BSBMGT517 Manage Operational Plan Sample Assignment

BSBMGT517 MANAGE OPERATIONAL PLAN 

ACTIVITY 1

1. Develop a planning schedule to analyse the use of resource (human resource, physical and financial resources) while implementing and reviewing operational pans in consultation with relevant stakeholders. Using relevant templates where applicable.

PLAN FOR TIMELINES AND MILESTONES FOR IMPLEMENTING E-COMMERCE STRATEGY

Milestone: Action and/or objective
(to achieve strategic aims of physical, human and financial resourcing)

Date

Person responsible

Budget or resources
(where applicable)

Plant and equipment

30 October2018

John Hunk

Chief financial officer

Delivery trucks

$75,000 x 6= $450,000

Forklifts

$20,000 x 3 = $60,000

Promotional

1 October 2018

Christian J Marketing Manager

$500,000

Website developers

1 October 2018

 Kate Clark

 Operations General Manager

$100,000

Staff training (Online customer service training)

1 October 2018

Mike Kilhil

 Human Resources (HR) Manager

$3,000 per staff member 8 = $24,000

Recruitment

30 October2018

Mike Kilhil

Human Resources (HR) Manager

$30,000

Management change leadership training for store managers and team leaders

30 October2018

Bill Mark, CEO

$3,000 each = 1 Perth store manager, 4 Perth  team CBD leaders, 1 Perth suburban store manager and 3 Perth suburban team leaders x $3,000 = $27,000

Warehouse and office reconfiguration

30 October2018

John Kelly Manager Perth CBD and Rex Jude

$50,000

Total

$1,241,000

ACTIVITY 1B

An operational plan can be defined as a plan prepared by a component of an organization that clearly defines actions it will take to support the strategic objectives and plans of upper management. However, to fully understand operational plans, we should first look at the overall planning process within a business.

Steps To Develop Operational Plan

  1. Develop departmental Objective by creating who that will be involves such as Stakeholder, Teams and individuals.
  2. Agree Activities and strategy: On what will be the next action plan, operational activities and budget involved in achieving objectives and goals.
  3. when to forecast the progress or timeframe it will takes to achieve your objective
  4. why: the breakdown of objectives, monitoring process involved to achieve the goals and objectives set in the strategic plan.
  5. Where. Within the organisation, workplace.

Different between operational plan and strategic plan.

The strategic plan is about setting a direction for the organisation, devising goals and objectives and identifying a range of strategies to pursue so that the organisation might achieve its goals. While operational plan does present highly detailed information specifically to direct people to perform the day-to-day tasks required in the running the organisation.

ACTIVITY 2:

Report

Executive Summary

The Global Care Group (Morrison lodge) midland westerner Australia is developing a Long-Term Plan for aged care people and community in Perth region in partnership with the community, scientists and heath industry.

The purpose of the plan is to support and provide a safety and health recovery for old people and develop a sustainable future for the region in a future of increased aged care home variability. The plan will encompass the environmental, social, cultural and economic values that are important to the region.

This Morrison lodge midland relocation Consultation Report provides an overview of community comment on the decision to move its premises to Perth city.

This was designed to provide a variety of opportunities for community members, staff, and organisations to contribute their ideas about this relocation process. This input will be integral to the process of developing the preliminary Long Term Plan and

To provide evidence that a diligent, transparent and effective process of consultation and processing of comments has occurred.

Comments were received which addressed a range of other issues. In particular, some staff are finding it difficult with relocation because of family engagement and other related plans but not covered in detail, in this report.

INTRODUCTION

Global Care Group, formerly known as the City of Swan Aged Persons Homes Trust, has been caring for elderly and disabled people for more than 20 years.  Global Care Group is a not-for-profit organisation governed by a voluntary elected Board of Management meaning our focus is on providing premium care and not profit.

Since opening its first facility, Morrison Lodge Midland, in 1991, Global Care Group now offers an extensive range of aged care services, retirement living, day-respite and community care to the people of Midland and the Wheat belt areas of Western Australia.

Morrison Lodge now accommodates up to 73 residents and has purpose-built facilities to cater for residents with different needs. The lodge is also adjacent to the day-respite centre, Hamersley House and independent living village, Struck man Mews. Together, these centres create a great community hub where friendships are formed and state-of-the-art facilities and services are delivered.

