if objectives have been achieved, the
process should also assess things
such as:
-operation
87. 42
ANALYSE AND INTERPRET BUDGET AND ACTUAL
FINANCIAL INFORMATION TO MONITOR AND REVIEW
PROFIT AND PRODUCTIVITY PERFORMANCE
Budgeting is the process of planning an organisation's sales,
production, expenses, cash flow,
assets and liabilities for a specified future time period.
Financial analysis involves consideration of the profitability,
solvency and liquidity of the
organisation and may compare results/figures with those
applying to competitors and/or in the
industry or as trends.
PREPARATION OF BUDGETS
Most organisations prepare budgets. Some larger organisations
spend many months each year in
considering finalising and issuing agreed budgets to the relevant
sections/areas responsible for
their implementation and operation. Some smaller organisations
have far less sophisticated
methods and in some cases the budget may be something which
88. the owner/operator has in mind
but does not commit to paper.
A budget is a plan of an organisation's proposed future
operations for a specified period of time,
e.g. one year and summarised in financial terms such as sales,
expenses and cash flow.
A budget is usually broken down to individuals responsible for
various activities. The sales
budget may be broken down by geographical area if that is how
the organisation is structured,
e.g. there may be a Queensland sales manager and a Victorian
sales manager who would be
responsible for separate sales budgets in their respective states.
Budgets may be prepared for a 12-month period broken up into
calendar months or 13 four-
weekly periods. These periods may be dissected even further
into weeks or even days. Much
thought needs to go into their preparation, e.g. forecasting sales
may be very difficult and needs
to take into consideration factors such as:
89. 43
WHY ARE BUDGETS PREPARED?
Budgets are prepared for a number of reasons including:
and production budgets
need to be integrated. Otherwise, shortages or over-stocking
may occur
ating future profit and cash flow
90. figures can be checked
against actual figures achieved and appropriate bonuses and/or
other incentives given
for high performance
as finance for capital expenditure
and people to be
employed in say the production area
Budgets may be imposed on operational management in some
organisations with little or no
input allowed. This may create a problem as people may not feel
committed to achieving the
targets and/or may feel the targets are unrealistic.
FINANCIAL ANALYSIS
Analysing the financial well-being of an organisation is an often
neglected aspect of an
organisation's operational plan. Often business owners and/or
managers do not understand
accounting principles or other issues involved in financial
analysis.
91. Financial analysis involves seeking answers to questions such
as the following:
scount policy appropriate?
services?
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credit terms to our customers?
have too much cash earning low or little interest?
92. An organisation can employ a variety of approaches to obtain
answers to these questions
including:
records, i.e. Clearly understood and accurate
Timely with no errors
gures with budgets and analysing these
variances to determine the
reason for the difference
customers
for the activity
ng ratios comparing figures, e.g. Assets employed
compared to profit
The financial analysis may also be undertaken by using figures
from competitors or appropriate
93. industry standards.
It is important that you practice analysing and interpreting
budgets and actual financial
information. You should arrange to access this information in
your workplace and prepare a
report that analyses profit and productivity performance.
If you are not currently employed, you may use the Internet to
access the Annual Report of an
organisation that interests you and practice analysing and
interpreting the information presented.
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IDENTIFY AREAS OF UNDER-PERFORMANCE,
RECOMMEND
SOLUTIONS AND TAKE PROMPT ACTION TO RECTIFY
THE
SITUATION
A variety of problems can arise in the management of
operational plans. These problems need to
94. be identified as soon as possible and resolution achieved.
Problems in the day to day operation of a business can arise
from a number of sources including:
IDENTIFICATION OF PROBLEMS
It is obviously better to identify problems as soon as possible
and certainly well before they reach
crisis point. Problems may be identified through a variety of
means including:
95. Audits uncovering weaknesses in financial and other controls
in costs
weaknesses
air pollution
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g. Factories, shops
employees
96. Each of these problem areas needs a different approach to being
resolved, some of which are
self-evident, e.g. vehicle faults need to be repaired and/or
vehicles replaced with drivers
instructed to drive more carefully if this contributed to the
fault.
In regard to customer feedback, it is usually well worth a
business putting the following in place:
dissatisfied
handling system
have the authority to
resolve problems
DISCIPLINARY ACTION
Disciplinary action may be needed for unsatisfactory
performance by an employee.
Unsatisfactory work performance or conduct may include:
97. Absenteeism
-compliance with safety standards
Formal discussions and warnings including written
communication should be followed.
