Case study 2 New steak restaurant in your club

Objectives and scope of plan

As we are getting positive feedback during the market research, that encourage the board to approve this venue. To describe the process for establishing, implementing and maintaining the new objective and goals for the new steak restaurant. This procedure applies to all staff of the steak restaurant. A restaurant team has established a mission to y Provide to our valued customers prompt and high quality food and service in a friendly and courteous manner." To move closer to this mission, the team has set a number of goals to
y y y

"Reduce the average customer waiting time by 10 minutes" (addresses "prompt" service) "Reduce cholesterol in food by 10% within a year" (addresses "high quality food") "Improve customer perception of courtesy within a year" (addresses "friendly and courteous manner")

To accomplish these goals, the team has further defined specific actions that will get them there To reduce customer waiting time
y y

"Add five more tables to the dining room by (date)" "Add one cook to the staff during peak periods by (date)"

To reduce cholesterol
y y

"Begin using unsaturated fats by (date)" "Begin using low fat salad dressing by (date)"

To improve customer perception of courtesy

y y

"Provide eight hours of customer service training to all team members by (date)" "Establish awards for courteous service and begin by (date)"

Internal and external factors that could impact on the development of the operational plan:1. Internal factor, these involve (5M's)
y y y y y

Management Manpower machine material and money.

1. External factors , these include Macro factor and micro factors. Macro factors are the one that affect the organization indirectly, these are (pestel)
y y y y y y

Political environment social-cultural technological and Ecological legal

While micro factors are those which affect the organization directly it involve
y y y y

customers competitors suppliers and public

Appropriate resources strategies:The "strategic" part of this planning process is the continual attention to current changes in the organization and its external environment, and how this affects the future of the organization. Skills in strategic planning are critical to the long-term success of your organization. This form of planning includes: a) Taking a wide look around at what's going on outside the organization and how it might affect the organization (an environmental scan) b) Taking a hard look at what's going on inside the organization, including its strengths, weaknesses, opportunities and threats (a SWOT analysis) c) Establishing statements of mission, vision and values d) Establishing goals to accomplish over the next (usually) three years or so, as a result of what's going on inside and outside the organization e) Identifying how those goals will be reached (strategies, objectives, responsibilities and timelines)

Strategic planning determines the overall direction and goals of the organization. Consequently, strategic planning influences numerous aspects of the organization, including what: a) Products and services will be provided by the business and how those products and services will be designed b) Organizational design and roles are needed by the organization c) Performance goals are established for positions throughout the business d) Board committees should be developed (in the case of corporations) e) Resources are needed to reach those goals, and consequently, how much money is needed to procure those resources -- ultimately, the goals determine the content of various budgets Two key points to remember while proceeding through this module: 1) The planning process is at least as important as the planning document itself. 2) The planning process is never "done" -- the planning process is a continuous cycles that's part of the management process itself.

Evaluation Plan
It's important to describe in your proposal exactly how you will decide whether or not your project has been successful, achieved its objectives, etc. The Evaluation Plan will tell the prospective funding agency how you will be going about showing them at the end of the project that their investment in your was a good one. If you plan to use a survey or questionnaire to help in evaluating the success of your project you may want to include in the Appendices a draft of what you are considering for the questionnaire/survey. Your evaluation plan does not have to be elaborate but it is important to indicate to the prospective funding agency that you have not forgotten this important step. Try to include both a concern for formative evaluation/process evaluation (ways to gain feedback on the project while it is being conducted) and summative evaluation/product evaluation (ways to show that the project fulfilled that which was originally proposed). Another way of conceptualizing this is that formative evaluation/process evaluation is concerned with the activities of the project. On the other hand, summative evaluation/product evaluation is concerned with the stated objectives of the project. It is easy to create a summative evaluation/product evaluation plan if you have done a good job of clearly stating your project objectives or expected outcomes. Make direct reference to your objectives in your evaluation plan. This creates a strong sense of integration/consistency within your proposal. The reader of your proposal will now be hearing the same message repeated in different sections of your proposal. Try creating two separate evaluation plans - one for formative evaluation and the other

for summative evaluation. A good evaluation plan should include some sense of concern for what goes on following the conclusion of the funding period. How will the initiatives that have been started under the project be sustained? Have new things occurred that will be continued in the future? How will other cooperating agencies assist in continuing the project after the conclusion of the funding period? These and other areas should be included in a viable evaluation plan.