At Global Care Group we give you the time to rediscover the feeling of life in a supportive and nurturing community. It’s how a neighbourhood should be.

Our Mission: To provide high quality care which maintains the independence and dignity of elderly and disabled persons.

Our Values: Compassion, Honesty, Respect, Excellence, Innovation, Confidentiality and Friendship

Our Promise to you: To provide care and services that gives you the freedom to live independently and enjoy quality of life.

At Global Care Group we believe everyone should have:

  • Premium, high quality care tailored to suit their needs
  • Independence and control of their lives
  • Access to community resources, programs, events and activities
  • A vibrant community and supportive environment in which to live
  • A dignified place to call home

Our Objectives:

  • To provide residents with high quality accommodation and care;
  • To ensure residents have control over their lives and are involved in all decisions which affect them;
  • To maintain links between residents and their family and the community;
  • To make the service an integrated part of the community, and
  • To ensure all the members of the community have equal access to our service based on their relative need.

PURPOSE ON THE REPORT

This Consultation Report are:

  • To meet funding agreement requirements with the Australian Department of the Environment, and health.
  • To provide evidence that a diligent, transparent and effective process of consultation and processing of comments has occurred.
  • To describe how the Consultation Plan for the Long-Term Plan for the Morrison lodge was put into action.
  • To describe how the ideas and comments received from stakeholders, staff and client were processed.
  • To provide a summary of all comments received during the period of public consultation.
  • To document written comments from consultation meetings and community submissions relevant to Directions for a Healthy Future.
  • To describe how community, individual and staff input is being used during the relocations

BACKGROUND OF THE REPORT.

The Perth is an ecological asset of state, national and international importance. This recognises its essential habitat for social life where people can adopt easily. It’s also vital social and economic importance to the generations of farmers, fishing families and others who have established homes and livelihoods in the region.

Morrison Lodge is working to develop a Long-Term Plan for the aged care home in Perth city. The Long-Term Plan will detail remediation strategies to restore social economical integrity and function to the system. It will also include strategies to develop and offer enviable living in a peaceful country setting. Here, residents can be assured they are receiving the upmost care, while still having independence and freedom.

ENGAGEMENT STRATEGY OR DRAFT PLAN. THIS INVOLVE CREATING A FUTURE PLAN AND IMPLEMENTING IT IN TIME OF EMERGENCY.

  • The goal of the strategy is to effectively engage the community in the development and implementation of the Long-Term Plan.
  • To provide residents with high quality accommodation and care;
  • To ensure staff and residents have control over their lives and are involved in all decisions which affect them;
  • To maintain links between staff and their family and the community;
  • To make the service an integrated part of the community, and
  • To ensure all the members of the community have equal access to our service based on their relative need.

FORMAL SUBMISSION OF FEEDBACK/COMMENT AND FEEDBACK RECEIVE.

During the consultation process, people were specifically invited to provide comment on:

  • Whether the Core Elements of Morrison lodge for a Healthy Future include the issues the community believes need to be addressed.
  • The accuracy of information contained in the facilities where they will be relocated to.
  • The completeness of information provided in the facilities.
  • The appropriateness of the environmental management options presented.

The company Meeting Success was engaged to provide community, staff and client consultation services to the Long-Term Plan development process. Meeting Success worked collaboratively with the board of directors to add value to their work within the region and its diverse communities. This describes and overviews consultation activities including:

  • Five (5) Community Information Sessions.
  • Responses from Community, staff and client Information Session feedback surveys.
  • Nine (9) Targeted Consultation Meetings.
  • Listening Posts located throughout the Midland Region (particularly in smaller communities).
  • Other means of connecting the public including the internet and mass media.
  • The management of comments received from the variety of consultation processes and community stakeholders.

STAKEHOLDERS

The stakeholder generally falls into the following categories:

  • Emergency services
  • Government
  • Government Agencies
  • Land Owners and Occupiers
  • Broader Community using media
  • Road Users
  • Schools
  • Special interest groups
  • Utilities

The stakeholders have a diverse range of interests. Their anticipated level of involvement in the consultation process (i.e. inform, consult or involve) will vary, and subsequently the tools in which they will be consulted with will need to be different, the key element on the stakeholder on this process is to seek and identify their views in order to manage risk that will happen in happens.

