Learning Module

BSBMGT515A
Manage Operational Plan

TableofContents
UnitDescription ..................................................................................................................................4
Performancecriteria .......................................................................................................................5
SkillsandKnowledge.......................................................................................................................6
Rangestatement.............................................................................................................................7
Evidenceguide ................................................................................................................................9
Objectives......................................................................................................................................10
1.Developoperationalplan ..........................................................................................................11
1.1Research,analyseanddocumentresourcerequirementsanddevelopanoperationalplanin
consultationwithrelevantpersonnel,colleaguesandspecialistresourcemanagers .....................12
Whatisanoperationalplan?........................................................................................................12
Research,analyseanddocumentresourcerequirements ...........................................................15
Activities1.1.11.1.3...................................................................................................................17
1.2Developand/orimplementconsultationprocessesasanintegralpartoftheoperational
planningprocess ............................................................................................................................... 18
Feedback .......................................................................................................................................20
Activities1.2.11.2.2...................................................................................................................21
1.3Ensuredetailsoftheoperationalplanincludethedevelopmentofkeyperformanceindicators
tomeasureorganisationalperformance ..........................................................................................22
HowtowriteaKeyPerformanceIndicator ..................................................................................23
Activities1.3.11.3.2.....................................................................................................................24
1.4Developandimplementcontingencyplansatappropriatestagesofoperationalplanning ...25
Stepsforcreatingacontingencyplan...........................................................................................25
Activities1.4.11.4.3....................................................................................................................30
1.5Ensurethedevelopmentandpresentationofproposalsforresourcerequirementsis
supportedbyavarietyofinformationsourcesandseeksspecialistadviceasrequired .................31
Developabusinessproposal ........................................................................................................31
Activities1.5.11.5.2....................................................................................................................36
1.6Obtainapprovalforplanfromrelevantpartiesandensureunderstandingamongworkteams
involved.............................................................................................................................................37
Activities1.6.11.6.2 .....................................................................................................................40
2.Planandmanageresourceacquisition ......................................................................................41

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2.1Developandimplementstrategiestoensurethatemployeesarerecruitedand/orinducted
withintheorganisation'shumanresourcesmanagementpoliciesandpractices............................42
Humanresourcespoliciesandprocedures...................................................................................43
OutsourcingversustheHRDepartment.......................................................................................45
Activities2.1.12.1.2...................................................................................................................47
2.2Developandimplementstrategiestoensurethatphysicalresourcesandservicesare
acquiredinaccordancewiththeorganisation'spolicies,practicesandprocedures........................48
Internalsuppliers ..........................................................................................................................50
Thevalueofasupplierrelationship..............................................................................................51
PurchaseOrders............................................................................................................................53
Purchaseorderexample ...............................................................................................................53
Activities2.2.12.2.5...................................................................................................................55

3.Monitorandreviewoperationalperformance ..........................................................................56
3.1Develop,monitorandreviewperformancesystemsandprocessestoassessprogressin
achievingprofitandproductivityplansandtargets .........................................................................57
Activities3.1.13.1.2...................................................................................................................65
3.2Analyseandinterpretbudgetandactualfinancialinformationtomonitorandreviewprofit
andproductivityperformance ..........................................................................................................66
Activity3.2.1 .................................................................................................................................67
3.3Identifyareasofunderperformance,recommendsolutions,andtakepromptactiontorectify
thesituation......................................................................................................................................68
Innovation .....................................................................................................................................69
Change ..........................................................................................................................................69
Factorsaffectingoutputandquality.............................................................................................70
Variationstoimprovementprocesses ..........................................................................................71
ActionLearning .............................................................................................................................72
Activity3.3.1 .................................................................................................................................75
3.4Planandimplementsystemstoensurethatmentoringandcoachingareprovidedtosupport
individualsandteamstoeffectively,economicallyandsafelyuseresources..................................76
Activity3.4.1 .................................................................................................................................77
3.5Negotiaterecommendationsforvariationstooperationalplansandgainapprovalfrom
designatedpersons/groups...............................................................................................................78
TheProcessofNegotiation ...........................................................................................................80
Consistencyofrecommendations ................................................................................................80
Activities3.5.13.5.2....................................................................................................................82

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3.6Developandimplementsystemstoensurethatproceduresandrecordsassociatedwith
documentingperformancearemanagedinaccordancewithorganisationalrequirements...........83
Activities3.6.13.6.2...................................................................................................................84
MajorActivity................................................................................................................................85
References ........................................................................................................................................87