Delegation process
Delegation means achieving results by giving someone else the authority to do work for which you are ultimately responsible. Despite the fact that delegation has many benefits, the process also has some potential pitfalls, so you need to use a delegation process that will minimize the risks and maximize the rewards. Consider these questions in deciding whether to delegate a task or project.

Seven Steps to Effective Delegation Delegation can be risky and nerve-wracking if done badly, because you may find that you dont get the expected results. However, by following the steps outlined below, you can usually insure that you will achieve desired results and both you and the employee will be satisfied with the process 1. Define your desired results. 2. Select an appropriate employee. 3. Determine the level of delegation. 4. Clarify expectations and set parameters. 5. Give authority to match level of responsibility. 6. Provide background information. 7. Arrange for feedback during the process

Consultation process
The parties accept that there will often be informal discussions or consideration of issues, which may, or may not, lead to organisational change prior to the development of a specific change proposal. Such informal discussions or considerations are part of the consultation process. When informal discussions lead to the development of a specific change proposal, such discussions should involve staff likely to be directly affected as soon as practicable. A staff member will be considered to be directly affected when the proposed change falls within the definition of organisational change. The intent of a consultation process is to provide staff and/or their Union with a genuine opportunity to influence the decision maker. Consultation does not remove the restaurant prerogative to manage, but allows for a better informed decision making process. The restaurant shall engage in formal consultation with the staff potentially affected by the change at the earliest appropriate time after a proposal for change has been initiated. http://www.hr.uwa.edu.au/agreements/elicos/elicos_agreement/other_provisions/consultation _on_organisational_change http://www.ifad.org/evaluation/process_methodology/process/2_1.htm

Activity 1
The aim of any analysis is to identify the key internal and external factors that are important to achieving the objective. These come from within the company's unique value chain. SWOT analysis groups key pieces of information into two main categories:
y y

Internal factors The strengths and weaknesses internal to the organization. External factors The opportunities and threats presented by the external environment to the organization. - Use a PEST or PESTLE analysis to help identify factors

The internal factors may be viewed as strengths or weaknesses depending upon their impact on the organization's objectives. What may represent strengths with respect to one objective may be weaknesses for another objective. The factors may include all of the 4P's; as well as personnel, finance, manufacturing capabilities, and so on. The external factors may include macroeconomic matters, technological change, legislation, and socio-cultural changes, as well as changes in the marketplace or competitive position. The results are often presented in the form of a matrix. SWOT analysis is just one method of categorization and has its own weaknesses. For example, it may tend to persuade companies to compile lists rather than think about what is actually important in achieving objectives. It also presents the resulting lists uncritically and without clear prioritization so that, for example, weak opportunities may appear to balance strong threats. It is prudent not to eliminate too quickly any candidate SWOT entry. The importance of individual SWOTs will be revealed by the value of the strategies it generates. A SWOT item that produces valuable strategies is important. A SWOT item that generates no strategies is not important. http://wiki.answers.com/Q/What_are_the_internal_and_external_factors_in_market_environ ment

Impact of changes on day to day operations

Change can be one of the most difficult obstacles to overcome in the work environment. Whether its a new employee adjusting to rules and responsibilities, or someone who has been on the job for years, breaking old habits and learning new tasks can be overwhelming. As managers, our challenge is to make change easier for our employees. This is not a simple task, but there are ways to make the transition a little easier. OVERCOMING RESISTANCE TO CHANGE Change can create a great deal of uncertainty for managers and staff, especially if they do not feel that they have sufficient time to fully explore the issues - a common feature of situations where unplanned change is pushed through at a time of pressure. When considering and planning organisational change, managers should consider the following basic guidelines.
y

Widely communicate the need for change. Communicate what youre doing about it. Communicate what was done and how it worked out.