METHOD OF DATA COLLECTION

Interview, questionnaire and Survey were administering to the respondents who were instructed on the procedure for answering the questions.

METHOD OF DATA ANALYSIS

Data gathered for the study was analysed by using simple percentage.

FINDINGS

The following finding were made:

  • That there is change in operational plan and budget because there is needs to provide free accommodation and transport for staff.
  • That 70 % of the staff was unhappy because of their engagement with their family and friends
  • That the client is not comfortable with the abuse such as sounds in the city.
  • There is increase on residential care fees because of new facilities.

RECOMMENDATION OF THE FINDINGS

Based on the findings the researcher made the following Recommendations

  • That there is needs to provide free accommodation to staff that will accommodate their family.
  • There is needs to relocate the close to close.
  • The government and various stake holder should create a plate form that will be less stress for staff and resident.

SUMMARY

This Report has conducted an effective consultation process with relevant stakeholder for healthy future of Morrison lodge in regards of their decision to move its premises to Perth city which have drawn a lot of attention and critics from their staff and community.

Morrison lodge have carried effective consultation process which was designed to provide a variety of opportunities for community members, staff, and organisations to contribute their ideas about this relocation process. This input will be integral to the process of developing the preliminary Long-Term Plan and as well as their goal.

According to this report, we find out that there is needs to change our operational plan by providing benefit to our staff and encourage them to embrace the recent relocations.

Finally, various stakeholder was engaged, and their opinion was acknowledged for future reference.

ACTIVITY 2 B

METHOD OF CONSULTATION

Consultation processes may refer to:

  • Email/intranet communications

Email and intranet may be utilised as a paper trail as a form of quality assurance. Some organisations may use emails to identify ways in which to improve processes. It can also be used to ensure that the same message reaches all staff, and staff have an opportunity to respond, thereby contributing to the plans

  • Newsletters

Newsletters provide staff with information about plans and may provide staff with opportunities to respond

  • Other processes and devices

Surveys, questionnaires and informal sessions may be used to encourage staff to respond to the consultation process by providing specific feedback about the operational plans

  • Meetings

Meetings may be either formal and/or informal. Informal meetings can be at any time at any place. Formal meetings can be in a more controlled environment where feedback is sought

  • Interviews

An interview is usually between two or more people. Structured interviews provide management with answers to specific questions that can provide feedback in relation to specific aspects on the operational plan.

SCRIPT

Staff: Inability to relocate because of family and school runs.

Manager: Will provide free accommodation to assist you with the situation.

Staff: inability to move to city because of transport issue.

Manager: The Company will provide bus or car loan for people that are not mobile.

Staff:  Can’t relocate because of division of work at home between myself and my wife

Manager:  Will provide a work free to enable you cope with family business.

ACTIVITY 3 A

1. Develop KPI for Customers service operator

KRA (key result area)

Target

KPI (key performance indicator)

Professional development

Numbers of injuries

Anti-discrimination complaints

Attracts potential customers Resolves product or service problems

Maintains customer records.

0% of injuries numbers

2 %

Increase by 20%

100 % Completed

100 % Completed

Financial

Increasing sales revenue.

Revenue

Profit

Reduce direct and indirect costs of operations.

wages

cost of agent services

consultancy fees

Wastage and associated expenses.

Expense

COGS target

$11 million

$1,677,000

All those expenses reduce by 20 % compare with revenue

$5,000,000

$5,890,000

Customer satisfaction

Percentage of brand recognition in sought-after categories in periodic customer surveys.

Percentage of customers with positive view of organizational responsiveness, innovation, quality, ethics, safety.

Number of customer complaints.

Delivery times.

Number of returned items

Increasing by 20%

Increasing by 25%

Less than five complaints per quarter

100 percentage complete

Less than 2%

Less than 2%

Internal business processes

Completion of market/marketing research.

Completion of customer surveys.

Completion of reports to identify marketing opportunities.

Complete research One time per quarter

Complete surveys Two research per year.

