COORDINATE ACTIVITIES IN THE OPERATION OF

AN ENTERPRISE

OPERATIONS MANAGEMENT
Introduction
• Proper planning and preparation are
essential for the effective completion of
work based tasks.
• Work plans are essential tools in
developing a framework in which staff are
expected to operate.
PURPOSE OF PLANS
Plans are anything that aims to identify:
 What is to be achieved
 How it is be achieved
 Who is responsible
 The timeliness that apply
 What resources are available
REFLECTIONS OF PLANS
 The plans must reflects targets and
objectives.
Work Plans may relate to:
• Written work plans
• Verbal work plans
• Daily priorities
• Regular duties or work tasks
TYPES OF WORK PLANS
• Sales Plans
• Reporting Plans
• Production Plans
• Budgetary Plans
• Team Participation
• Work Schedules
• Team and Individual Learning Goals
KEYS TO PLANNING
The keys then to workgroup plans are as follows:
• Know the goals for the business and your
area/department.
• Match your plans to those goals
• Inform, train and resource staff
• Review your plans regularly and modified as
required.
PRIORITIZATION OF WORK
ACTIVITIES
Supervisors are expected to
determine the following aspects:
• What needs to be done?
• What activities are considered
more important?
IMPORTANCE OF PRIORITIZATION
Prioritising your tasks means that you
will have to determine which tasks are
most important and should be done
first, and which ones can be left until
later.
GOLDEN RULE OF DEVELOPING WORK
PRIORITIES
• Your priorities must reflect the priorities of the
business
• You need to know what these priorities are and
ensure they flow through to your personal priorities
and those you establish for staff
• This piece of advice must be borne in mind at all
times-----it is non-negotiable and provides the
basis of prioritising action.
 Identification and
Incorporation of Training
and Learning
Opportunities
 TRAINING NEEDS IDENTIFICATION

TRAINING AND
TRAINING DEVELOPMENT
DEVELOPMENT

-the process of -learning that goes -continuous effort

Training Equipment
• Changes in Procedures
• Changes in Legal Requirements
• Training Needs Analysis
 STAFF
INDUCTION
Staff who are inducted may need initial
skills in certain areas because they have no
experience at all with specific tasks, or they
may require remedial training because
their experience is not at the standard you
require.
 REQUEST
FROM A STAFF
Where staff feels comfortable with
management or their position within the
organization, staff may identify their own
needs of training.
 A REQUEST FROM
MANAGEMENT
From time-to-time management may
observe the workplace performance of
certain staff and determin that training is
needed for them. It is to be expected that
any staffs that are told by management
that they need training are going to be, to
various degrees, anxious about their future
and job security.
 PERSONAL
OBSERVATION
As a manager your role can frequently
present oppurtunities to observe staff
practices. Such observations can often
indicate a need for training .
 CUSTOMER
COMPLAINT
Given that we work in an industry that is
characterized by interaction with people,
it is almost inevitable that complaints will
occur.
CHANGES IN WORKPLACE
EQUIPMENT
There are always be examples of new
equipment being introduced into the
workplace, be it replacement equipment
or items that represent new initiatives
 CHANGES IN
PROCEDURES
Changes in procedures may be
occasioned by a change in management, a
change in focus, or changes in equipment.
you will be required to deliver training
that enables staff to function in accord
with new procedures which may include.
CHANGES IN LEGAL
REQUIREMENTS
Commonly, this training simple involves
making staff aware of the new legislation,
but there are occasions where
demonstrations to illustrate the new laws
are required.
 TRAINING NEEDS
ANALYSIS
TNA is a way of identifying the difference
that exisists between the work which
staffs are performing, and the standard
of performance required by the business.
- the training gap
THE BASIC STEPS IN DEVELOPING TRAINING AND
LEARNING OPPORTUNITIES THAT TARGET
IDENTIFIED NEEDS
STEP 1- Know where you’re starting from and what’s
required
STEP 2- Do an audit of staff
STEP 3- Identify the training gap
STEP 4- Determine the course of action
STEP 5- Consult: Talk to those involved.
THE
ORGANIZATIONAL
CHART OF AN
ENTERPRISE
This document sets out the
hierarchical relationship
between all positions within the
business and identifies:
• Who is responsible to who
• The official lines of
communication
• Possible career paths for
people within the business
 LINE OF
AUTHORITY AND
RESPONSIBILITY
 LINES OF AUTHORITY
Lines of authority refer to:
• The ‘chain of command’-these are the official
channels that staff are expected to use when
decision has to be made.
• Specification of the degree and scope of authority
that one staff member has in relation to other
staff. This relates to the power one staff member
has over another as approved by the business;
LINES OF RESPONSIBILITY
Lines of responsibility refer to:
• The prescribed areas or department’s staffs have
responsibility for.
• knowing exactly what they are responsible for
allows staff to concentrate on the work that
management has identified as being their primary
role and great reduces the possibility of staff
working on things that are someone else’s
responsibility
 THE MANAGER’S OR SUPERVISOR’S PERSPECTIVE
SITUATIONS WHERE STAFF LOSSES THEIR FAITH TO
MANAGERS ABILITY OR JUDGEMENT:
• Failed to clearly explain channels of communication,
authority and responsibility to staff
• Failed to create a supportive work environment that
encourages staff to come to the supervisors with
problems
• Demonstrated unfair treatment of team members,
favouring some staff over others
• Deliverately excluded some staff from team
THANK YOU