y y

Get as much feedback as practical from employees, including what they think are the problems and what should be done to resolve them. If possible, work with a team of employee representatives to manage the change. Don't get trapped in change for the sake of change. Know why youre making the change and keep asking yourself, what goals do you hope to accomplish? Plan the change, dont just let it happen. Ask yourself how you plan to reach your goals, what will you need to reach them, how long might it take and how will you know when youve reached your goals or not? Focus on the coordination of departments and programs in your organization, not on each part by itself. Have someone in charge of the plan Boast Morale in day to day operations by delegating decisions to employees as much as possible. This includes granting them the authority and responsibility to get the job done. As much as possible, let them decide how to do the project. Don't be impatient and give the process the time that it needs. Recognise that change won't be instantaneous and will probably take longer than you think. Take care of the human side of change and put adequate support measures in place. Organization-wide change can be highly stressful. Include closure in the plan. Acknowledge and celebrate the changes made and the accomplishments of the staff. Depending on the size and nature of your business, consider using a consultant. Ensure the consultant is highly experienced in organisation-wide change. Ask to see references and contact other organisations where they have been involved. http://www.barclayscorporate.com/commercial/turningthecorner/insight/resistance.ht ml

y y y y

Specific priorities of tasks, responsibilities of staff

A new task doesn't appear in calendar view when following the steps above: - select the vertical month view - open the new task creation window by clicking directly on the calendar - create a new task without setting any hour for the task: default hour for task start and end is set to 00:00 the new task isn't displayed on the calendar view Two possible fixes: - setting different default hour in this specific case (in other calendar view the default hour is set depending on the place on screen clicked to create the task). It could be for instance the current hour or the beginning of the day's hour range - fix the bug that disable the display of tasks beginning and ending at 00:00 - tasks beginning and ending at the same hour but a different value from 00:00 are displayed properly .

Every hotel, large or small, includes a variety of employment opportunities. A smoothoperating hotel needs workers in departments with diverse responsibilities dependent on one another. General Manager 1. A general manager is responsible for a large number of tasks. You will be required to prepare a yearly budget and submit it to the hotel owner, corporate office or possibly a district manager. All employee terminations and new hires will be your responsibility. Hotel room rates fluctuate consistently, and as the general manger of the hotel, it will be your responsibility to decide the best rate for any given day, night, weekend or special event. You will also have the authority to set hotel service standards as well as choose extra services or amenities to make the hotel more appealing to travellers.

Front Desk Supervisor and Staff 2. The front desk staff will take reservations by phone, cancel reservations, check in guests, check guests out, and keep the front desk area and lobby clean and presentable. As a front desk agent, you may be required to help in other areas of the hotel, such as housekeeping, during busy seasons or if staff is short-handed. You will be responsible for large amounts of money, authorizing guest refunds, and taking care of any guest complaints or room issues. The front desk supervisor also will work the front desk and may be responsible for scheduling the work days and hours for the other front desk staff. Housekeeping Staff and Laundry 3. Housekeepers are responsible for the cleanliness of all rooms in such a way that a guest would not realize someone had just checked out of the room earlier that same morning. You will also strip every linen off each bed and make each bed according to the hotel standards. The guest rooms are meticulously cleaned and sanitized before a guest arrives. Smaller hotels may require the housekeepers to do the laundry, which will require you to wash, dry and fold all linens, including sheets, pillowcases, comforters and blankets. As a laundry person, you would be required to also remove stains that may be in any linens, when possible. Breakfast Host, Hostess and Cooks 4. Many hotels offer a complimentary breakfast bar. As the host or hostess you will be responsible to keep the bar stocked at all times, clean up any messes, brew coffee, wash dishes, break down the breakfast bar and wash the breakfast dishes. If the hotel has a hot bar, you or another person will be responsible for cooking items such as eggs or waffles, and keeping a steady flow of the items to the breakfast bar. The cook will also help break down the bar and clean up the work area before the shift for the day is over. Maintenance 5. A hotel maintenance person will ensure that just about everything in the hotel is in proper working order. Daily tasks may include changing light bulbs, removing waste and

painting. Other tasks will be assigned as needed, including fixing or replacing toilets, piping, room appliances and vacuums. Many hotels have an indoor pool, and you must ensure that the water pumps and chemical pumps are working correctly. Also, you will need to be familiar with heating and air conditioning units, electrical wiring and plumbing, and how to troubleshoot, fix or replace these items. Other 6. Larger hotels may have more positions, such as loss prevention officer, security guards, bell boys, concierge and shuttle drivers. Many hotels may also offer a shuttle service if they are close to an airport, amusement park or other guest attraction. In smaller hotels that do not offer an on-site or on-call concierge, the front desk staff usually tries to assist in finding exactly what the guest is looking for.