One research per quarter

ACTIVITY 3 B

What is KPL?  Stands for key performance indicators and is used to measurable value or evaluate the efficiency of a system that demonstrates how effectively a company is achieving key business objectives.

Their contributions are as follows

  • Help to measure standard of performance
  • It is used to identify area of improvement
  • It is used to demonstrate accountability.
  • It’s also used to assess progress of operational plan.
  • Used to condition by the area which the business runs.

ACTIVITY 4

Contingency Plan

Company name: HCP LTD

Name of person developing the plan: Christ and Mark, Branch Managers, Branch Managers

Who was consulted as part of this plan?

Name                                              Position

Kingston Ben                             Office Administrator

KALR Cole                                 Supervisor.

Risk identified:

  • Physical hazards are those which lead to musculoskeletal disorders, such as poorly designed chairs that do not provide the user with adequate back support
  • poorly designed jobs and tasks that demand prolonged work in a fixed posture
  • filing cabinets that tend to tip when heavily laden top drawers are open
  • Tripping hazards.
  • Stress-related conditions.

Level of risk

High

Low

Medium

High

Medium

Strategies/activities to minimize the risk

By when

By whom

Provide chair that have good back support and if any one that is not good, should be tagged and removed

1 October 2018

Supervisor

Job design should be made simple and specific.

1 October 2018

Kingston Ben

Admin manager

Tripping hazard should be isolated.

1 October 2018

Supervisor /all

All drawer at the top should be closed properly

1 October 2018

ALL

Over load work should be avoid

1 October 2018

Kingston Ben  

Admin manager

ACTIVITY 4B

1, what are the purpose of contingency plan?

  • To reduce the risk that may associate with your business
  • To Smooth efficient process.
  • The contingency plan protects resources
  • Minimizes customer inconvenience and identifies key staff
  • Assigning specific responsibilities in the context of the recovery

2, Impact Assessment can be defined as the evaluation and analysis of what would happen if certain thing happens. Thus, will needs to find out the risk and what leads to that action if such situation or problems happen.

Stages of Impact assessment

  1. Define the risks posed to the projects and actions outlined in the operational plan – what might happen
  2. Define the scope of the risk posed.
  3. Defined the likelihood that each risk will eventuated- what is the potential for each of the risks to happen.
  4. Used the Matrix scoring system to rank the seriousness’ of each risk. Given the combination of severity and likelihood, which risk possess the greatest threat.
  5. Formulate your response.

ACTIVITY 5

1. Develop a proposal

Breakdown of costs

Resources   

Date

Costs and Quantity

By whom

Monitoring Process.

Plant and equipment

2/10/2018

Delivery trucks

$5,000 x 6= $30,000

lifts truck

$20,000 x 3 = $60,000

Truck Rent PTY.WA.

Clark Cole

Observation

Yellow dusters/microfiber cloths

2/10/2018

5,000x10 =50,000

DTR PTY.

Mr. Sam .K

Observation/feedback

Warehouse and office tissue replacement

2/10/2018

$8x 1000=$8,000

DTR PTY.

Mr. Sam .K

Observation/feedback

   Disinfectant Chemical

15/10/2018

$ 10,000

DTR PTY Mr. Sam .K

Observation/feedback

(Physical resources) Laborers to dispose bins

4/10/2018

To

20/10/2018

$2,000 each day by 12 days=24,000

CHC Cleaning Company

PTY Mr. Marl

Observation/feedback

Multipurpose cleaner

21/10/2018

4,000

CHC Cleaning Company

PTY. Mr. Marl

Observation/feedback

Contingency

$10,000

( Financial Resources) Total cost /budget

$166,000.00

ACTIVITY 6

SMART is a results driven acronym designed to provide focus to the task and the objective required as a result.

  • S. Should be specific, clear to anyone that has basic knowledge of the project.
  • M. Must be measurable, know that that objective is obtainable and how far away completion is. Be aware of when the task has been completed.
  • A. Agreed upon. Agreement must be reached with all stakeholders about what the objectives should be. The objective should also be achievable.
  • R The objective should be realistic and relevant and within the abilities of the organisation skills base.
  • T Time based. Is there enough time to compete the task? Are the timeframes realistic i.e. not too long as to effect performance, timelines and completion?