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UnitDescription
Thisunitdescribestheperformanceoutcomes,skillsandknowledgerequiredtodevelopand
monitorimplementationoftheoperationalplantoprovideefficientandeffectiveworkplace
practiceswithintheorganisation'sproductivityandprofitabilityplans.Managementatastrategic
levelrequiressystemsandprocedurestobedevelopedandimplementedtofacilitatethe
organisation'soperationalplan.Nolicensing,legislative,regulatoryorcertificationrequirements
applytothisunitatthetimeofendorsement.
EmployabilitySkills
Thisunitcontainsemployabilityskills.
ApplicationofUnit
Thisunitappliestopeoplewhomanagetheworkofothersandoperatewithintheparametersofa
broaderstrategicand/orbusinessplan.Thetaskofthemanageratthislevelistodevelopand
implementanoperationalplantoensurethattheobjectivesandstrategiesoutlinedinthestrategic
and/orbusinessplanaremetbyworkteams.Howeverinsomelargerorganisationsoperational
plansmaybedevelopedbyastrategicplanningunit.
Atthislevelworkwillnormallybecarriedoutwithincomplexanddiversemethodsandprocedures,
whichrequiretheexerciseofconsiderablediscretionandjudgement,usingarangeofproblem
solvinganddecisionmakingstrategies.
UnitSector
Nosectorassigned

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Performancecriteria
ELEMENT

PERFORMANCECRITERIA

1. Developoperational
plan

1.1.Research,analyseanddocumentresourcerequirementsand
developanoperationalplaninconsultationwithrelevant
personnel,colleaguesandspecialistresourcemanagers
1.2.Developand/orimplementconsultationprocessesasanintegral
partoftheoperationalplanningprocess
1.3.Ensuredetailsoftheoperationalplanincludethedevelopmentof
keyperformanceindicatorstomeasureorganisational
performance
1.4.Developandimplementcontingencyplansatappropriatestages
ofoperationalplanning
1.5.Ensurethedevelopmentandpresentationofproposalsfor
resourcerequirementsissupportedbyavarietyofinformation
sourcesandseekspecialistadviceasrequired
1.6.Obtainapprovalforplanfromrelevantpartiesandensure
understandingamongworkteamsinvolved

2. Planandmanage
resourceacquisition

2.1.Developandimplementstrategiestoensurethatemployeesare
recruitedand/orinductedwithintheorganisation'shuman
resourcesmanagementpoliciesandpractices
2.2.Developandimplementstrategiestoensurethatphysical
resourcesandservicesareacquiredinaccordancewiththe
organisation'spolicies,practicesandprocedures

3. Monitorandreview
operational
performance

3.1.Develop,monitorandreviewperformancesystemsandprocesses
toassessprogressinachievingprofitandproductivityplansand
targets
3.2.Analyseandinterpretbudgetandactualfinancialinformationto
monitorandreviewprofitandproductivityperformance
3.3.Identifyareasofunderperformance,recommendsolutions,and
takepromptactiontorectifythesituation
3.4.Planandimplementsystemstoensurethatmentoringand
coachingareprovidedtosupportindividualsandteamsto
effectively,economicallyandsafelyuseresources
3.5.Negotiaterecommendationsforvariationstooperationalplans
andgainapprovalfromdesignatedpersons/groups
3.6.Developandimplementsystemstoensurethatproceduresand
recordsassociatedwithdocumentingperformancearemanaged
inaccordancewithorganisationalrequirements

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SkillsandKnowledge
Thissectiondescribestheskillsandknowledgerequiredforthisunit.
Requiredskills

literacyskillstoaccessanduseworkplaceinformationandtowriteasuccinctandpracticalplan
technologyskillstousesoftwaretoproduceandmonitortheplanagainstperformance
indicators
planningandorganisationalskills
coachingskillstoworkwithpeoplewithpoorperformance
numeracyskillstoallocateandmanagefinancialresources.

Requiredknowledge

modelsandmethodsforoperationalplans
budgetingprocesses
alternativeapproachestoimprovingresourceusageandeliminatingresourceinefficienciesand
waste.

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Rangestatement
Therangestatementrelatestotheunitofcompetencyasawhole.Itallowsfordifferentwork
environmentsandsituationsthatmayaffectperformance.Bolditalicisedwording,ifusedinthe
performancecriteria,isdetailedbelow.Essentialoperatingconditionsthatmaybepresentwith
trainingandassessment(dependingontheworksituation,needsofthecandidate,accessibilityofthe
item,andlocalindustryandregionalcontexts)mayalsobeincluded.
Resourcerequirementsmayinclude:

Relevantpersonnel,colleaguesand
specialistresourcemanagersmay
include:

Consultationprocessesmayreferto:

Operationalplansmayalsobe
termed:

goodsandservicestobepurchasedandordered
human,physicalandfinancialresourcesbothcurrentand
projected
stockrequirementsandrequisitions
employeesatthesamelevelormoreseniormanagers
managers
occupationalhealthandsafetycommittee/sandother
peoplewithspecialistresponsibilities
supervisors
unionoremployeerepresentatives
email/intranetcommunications,newslettersorother
processesanddeviceswhichensurethatallemployees
havetheopportunitytocontributetoteamandindividual
operationalplans
mechanismsusedtoprovidefeedbacktotheworkteamin
relationtooutcomesofconsultation
meetings,interviews,brainstormingsessions
actionplans
annualplans
managementplans
tacticalplans