Read more: Duties & Responsibilities for Hotel Positions | eHow.com http://www.ehow.com/about_5529533_duties-responsibilities-hotelpositions.html#ixzz14djmR4Ve

Resources to use
Leading your organization in a new strategic direction can be challenging. Fortunately, when it comes to sustainability, even small steps can have a huge impact. Building a sustainable business model will require a different mindset and new approaches, but the payoff can be well worth the effort. Involving employees in the mission to become more sustainable can strengthen employee and customer engagement and commitment, as well as help your organization shine as an innovative leader in your industry. Sustainability is about working and living in a way that responsibly meets immediate needs, but also considers how our decisions and plans will affect the future. Amory Lovins, consultant, physicist, and a leading authority on energy, views sustainability as doing business as if nature and people were properly valued, which creates stunning competitive advantage. Our previous article, Sustainability: Achieving the Competitive Advantage defined and introduced sustainability and discussed some of the benefits employers can expect by embracing sustainable ideas. Benefits of sustainability efforts include innovation, productivity, and attracting top talent. This article will help leaders take the first step towards building a sustainable organization by introducing a strategy that can be rolled out in phases and customized to work in any setting. Your Mindset becomes the Framework Setting the framework for change is the first step. Without the proper foundation, your sustainability initiatives are at risk for falling by the wayside or being viewed as the latest management fad. Sustainable innovation is a powerful investment and the first (big) step is to change your mindset. Once you have built an infrastructure that supports sustainability with clearly defined goals, the next step is helping others see, understand, and live that same vision. Once that vision has permeated your organization, you can begin to implement technical solutions and make further sweeping changes.

Good decision making is an essential skill for career success generally, and effective leadership particularly. If you can learn to make timely and well-considered decisions, then you can often lead your team to spectacular and well-deserved success. However, if you make poor decisions, your team risks failure and your time as a leader will, most likely, be brutally short. The techniques in this section help you to make the best decisions possible with the information you have available. These tools help you map out the likely consequences of decisions, work out the importance of individual factors and choose the best course of action to take. These techniques build on the tools discussed in the section on Problem Solving Tools, in that Decision Making follows on from an understanding of the situation. The section on Creativity Tools will help you to explore what alternatives that is open to you. Do remember, though, that the tools in this chapter exist only to assist your intelligence and common sense. These are your most important assets in good Decision Making.

http://www.phwa.org/resources/goodcompany/newsletter/article/182

Who would be involved in developing evaluation process?

To generate a good plan means logically working through a series of issues, and this section takes you through:
y y y y

consideration of stakeholders and their concerns consideration of constraints how to translate concerns into key evaluation questions Selection of data gathering methods to address the key questions that are to be the focus of the evaluation.

When should planning begin? Planning for evaluation should occur as part of the other planning activities associated with project start up. There are two good reasons for this:
y

Aspects of the project will need evaluating during the formative stages of the project for example its design, project processes, product prototype. Evaluation data will give the project team important feedback for refining/modifying development of the project outputs. Such data is an important part of quality assurance. Data therefore needs to be gathered soon after the commencement of the project, and ways of collecting that data have to be put in place. Considering what will be evaluated helps sharpen focus on the stated project goals and objectives. These need to be framed in a way that makes assessment of their achievement possible. The need for clearly stated 'output' and 'outcome' goals cannot be over-emphasised if evaluation is to be effective, as these serve as the key criteria, or standards, on which to base the evaluation. As far as possible and appropriate, these outcomes should be stated in measurable terms so that their realisation can be effectively evaluated (e.g. percent completion rates).