An objective that follows SMART is more likely to succeed because it is clear (specific) so you know exactly what needs to be achieved. You can tell when it has been achieved (measurable) because you have a way to measure completion. A SMART objective is likely to happen because it is an event that is achievable. Before setting a SMART objective relevant factors such as resources and time must be considered to ensure that it is realistic. Finally, the timeline element provides a deadline which helps people focus on the tasks required to achieve the objective. The timeline element stops people postponing task completion and effecting performance.

You have developed an operational plan, now you need to get it approved. Identify who you might need to seek approval from and the typical process for gaining approval.

The approval of the operational plan is a high-level decision and will most likely rest with the organisation’s executive.

When we seek for approval we might make a presentation, or write a report in support of the plan, the management committee may review the plan before recommending approval to a governing body, or a simple process of receiving approval from senior managers who will be able to approve the activities highlighted for their individual areas.

ACTIVITY 7

Preparation

it is vital that the planning and preparation stage of the recruitment process is done effectively for the appointment of a new member of staff to be successful. Human Resources (HR) or a management panel / interview panel will need to think about what their current or future needs are and the best way to meet them.
If the vacancy is a new role HR or the appropriately delegated persons will need to think about the job purpose, responsibilities and experience that they are looking for culminating onto the development of a statement of duties (SOD). If the role is replacing an existing one they will need to consider if any changes need to be made to ensure that the job is fully effective and review all policy documentation appropriately to reflect the identified needs.

Advertising

Candidates first become aware of a vacancy via advertising or by use of a facilitating recruitment agency. A recruitment advertisement must be written in a clear and concise way so as potential applicants are encouraged to find out more about the organisation and advertised position. Where and when you advertise must be taken into consideration as poorly timed or focusing on the wrong target group with inappropriate media selection will provide poor results in response and will not capture the target market.

Planning

When planning to recruit it is important to establish a realistic timeframe for each stage prior to beginning the process of recruitment.  Having tight deadlines and only leaving a small amount of time for short listing and collation of data can be counterproductive. Careful thought about the whole recruitment process in order to get the best possible outcome is critical. Identification of the method of short listing, scoring and the convening of a selection panel are also important considerations to take into account in the planning stage of recruitment.

Selection process

A professional recruitment process is crucial, for the validity of the recruitment decision and for the image of the organisation. All applicants should feel that they have been treated fairly throughout the process and be left with the impression that the organisation is a fair, coconscious and ethical employer - somewhere where it would be good to work and develop a career.

Appointment

following the interview the panel should make a decision based on all the evidence available as it is applied evenly throughout the recruitment and selection process with reference to the required job description.

HR MANAGER

 Induction Checklist (Ensure you have)

Tick

Told the employee before their first day where, when and who they should report to and whether they need to bring any tools or equipment

A returned, signed copy of the letter of engagement (or employment contract)

A completed Tax file number declaration form (unless declined by employee)

 A completed Superannuation choice form

The employee’s bank account details and the employee’s emergency contact details

Given the employee a copy of the Fair Work Information Statement

If a working visa is required – a copy of the employee’s passport and visa – you will need to do a visa check

Introduce the new employee to other staff and Show the new employee the kitchen/meal, toilet facilities and where to store personal items (bags, jackets etc.)

given the employee copies of relevant company policies or procedures e.g. codes of conduct and work health and safety policies or procedures

Discussed:

  • the history of the business and its role
  • who the employee reports to
  • the employee’s duties and what training will be provided
  • performance expectations and when and how performance will be reviewed
  • hours of work and the procedure for recording hours of work
  • meal breaks
  • the applicable award or enterprise agreement, and where to find a copy
  • the payment method, first pay date and how pays lips are distributed
  • any workplace policies and procedures including:
    • uniform or dress code (if any)
    • procedure if the employee is sick or running late
    • procedure for applying for leave
    • rules regarding personal calls, visitors and/or use of social media at work
    • Any bullying, harassment and anti-discrimination policies.

completed a workplace health and safety induction

ACTIVITY 7 B:

  • Fair Work Act 2009– The act that creates a national workplace relations system that is fair with working people, flexible for business and promotes productivity and economic growth.
  • Legislation in the Employment and Workplace Relations Portfolio- Links to the previous Workplace Relations Act 1996, Acts and Bills amending it, and other legislation administered by the Dept. of Employment and Workplace Relations.
  • Sex Discrimination Actand the Racial Discrimination Act 1984- The Act protects people from unfair treatment on the basis of their sex, sexual orientation, gender identity, intersex status, marital or relationship status, pregnancy and breastfeeding. It also protects workers with family responsibilities and makes sexual harassment against the law.
  • Equal Opportunity for Women in the Workplace Act 1999 (Cth)- An Act to require certain employers to promote equal opportunity for women in employment, to establish the Equal Opportunity for Women in the Workplace Agency and the office of the Director of Equal Opportunity for Women in the Workplace

ACTIVITY 8

ACTIVITY 8 B

Outline some of the advantages of using a purchase order.

Some advantages of a business purchasing utilising a purchase order management system include; the purchaser having a defined traceable record of transaction that states all relevant information to the sale including things such as purchase and delivery dates, cost of purchase, terms and conditions of payments, authorising persons and collation of information between purchase order and invoice / statement to ensure correct payments without ambiguity of details.

Purchase order copies can be used to ensure suppliers dispatch the items that you have ordered upon receipt of goods. A good purchase order management system should have a back order system in place. This enables the purchaser to track and follow up items that have not been received at time of purchase but may be arriving later due to an inability to supply. Used In a larger organisation a purchase order can also provide information for accountancy such as distribution of cost centres and allocation to job numbers for future invoicing

The determination of the gross profit. The P&L provides the rest.

The cash flow statement describes inflow and outflows divided into three parts: cash from operating activities, investments and financing activities.

The balance sheet is a positional statement describing assets owned, liabilities owed and the amount remaining known as equity or funds.

ACTIVITY 8B

  1. Price- Yes, price is important. But if your supplier cannot make a reasonable margin on your business, then something is going to suffer. And if the supplier doesn't cut somewhere, he might find out too late and then put his entire business at risk. And that's risky for you if you don't have back-up suppliers.
  2. Service- We are highly dependent upon our blinds manufacturers because we outsource the product. Over the past year we've been measuring the effect of fill rates, late orders, time to resolve an issue, and time to import invoices, and how all of these things affect not only our expenses but also impact customer satisfaction. We've been able to calculate direct correlations between our customer satisfaction scores and our supplier scores.
  3. Quality - This applies not only to vendors' adherence to specifications, but also whether the product is packed adequately, labelled correctly, and includes agreed-upon marketing materials. And also, the durability of the product to the market
  4. Alignment- It's this fourth category that many companies fail to consider. And it's just as important as the first three. We have about 20 suppliers. Three of them are considered first-tier in our industry and combined they represent the clear majority of market share. One of them suddenly decided this year to stop supplying us with a portion of their products.

Barrier to supplier relationships:

  • Poor communication: lack of clear communication between the both parties create a barrier to supplier relationship. Therefore, there is needs for mutual goals and understanding if not will still lead to frustration and chaos.
  • Unclear goal. You must state clearly what exactly you need from the supplier and reconfirm again to have a clear understanding for both parties.
  • Lack of respect: Fail to be engage in ethical practice will create room short profitable long-term relationship as the supplier will refuse to continue. There is needs for the supplier to get something out of their relationship.
  • Poor leadership. Lack of good manager or leadership styles to engage with supplier will run down the relationship. There is needs for the company to be honest and reliable with their supplier for long term goal.

ACTIVITY 9A

Licensed innovation (IP) alludes to manifestations of the brain, for example, developments; abstract and imaginative works; plans; and images, names and pictures utilized as a part of commerce. IP is secured in law by, for instance, licenses, copyright and trademarks, which empower individuals to acquire acknowledgment or financial advantage from what they design or make. By striking the correct harmony between the interests of trailblazers and the more extensive open intrigue, the IP framework means to encourage a domain in which inattentiveness and development can sustain.

STEM IN BREAKING THE IP LAWS.

