jojklk;l;

1. Coordinate Activities in the Operation of
an Enterprise
Proper planning and preparation are essential for the effective
completion of work based tasks. whilst the nature of the
hospitality industry means that each and every day will be
defferent with many varied and unexpected challenges that arise,
this does not mean that you don’t need to have plans in place for
how to effectively operate on a day to day basis.

2. Purpose of Plan
The purpose of plans is to provide a roadmap for achieving goals and objectives.
Plans help to organize and coordinate activities, allocate resources effectively, and provide
a basis for monitoring and evaluating progress.
• What is to be achieved
• How it is to be achieved
• Who is responsible
• The timelines that apply
• What resources are available can be properly.

3. Reflections of Plan
Reflection on plans involves reviewing past performances, analyzing results, and
making necessary adjustments for improvement. it helps to identify successes in failures,
learn from past experience, and develop better plans for the future.
• Written work plans - these are normally established plans including procedures that are to
be followed in a normal day or event.
• Verbal work plans - these are often variations to plans that need to be made in response to
specific action or incidents.
• Daily priorities - these maybe set and consistent activities that need to be done each and
everyday or to be completed on a specific day in reponse to a specific events .
• Weekly priorities - these will normally be set tasks including ordering of staff, cleaning,
stock, taking, etc.
• Regular duties or work tasks - as assigned to the team as whole or individual team
members.

4. Types of Works Plans
When managing a team then it maybe neccesary to prepare work ground plans.
sometimes manangement will supply them, or provide in some from that assists you in
formulating ones for your own use. workground plans can include any of the following:
• Sales plans
• Reporting plans
• productions plans
• budgetary plans
• Team participation
• Work schedules
• Team and individual learning goals.

5. Keys to Planning
the keys to effective planning are setting clear goals and objective, identifying
resourcess and constraints, determining priorities, developing strategies and tactics,
establishing timelines and milestones, and monitoring and evaluating progress
The keys then to work group plan are as follows:
• Know the goals for the bussiness area/department.
• Match your plans to those goals.
• Inform, train and resources staff.
• Review your plans regularly and modify as required.

6. Prioritization of Work Activities
The Manager shall excercise ways to prioritize work activities to ensure
completion of tasks in accordance with work requirements.
• What needs to be done.
• what activities are considered more important than others?
Identification of Activities that Requires Completion.
• Bookings or reservations the business has recieved
• Directives from management, owners or head office
• Obtaining feedback staff, customers/ guests and other supervisors about
what they wants and/or what they have seen/experienced.

7. Importance of Prioritization
It is the nature of our industry that many tasks are fluid in nature.A task
that may not be important at 5. 15pm can become critical 5.16pm.this means
have to be flexible in your approach, realize that such changes are
commonplace and strive to respond accordingly.
Golden Rules of Developed Work priorities
One of the roles of a manager or supervisor is to developed their own
personal work priorities in line with the current invironment, into help their
staff to develop theirs so that the goals of business can be met.
• Your priorities must reflect the priorities of the business
• This piece of advise must be borne in mind at all times - it is non-negotiable
and provides the basis for prioritising action.

8. Planning and Priorities in a changing Environment
It is an important objective for the business, it must be an important object for the staff:
• Constant interruption
• New corporate directives
• Unpredictable trade
• You underestimated what a tasks involved
• You are not aware of assistance that could have been provided
• You are used to doing everything your self.
Identification and incorporation of training and learning opportunities
The manager shall identify and incorporate training and learning and opportunities into work
activities.

9. Training Needs Identification:
Staff may required training on existing systems and equipment, training on new system
and equipment or remedial training such as refreshing a persons skill with the aim of
improving their current observable performance.
• Staff Induction
• Request from a Staff Member
• A Request from Management
• Personal Observation
• Customer Complaint

10. Other sources of information to identify training needs:
There are numerous other sources to help determine specific training
needs. These may include:
• Industry/enterprise or other competency standards.
• Endorsed components of relevant industry training packages
• Industry/workplace training practices
• Job descriptions
Consulting Training Needs With Other Employees
In canvassing the whole range of possible information that could be
used in determining specific training needs, it is possible that the following
personnel may be contacted, and their input sought:

11. • Other team leaders and supervisors from the business
• Technical experts from inside and outside the organisation
• Managers, employers and business owners
• Training and assessment specialists - internal and external
• Traineers - past and present
Considering Responses to Training and Development Opportunities
it is important to for management to conduct survey and consider the
responses of individuals based on survey statistics results.
• Different people have different orientations to training, or personal
development.
• Some rejoice when it is offered and some shudder in dread.
• Their previous experience will be a big factor in how they react so it is
important that whatever you do this time helps to set the scene for next time.

12. Maintaining Clear Supervisory and Reporting Responsibilities
Clear lines of authority and responsibility are essential for effective
communication and service delivery.
The Organizational Chart of an Enterprise
In many estblishments there will be an ‘organizational chart’. this documen ses
out the hierarchical relationship between all positions within hisbusiness and identifies:
• Who is responsible to who
• The official lines of communication
• Possible career paths for people within the business.

13. Lines of Authority and Responsibility
As a supervisor then you have to make sure that all staffs understand what the
lines of authority and responsibility are, even in situations where no
recognizedorganizational hierarchy exists.
Lines of Authority
Lines of authority refer to:
• Staff must follow the 'chain of command' to make decisions and resolve problems.
• One staff member has authority to tell another staff member what to do, as approved
by the business.

14. Lines of Responsibility
Lines of responsibility refer to:
• Staffs are responsible for their primary roles, and their individual tasks are outlined in
the job description for each position.
The Manager’s or Supervisor Perspective
As a supervisor, there are many times when you expect staff to operateaccording
to what you know is the approved way of doing things. For example.supervisors usually
expect their staff to come to them whenever they have a problemand often get annoyed
when staff 'go over their head' by raising a matter withsomeone else who is above the
supervisor in the organizational chart.

15. The Grapevine of the Organization
Grapevine communication is essential for ensuring that the 100 and one things
to be done within the industry are done when needed, rather than waiting for official
notification.

16. THANK YOU
FOR
LISTENING....