If performance does not improve then, the termination process
may need to be commenced.
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TERMINATION OF EMPLOYMENT
An employer may terminate services where there is a valid
reason, e.g. employee's capacity or
conduct or operational requirement of the organisation.
However, great care should be taken to
avoid unfair dismissal claims.
98. It is illegal to terminate employment for reasons such as:
witness involving alleged
violation of laws or regulations
ns including race, colour, sex, age,
physical or mental disability,
marital status, family responsibilities, pregnancy, religion,
political opinion or
nationality
An employee's employment can usually be terminated without
notice or payment in lieu for
misconduct including:
ACHIEVING RESOLUTION - DECISION-MAKING
99. Achieving a resolution to problems involves decision-making
techniques and may need to
consider such things as:
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Good decision-making technique is often an important aspect of
resolving problems.
There are five distinct stages in any decision-making process:
100. Each of these stages has several steps and includes identifying
the real problem and not just the
symptoms, getting all the necessary facts and working to
appropriate timeframes.
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PLAN AND IMPLEMENT SYSTEMS TO ENSURE THAT
MENTORING AND COACHING ARE PROVIDED TO
SUPPORT
INDIVIDUALS AND TEAMS TO EFFECTIVELY,
ECONOMICALLY AND SAFELY USE RESOURCES
Coaching, mentoring and other forms of help may be used in
managing operational plans.
Operational managers need to:
101. may be beneficial
understand the advice and information obtained
to improve the business
Coaching and mentoring are activities used by some
organisations to ensure that business owners
and/or employees receive expert guidance for managing the
workplace. There is an old saying
`two heads are better than one'. Mentoring may usually be on a
one on one basis whereas
coaching can be individual or to a group/team.
Coaching in business is the process of using an external source
of expertise to help in the
running of the business, either of a particular aspect or the
entire business.
Business coaching may help to:
102. Make a website work
results orientated
climate
effective in how they work.
A good business coach:
50
upports
The advice may be tendered in some cases through telephone
discussions and written
communication without the coach having to visit the business
premises.
103. The Small Business Development Corporation in each state has
teams of experienced
professional advisors who can assist in the development of new
or existing businesses. The
Corporation provides a one on one mentoring service through
the start-up, growth and survival
phase of a business's lifespan.
OTHER SOURCES OF HELP
The following are some of the main sources of help/information
available in the day to day
management of operational plans:
THE RELEVANT COMMONWEALTH, STATE, TERRITORY
AND LOCAL
GOVERNMENT
The relevant Commonwealth, State, Territory and local
government department and agencies
include the following:
and training
104. and payroll tax
stralian Competition and Consumer Commission (ACCC)
for trade practices
exporting
for company law
tralia) covering patents
and trademarks
and running businesses.
ACCOUNTANTS
Accountants can provide help and information on a number of
the issues involved in the day to
day management of operational plans particularly:
51
105. manuals
SOLICITORS
Solicitors can assist in things such as the following:
termination of employees
Defending actions against the business
RECRUITMENT CONSULTANTS
Provide services in regard to the appointment of employees for
the business.
BANKS
Banks provide services such as assisting in preparing business
plans and as a source of finance
106. some of which are suitable for the day to day management of
operational plans, e.g. overdraft
facilities.
BOOKS, MAGAZINES AND NEWSPAPERS
Books, magazines and newspapers can provide valuable advice
and assistance in managing
operational plans. The various governments have bookshops
while newsagents and bookshops
stock books and magazines on a variety of business topics
including customer service, computers
and accounting.
52
UNIVERSITIES, TAFES AND OTHER EDUCATIONAL
ORGANISATIONS
Assistance from Universities, TAFEs and other educational
organisations includes:
107. -up phase, e.g. Premises
at cheap rental
COMPUTER HARDWARE AND SOFTWARE
ORGANISATIONS
Computer hardware and software organisations can provide
assistance in designing, installing,
operating and maintaining computer systems.
BUSINESS ENTERPRISE CENTRES
Business Enterprise Centres are located in city and country
areas throughout Australia and
provide free assistance and support through their network of
contacts.
The help includes:
108. planning
UNDERSTANDING ADVICE AND TAKING ACTION
53
It is necessary to determine which source of help and
information is likely to be beneficial and to
be careful about the following types of issues:
issue
ully researched/incomplete
109. Misinterpreting advice may lead to inappropriate decisions, e.g.
if market research does not use a
sufficient sample to predict overall view. Failing to take
appropriate action is also an issue, e.g.
studies may show that a possible business location is a poor site
because of the lack of parking
but this may be ignored instead of trying to solve the matter.