  • Understanding infringement (understanding the nature of the infringement and Develop infringement strategy)
  • Before taking legal action (Prove your right full owner and your work have been copy)
  • Seizing counterfeit goods
  • Letter of demands. (Give a letter to prove the ownership right).
  • Alternative dispute resolution (Mediator, arbitration)
  • Going to court

ACTIVITY 9B

The IP types are:

  • Patents, which gives the holder exclusive use of an invention and allows them the right to authorise other parties to use it. Patents are usually granted for twenty years. And inorder to fill a patent, you will needs to fill in a patent application which are available on www.ipaustralia.com.au
  • Design, which allows the employer to be registered owner unless there is a clause in the employment contract to the contrary. Applicant should be made to IP Australia with the design clearly demonstrated in drawing or photograph.
  • Copyright is usually assigned to the owner of the work, but if it is created as a worker the employer is usually deemed to be the copyright holder. It is not requiring for you to register your copy right for it to apply, however it make it clears a d can help to resolve dispute

What can an organisation do to protect its interests in the case of a dispute over intellectual property?

Copyright, patent and design legislations all contain provisions relating to offences under the legislation and remedies under any breaches. Remedies include injunctions against the offender, damages and rights to a share of profits enjoyed as results of the breach.

ACTIVITY 10

Develop a process to conduct individual performance reviews for your employees

The most effective way is to have a combination of structured face to face discussions with diary notes quarterly then half yearly reviews with a full review at the end of the year. Also, remove the prospect of a discussion about pay. Retain this for another time as an employee should be able to leave their review thinking about performance.

In conducting a performance review, you should:

  • Creating performance objective
  • Create performance standards
  • Ask the employee to rate themselves
  • Provide a written performance review to the employee
  • Make sure that you can back up any positives and negatives with specific examples
  • Conduct a review meeting within 48 hours of the written performance review
  • Performance improvement plan
  • Recognise and rewards
  • Note and file any employee comments and then ensure that the final version goes on file.
  • Learning and development.
  • Next year KPI and next review date.

ACTIVITY 10B

What is Performance management system?

Performance management system is the process of creating a work environment or setting in which people can perform to the best of their abilities. The main goal of a performance management system is to help raise employee performance and, in doing so, the productivity and growth of the organization. And is evaluated base on KPI

What are the different Methods of monitoring overall organisational performance?

  • Monitoring process against implementation plan: This is the process of monitoring individual business area and the organisation on the way they progress towards achieving their goal and objective regarding their operational plan. such as Timing, budget, scope and quality if are implemented.
  • Monitoring progress against profit: In this process profit and lost statement, balance sheet and cash flow need to be monitored regularly throughout the year to assess progress against target and to flag any issues.
  • Monitoring progress against productivity standards. In this process assesses the performance of individual team’s member against goals or standards that have been agreed with their supervisor.

ACTIVITY 11

What financial information will you review?

Profits and profit forecast: This mean an estimate of the future profits of a company which can be created by the company itself.

Budget forecast: This mean an estimate the number of revenues that the business will be achieved for a future period.

Cash flow statement: This provide information about cash receipts, cash payments, and the net change in cash resulting from the operating, investing, and financing activities of a company during the period.

Profit and loss statement: This is a financial statement that summarizes the revenues, costs and expenses incurred during a specified period, usually a fiscal quarter or year

Balance sheet (incoming and outgoing) This is the financial statement of a company which includes assets, liabilities, equity capital, total debt, etc.

Investment and liability report: This is report use to evaluate how your investment performance, it can also help you evaluate your investment portfolio and the price histories of your securities

Factor that can influence your performance?

  • Technological factor: change in manufacturing process such as digital Tech which will lead to competitors.
  • Economic factor: change in economy or global economic crises. Such as trade war and increase in tariff.
  • Management Factor: Trends on management strategies or new personnel or poor management system because of incompetent and bad manger.
  • Political Factor: change in political relationship a policy with other country.

ACTIVITY 11B

What financial information will you review?

Profits and profit forecast: This mean an estimate of the future profits of a company which can be created by the company itself.

Budget forecast: This mean an estimate the number of revenues that the business will be achieved for a future period.

Cash flow statement: This provide information about cash receipts, cash payments, and the net change in cash resulting from the operating, investing, and financing activities of a company during the period.

Profit and loss statement: This is a financial statement that summarizes the revenues, costs and expenses incurred during a specified period, usually a fiscal quarter or year

Balance sheet (incoming and outgoing) This is the financial statement of a company which includes assets, liabilities, equity capital, total debt, etc.