How to get planning underway Once the planning/evaluation group is established and basic management issues addressed, we suggest you work through the following issues in a face-to-face workshop (assuming that a team approach to evaluation is envisaged). You will find a facilitator helpful e.g. external consultant, Centre for the Advancement of Learning and Teaching (CALT) staff member, project leader. If scope for a face-to-face workshop is limited, consider videoconferencing or online activities (e.g. a discussion board). Back to top 8.2 Who has a stake in the evaluation: Stakeholder analysis Stakeholder analysis involves: a. identifying the major stakeholders in your evaluation and, b. Identifying the likely key concerns of those stakeholders. Identifying stakeholders Understanding the stakeholders and who the evaluation report(s) are actually for will shape the goals/objectives of the evaluation, the questions to be asked, when they are to be asked, and the methods of data collection, analysis and reporting - in other words, pretty well all facets of the evaluation! Stakeholders could include: design/development staff teaching staff project manager/project steering group support staff Head of School, Dean of Faculty, Teaching & Learning Committee students (users) 6. Other groups e.g. professional bodies, employers. Identifying concerns Stakeholders will likely differ in their concerns and what they want to find out. Column 3 of the following Stakeholder Analysis Worksheet [Word] outlines some of the typical concerns of stakeholders within the University. Note that the concerns are by no means mutually exclusive with respect to stakeholders, and the balance of concerns will vary from project to project. Importantly, concerns will change over the life of the project (from formative/development stage to implementation and beyond). Hence the questions asked will change over that time. 1. 2. 3. 4. 5.

How to administer & manage operational plan

The performance outcomes, 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 people who manage the work of others and operate within the

parameters of a broader strategic and/or business plan. The task of the manager at this level is to develop and implement an operational plan to ensure that the objectives and strategies outlined in the strategic and/or business plan are met by work teams. However in some larger organisations operational plans may be developed by a strategic planning unit. Performance criteria Element 1. Develop operational plan Performance criteria 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 details of the operational plan include the development of key performance indicators to measure organisational performance 1.4 Develop and implement contingency plans at appropriate stages of operational planning 1.5 Ensure the development and presentation of proposals for resource requirements is supported by a variety of information sources and seek specialist advice as required 1.6 Obtain approval for plan from relevant parties and ensure understanding among work teams involved 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 and practices 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 3. Monitor and review operational performance 3.1 Develop, monitor and review performance systems and processes to assess progress in achieving profit and 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 underperformance, 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 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 Skills and Knowledge Required skills literacy skills to access and use workplace information and to write a succinct and practical plan technology skills to use software to produce and monitor the plan against performance indicators planning and organisational skills coaching skills to work with people with poor performance numeracy skills to allocate and manage financial resources. Required knowledge models and methods for operational plans budgeting processes alternative approaches to improving resource usage and eliminating resource inefficiencies and waste http://www.vecci.org.au/Training/Diploma_of_Management_BSB51107/Manage_operation al_plan/Pages/BSBMGT515A_Manage_operational_plan.aspx

However, there are some basic considerations that most people make when selecting from among the many choices for organizational development, or capacity building, activities. Considerations include: 1. First, does the change-management method (if one was used) suggest what organizational development activities to use now, for example, the method of strategic management might suggest that a SWOT analysis be done, strategic goals be established along with action plans for each goal, and then implementation of the action plans be closely monitored. 2. Is the activity most likely to address the findings from the discovery, that is, to solve the problems or achieve the goals? To find out, review any research about use of the activity, discuss the potential outcomes with experts and also with members of the organization. Consider posing your questions in online groups of experts about change. 3. Does the nature of the activity match the culture of the organization? The best way to find out is to discuss the activity with members of the organization. 4. Does the change agent and key members of the organization have the ability to conduct the activity? For example, technostructural and strategic interventions sometimes require technical skills that are not common to many people.

5. Does the activity require more time to conduct than the time available in which to address the problem or goal? For example, a cash crisis requires immediate attention, so while a comprehensive strategic planning process might ultimately be useful, the four to five months to do that planning is impractical. 6. Does the client's organization have the resources that are necessary to conduct the activity, considering resources such as funding, attention and time from people and facilities.