The document outlines the essential aspects of operational management, emphasizing the roles and responsibilities of operations managers in coordinating activities, maintaining effective teams, and achieving organizational goals. It discusses the importance of teamwork, professional development, and the communication of individual roles within a group, alongside specific considerations for allocating tasks and responsibilities. Additionally, it highlights the benefits of a team-oriented approach, the need for clarity in communication, and the factors influencing team dynamics and performance.

1. PLAN DEVELOP AND
MANAGE OPERATIONAL
APPROACHES
OPERATIONS MANAGEMENT - GROUP 1

2. LEARNING OUTCOMES:
Communicate work roles in the
operations of the enterprise
Coordinate activities in an
organization’s operation
Maintain effective working relations
Provide feedback to employees

3. Communicate work roles in the
operations of the enterprise
Information Sheet 1.1

4. Introduction
A central role to play for an enterprises’
operations manager is the approach of
stabilizing an organization’s policies and
procedures across major business areas
including finance, planning, and technology.
However, the role of the operation manager in
small businesses is often assumed by the
firm’s owner or its general manager. The job
involves overseeing the company’s strategic
approach to its on-site operations.

5. Special considerations in operations
management

6. Identification, development and
communication of operational plans

7. Teamwork and support

8. Characteristics of teams
Having common goal
Work independently with each other
Independent job functions
Enjoys working together
Accountability
Empowerment
Understand the importance of teams

9. Factors influencing team structure
Organizational structure
Purpose of the business
Company culture
Types of department
Degree of service provided
Service styles

10. Categories of teams
Project-based teams
Permanent teams
Paid workers
Volunteers
Work role team

11. Types of teams

12. Individual work sections

13. OPERATIONAL PLANS AND OBJECTIVES

14. TARGETS, GOALS AND OBJECTIVES
It can be hard to pinpoint why one group of
people working together can perform better than
others, even some of the members are common to
different groups.
 Sales targets
 Performance targets for a particular project
 Increased productivity
 Achieving KPI’s
 Meeting short, medium or long-term goals

15. REPORTING DEADLINES
All teams will have a time deadline in which to undertake
different tasks and to achieve different targets. Fortunately,
there are following measures that help improve your work
deadlines:
Take all deadlines seriously and respect them for it shows
respect for others.
Keep a calendar on your desk and highlight the due date.
Don’t waste time worrying about how you’re going to get
the project completed.
Break the project down into segments and give yourself
due dates.

16. PROFESSIONAL DEVELOPMENT
Following on from the common desire to promote learning
hence this is one of the most effective ways to develop a group or
an individual. In any organization, from the civic to the
educational to the business firm, teamwork and professional
development go hand in hand. Defining professional development
precisely as the continued integration of the organizational team
manifesting a single purpose or goal isn’t possible. The role of
peers is central to the process of occupational development.

17. COMPLEMENTING SKILLS OF TEAM
MEMBERS TO TASKS AND DUTIES
The manager has to match skills of team members to tasks
and duties and develop job responsibilities in line with enterprise
guidelines. Team work requires you to cooperate with others in
the team. The basis of this cooperation hinges on jointly
identifying the tasks or goals that the overall team is required to
achieve. and then deciding who will do what so that the team
objectives can be achieved. This process will aim to identify the
roles and responsibilities that individual team members have
towards reaching the desired standard.

18. BENEFITS OF USING A TEAM APPROACH
The establishments that encourage staff to work as a team and be self-
Directing in their approach to work will result in many benefits such as:
*A more effective operational team.
*A department where nothing is too much trouble whether or not it is a
customer or management who makes the request.
*More harmony and fewer disputes amongst staff.
*A far better working environment where you will be inclined to take
less Time off, and where you will actually look forward to going to
work.
*Less clock watching, and more pats on the back from management and

19. THE NEED FOR INCLUSION AND
COOPERATION
A key in belonging to a work-team is to participate actively in
any team decision-making process. It requires each team
member to become a contributor towards the goal. When
identifying the individual roles and responsibilities, it is
essential that not only do team members understand what they
are required to do, but also accept it and are willing to take
ownership for their role.

20. ORGANIZATIONAL REQUIREMENTS
Each organization will have different organizational requirements
relating to the roles and responsibilities of individual staff members
which may include:
• Legal and organisational policy and procedures, including
personnel practices and guidelines
• Organisational goals, objectives, plans, systems and processes
legislation relevant to the operation, incident and/or response
*Employer and employee rights and responsibilities

21. WORK TEAM RESPONSIBILITIES
Each work team, whether as a whole or as individual members, have
responsibilities that must be adhered to. Whilst these will vary
depending on the purpose and structure of the work teams themselves
they may include:
*Obeying lawful orders
• Confidentiality and privacy requirements
*Safety and care with respect to occupational safety and health
requirements.

22. IDENTIFICATION OF INDIVIDUAL
RESPONSIBILITIES WITHIN A GROUP
The manger has to initiate the process of identifying individual responsibilities within
a group. Whilst the team members themselves will have some control over the role and
direction of their actions in many cases there are influencing factors that will dictate what
the group and its individuals do.
*Job Description -most jobs will have a separate job description that will identify the
activities that you need to perform as part of your role-see below
*Standard Operating Procedures (SOP) standard Instructions indicating how to perform
specific tasks and the order of sequence
* Policies rules to follow in an organisation relating to difference Circumstances
*Procedures step by step instruction detailing how to complete an activity
*Daily Task Sheets – these may allocate specific tasks to perform that may Relate to a
specific activity or event.