Investment and liability report: This is report use to evaluate how your investment performance, it can also help you evaluate your investment portfolio and the price histories of your securities

ACTIVITY 12

SOLUTIONS TO THIS ISSUE.

  • Have experience staff
  • Have enough car park and toilet
  • Buy an updated equipment
  • Relocate to low noise area
  • Maintain and monitor their machines.
  • Follow production procedures
  • Making sure staff maintain company culture

ACTIVITY 12 B

Continuous improvement: Continuous improvement is an ongoing effort to improve products, services or processes. These efforts can seek “incremental” improvement over time or “breakthrough” improvement all at once. For example, if you are doing business you will needs to find out the area you will improve especially when there is changes in service.

Tools used to assess the progress of continuous improvement activities in organisation?

GAP ANALYSIS:

It is a procedure that organizations use to figure out what steps should be taken to move from its present state to its coveted, future state. Likewise called require hole investigation, needs analysis, and needs appraisal. Crevice investigation comprises of posting of trademark elements, for example, traits, capabilities, execution levels of the current circumstance, posting components expected to accomplish future destinations, and afterward highlighting the holes that exist and should be filled. Hole investigation compels an organization to think about its identity and request that who they need be later.

FISHBONE DIAGRAM: This is used to identifies the cause of the complex event or phenomenon. Hence can help in brainstorming to identify possible causes of a problem and in sorting ideas into useful categories.

ACTIVITY 13

Form of training process are.

  • Coaching and mentoring programs: This is form of a program design to train less skill and experience employees which is done on job and can save time and money compare to other training.
  • Electronic learning opportunities or paper based: This is the learning that take place using computer which is facilitated through internet and reading paper to acquire skills, such as stream video and other media.
  • Workshop: This is another way of training by group of people engaging in intensive discussion to acquire more skill.
  • On the jo guidance from team and expert worker: This program is design for higher intellectual team and expert to educate and guide less skill employees to acquire basic needs by making sure proper things is done and advice accordingly on how is being done.

ACTIVITY 13 B

  • Coaching is based on competency and it’s a way of enabling individual learning and development, so performance and skills are enhanced and
  • Mentoring is based on building a relationship and it is a way of improving individual knowledge, work efficiency, and way of thinking. And the best way to build relationship among the teams is by mentoring because it helps new employees adjust to the organizational structure and culture, which helps the business by bringing new hires up to speed

ACTIVITY 14

Various type of negotiation is

Soft negotiation: This king of negotiation is used to try and avoid resolve issues or conflict. In this medium the negotiator makes concessions and does not argue points and because of that, they are easily taken advantage of and are left feeling exploited.

Hard Negotiation: This is used to win at any cost, regardless of the impact on the relationship with other.

Principled Negotiation: using combination of hard and soft negotiation to achieve their aim without damaging their relationship with other which is usually considered most effective means of negations

To prepare for the negotiations you need the followings:

  • Prepare effectively
  • Understand and consider the needs and interests of the parties
  • Manage the impact of your personal negotiation style
  • Generate greater value through creativity.
  • Successfully address all the key elements of the negotiation cycle through optimal preparations, engagement and review.

ACTIVITY 14 B

Strategy for negotiation are as follows;

STYLE

DETIALS

Competition

 A win/ lose approach which leads to confrontation

Compromise

A win / win approach which is optimal

Co-operation

A win / win approach which is creates joint problems solving

Accommodation

A lose/win approach which leads to capitulation

Avoidance

A lose/win approach which leads to withdrawal.

ACTIVITY 15

The process to document the benchmarking of employee’s performance are as follows.

  • The operational plan
  • List of strategic goals including breakdown
  • SMART goals
  • Contingency plans for emergencies
  • Documents regarding recruitment and employment
  • Quality improvement information.

ACTIVITY 15 B

The following are ways to document the performance outcome of the operational activities.

This can be done through Report.

Presentation

Summary analysis

Hardcopy and soft copy

Benefit of Documentation

  • To keep records and reference check.
  • To reduce storage space
  • For enhance security and privacy
  • Easier retrieval
  • For back up and disaster recovery