54
NEGOTIATE RECOMMENDATIONS FOR VARIATIONS TO
OPERATIONAL PLANS AND GAIN APPROVAL FROM
DESIGNATED PERSONS/GROUPS
110. VARIATIONS TO OPERATIONAL PLANS
The nature of planning and business guarantees that you will
have to make changes to any
reasonably long term plan over the course of its
implementation. Variance is the term that is used
to describe what happens when performance results differ from
the performance that was
expected. Variances can be either favourable or unfavourable. If
you are responsible for
identifying a deviation in the budget, then you will need to
investigate and report on why it has
occurred. In those cases where the variances are negative, you
may be asked to take corrective
action to address the variance.
There is a range of issues that can impact on resource costs and
can have an effect your work
areas' ability to stick to the budget.
These issues may include:
ff during skills shortage
111. materials
It is essential that stakeholders, in particular your senior
manager and any teams, departments,
organisations or individuals affected by any variation in your
plan, need to be advised as soon as
possible of any variance that is to be implemented.
55
DEVELOP AND IMPLEMENT SYSTEMS TO ENSURE THAT
PROCEDURES AND RECORDS ASSOCIATED WITH
DOCUMENTING PERFORMANCE ARE MANAGED IN
ACCORDANCE WITH ORGANISATIONAL REQUIREMENTS
SYSTEMS TO DOCUMENT PERFORMANCE
112. Policies and procedures are documents that detail the overall
processes, rules, and guidelines that
an organisation follows which show how it performs its
operations and the laws that it must
follow.
Policies show what the organisational objectives and the
recommended actions when operating
in various areas are, as well as the general industry guidelines
that must be followed by the
organisation.
Some rules in regard to policies include:
nto real practices
Procedures are effectively the guides for the organisation of the
methods that are used to
113. perform the daily, routine tasks and jobs. They can also be used
as a training guide for new
employees as they detail how to perform the basic tasks.
Policies deal with what is to be done while procedures indicate
how it is to be done. An
organisation may have policies and procedures for a multitude
of aspects such as:
56
rces
114. Each of these policies and procedures areas can then be broken
down further.
Written policies and procedures can be kept in bound manuals
with appropriate reference titles
and numbers.
By doing this, it will assist you in the management of
operational plans by:
treat particular issues
organisation
ctice tool to show that the organisation is
complying with
legislation and other requirements
The following are the matters which could be included in a
procedure manual for a business.
115. Internal control is an aspect which greatly impacts on how
operational plans are managed and
implemented within an organisation. Internal control comprises
of several elements including:
THE CONTROL ENVIRONMENT
The control environment will include things like:
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committee
116. THE MANAGEMENT INFORMATION SYSTEM
The management information system is concerned with:
and data as required
g, summarising and reporting information on a
timely basis to all relevant
parties
THE CONTROL PROCEDURES
management of day to day
operational plans and may include:
rising, recording, and custody aspects to
different employees
eliminate unauthorised use,
removal or destruction of them
117. All organisations are dependent on a variety of systems which
will assist in the day to day
operations, so it is important that the appropriate systems for
the particular business are
implemented. These systems may include:
58
nd watering systems
118. 59
SUMMARY
Now that you have completed this unit you should have the
skills and knowledge required to
develop and monitor implementation of the operational plan to
provide efficient and effective
workplace practices within the organisation's productivity and
profitability plans.
If you have any questions about this resource, please contact
your trainer. They will be only too
happy to assist you when required.
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REFERENCES
Books
119. Malouf, Doug 2001, How to sell stacks and stacks of anything,
Business + Publishing,
Warriewood, NSW.
Petty, John Douglass 2000, The Australian Business Toolkit:
Practical Tools, Tips &
Solution
s
on How to Start, Run & Grow Your Own Business, CCH
Australia, North Ryde, N.S.W.
Stanley, Philip 2000, How To Read And Understand Balance
Sheets And Financial Reports In
The New Millennium, [New] ed., Information Australia,
Melbourne.
Wrice, M. 1998, First Steps in Retail Management, Macmillan,
South Melbourne.
Stanley, John 1999, Just about Everything a Retail Manager
Needs to Know, Plum Press,