23. POSITION DESCRIPTIONS
Position descriptions are often also known as ‘job descriptions’ and
‘duty statements’. The use of position descriptions are very
important in any team as they identify what each team member is
responsible for or to undertake .the purpose of position descriptions
is to provide employees with information about their jobs, including
responsibilities, roles and tasks. It normally also indicates expected
standards of performance.
A confirmation of the details in a contract, such as position title
and commencement date
The purpose of the position and relationships with a group
Information that describes how the position is performed
successfully (KPIs)
A signed acceptance of the position.

24. CONSULTING WITH RELEVANT OTHERS
There may be a need to consult with ‘relevant others’ when
determining what needs to be done, either for a team as a whole, or for
individual team members. Relevant others may include:
Management, supervisors or business owners - who can supply input
regarding staffing levels, priorities ,immediate workplace need etc.
People from other departments with which you have contact – these
people may be management level or they may be operational
staff/workers
Customers - who may be in the workplace and who have made special
requests etc. from the upcoming work period
Administration staff – which may provide details regarding
bookings/reservations or details of other work tasks from other areas
that need to be integrated into work of your team.

25. CLARIFICATION OF ALLOCATION
OF WORK REQUIRMENT
The manager shall clarify the allocation of work
requirements of employees according to the following
components:
1.Job roles and responsibilities
Certainly, there are a number of established documents
that help staff to identify what their job encompasses and
what tasks need to be completed checklists as examples.
Whilst these will be the source documents to help identify
the roles and responsibilities of staff and other
considerations may impact what a staff member is actually
required to do on a particular day.

26. 2. Day to day requirements
Though, staff may have a clear understanding of what
needs to be completed on a daily basic but these may
be changed or other priorities may exist on a day basis.
This may include changes to:
- Who the tasks are allocated to
- What the tasks are
- When or where they have to be done.
-The allocation of tasks can vary based on issues such
as:
-Expected demand
-Nature of specific events
-VIP’s
-Staff absences, caused by illness, rostered leave or
time off

27. FACTORS TO CONSIDER WHEN
ALLOCATING TASKS
1.The urgency associated with the task.
2.Staff preferences
3.Ensure equal jobs
4.Distribute work loads and opportunities equally
5.Everyone should be allocated, as far as reasonable, and
practical, an equal amount of work to do.
6.Considering staffing availability, experience, skills and
work habits.
7.Staffs different strengths and weaknesses.

28. COMMUNICATION REQUIREMENT OF JOB
AND TASKS
The manager shall communicate requirements of jobs and tasks clearly
to team members. Once all the objectives and operational plans have been
established and work group and individual roles and responsibilities,
identified, it is important that all team members are informed of these roles
and responsibilities. Staff members not only need to receive this
information, but are clear as to what is expected of them.
On a day to day basis then you may be required to allocate tasks to staff
as a result of matters brought to your attention by internal communications
including reports or daily management meetings or your own workplace.

29. COMMUNICATION ON ALLOCATION OF
WORK ACTIVITIES
The manager shall communicate allocation of work activities to all concerned individuals. The
role of daily staff briefing in allocating work, the daily briefing is an opportunity for variations to
the ‘normal’ work allocating to be communication with staff will be needed throughout the
day/shift to keep staff work in-line with the establishment’s and guests’ demands. The staff
briefing is the traditional time for the allocation of revised tasks but the nature of the industry is
such the these task:
 May need to be allocated at any time of any day
 May need to change from one moment to another.
 Can require two people now, but 10 minutes later can be adequately handled by just one staff
member.

30. PRIMARY REQUIREMENTS IN
COLLABORATING TASK INSTRUCTIONS
The communication of instruction regarding task
assignments must address the following three
elements.
They must be clear, specific and unambiguous.
They must be directed to nominated individuals.
They must be explained.

31. SUPPLEMENTARY REQUIREMENTS
Moreover, these instructions may include the following components.
A statement of what desired result it is, as well as the standard of quality that must be
attained
A nominated deadline or timeline for completion of the tasks, which may also
include consideration of the specific sequencing of tasks.
Accountability – this requires you to occasionally put a staff member in charge of a
small project or set of tasks and your instructions to the general staff will have to
indicate who is responsible for the and to whom they should turn for direction or
advice about that work.
Checklists – some businesses use checklists to communicate work instructions and
assist in ensuring that all aspects of tasks are completed in according with required
standards.
For some tasks, staffs are required to ‘tick off’ each sub-step, sign and date the
checklist to ensure that the entire job is completed as required.

32. TYPES OF INFORMATION DUE FOR
COMMUNICATION
There are endless amounts of information that will be
communicated between team members and to team
members by management. Naturally the type of
information will relate to the different job roles and
functions they perform. This section will try to explore a
common few types of information and how they are
commonly communicated to relevant persons.

33. CLARIFICATION ON THE ORGANZATION’S
PREFERRED TASKS
The manager should initiate the process
of clarifying the organization’s preferred
task completion methods. Strategic
discussions about how to carry out
activities or task are part of everyday work
practice.

34. POTENTIAL HAZARDS
SUDDEN EMERGENCIES
 Power failure
 Fire
 Sudden withdrawal of sub contractor’s support
 Crisis such as covid 19
 Severe illness, injury or death
DISCUSSING CONCERNS
 Complaints received by the guests
 Operational performance below expected standard
 Behavioral issues of staff
 Potential or existing problems
 Planning activities for potential problems
 How to address these problems

35. ACTIVITY

37. MAANGER

38. ETENPRISE

39. ATINICAPIET

40. CUMMOCINAET

41. STTRAEGIC