Keyperformanceindicatorsmay
referto:

measuresformonitoringorevaluatingtheefficiencyor
effectivenessofasystemwhichmaybeusedto
demonstrateaccountabilityandtoidentifyareasfor
improvements

Contingencyplansmayinclude:

contractingoutoroutsourcinghumanresourcesandother
functionsortasks
diversificationofoutcomes
findingcheaperorlowerqualityrawmaterialsand
consumables
increasingsalesorproduction
recyclingandreusing
rental,hirepurchaseoralternativemeansofprocurement
ofrequiredmaterials,equipmentandstock
restructuringoforganisationtoreducelabourcosts
riskidentification,assessmentandmanagementprocesses
seekingfurtherfunding
strategiesforreducingcosts,wastage,stockor
consumables

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Organisation'spolicies,practicesand
proceduresmayinclude:

successionplanning

organisationalculture
organisationalguidelineswhichgovernandprescribe
operationalfunctions,suchastheacquisitionand
managementofhumanandphysicalresources
StandardOperatingProcedures
undocumentedpracticesinlinewithorganisational
operations

Designatedpersons/groupsmay
include:

groupsdesignatedinworkplacepoliciesandprocedures
managersorsupervisorswhoserolesandresponsibilities
includedecisionmakingonoperations
otherstakeholderssuchasBoardmembers
otherworkgroupsorteamswhoseworkwillbeaffected
byrecommendationsforvariations

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Evidenceguide
TheEvidenceGuideprovidesadviceonassessmentandmustbereadinconjunctionwiththe
performancecriteria,requiredskillsandknowledge,rangestatementandtheAssessmentGuidelinesfor
theTrainingPackage.
Overviewofassessment
Criticalaspectsforassessmentand
evidencerequiredtodemonstrate
competencyinthisunit

Evidenceofthefollowingisessential:

Contextofandspecificresourcesfor
assessment

developmentofanoperationalplanwithdetailsofhowit
willbeimplementedandmonitored
knowledgeofmodelsandmethodsforoperationalplans.

Assessmentmustensure:

accesstoappropriatedocumentationandresources
normallyusedintheworkplace.

Methodofassessment
Arangeofassessmentmethodsshouldbeusedtoassess
practicalskillsandknowledge.Thefollowingexamplesare
appropriateforthisunit:

directquestioningcombinedwithreviewofportfoliosof
evidenceandthirdpartyworkplacereportsofonthejob
performancebythecandidate
oralorwrittenquestioningtoassessknowledgeof
budgetingprocesses
reviewofoperationalplan,keyperformanceindicators
andcontingencyplans
evaluationofemployeerecruitmentandinduction
strategies
evaluationofprocessesimplementedtoacquirephysical
resourcesandservices.

Guidanceinformationforassessment
Holisticassessmentwithotherunitsrelevanttotheindustry
sector,workplaceandjobroleisrecommended,forexample:

otherunitsfromtheDiplomaofManagement.

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Objectives

Discoverhowtodevelopanoperationalplan

Learnhowtoplanandmanageresourceacquisition

Knowhowtomonitorandreviewoperationalperformance

Gaintheessentialskillsandknowledgerequiredforthisunit

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1.Developoperationalplan

1.1

Research,analyseanddocumentresourcerequirementsanddevelopanoperationalplanin

consultationwithrelevantpersonnel,colleaguesandspecialistresourcemanagers

1.2

Developand/orimplementconsultationprocessesasanintegralpartoftheoperational

planningprocess

1.3

Ensuredetailsoftheoperationalplanincludethedevelopmentofkeyperformance

indicatorstomeasureorganisationalperformance

1.4

Developandimplementcontingencyplansatappropriatestagesofoperationalplanning

1.5

Ensurethedevelopmentandpresentationofproposalsforresourcerequirementsis

supportedbyavarietyofinformationsourcesandseeksspecialistadviceasrequired

1.6

Obtainapprovalforplanfromrelevantpartiesandensureunderstandingamongworkteams

involved

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1.1Research,analyseanddocumentresourcerequirementsanddevelopan
operationalplaninconsultationwithrelevantpersonnel,colleaguesand
specialistresourcemanagers
Whatisanoperationalplan?
Anoperationalplanisderivedfromthestrategicplanoftheorganisationandisadetailedplanto
accomplishtheobjectivesoftheorganisation.
Anoperationalplanisessentialtoimplementsuccessfully.Failuretodosocouldleadtothefailure
oftheActionandMonitoringplans.
Toensurethattheoperationalplanissuccessful,
yourteamshould:
RaisefundsThisrequiresthatyouarevery
clearonwhatresourcesyouneedandhave
theabilitytoconvinceyourinvestorsfora
successfulcompletionofyourproject
Allocateresourcestofillgapsandneeds
Clearlyidentifyyourresourcerequirements
andyouabilitytofillthegap
Havecontingenciesplantominimiserisk
Whatisthelengthoftheprojectandhow
canyousustainit?
AnOperationalPlandoesnotusuallyexistalone,ratherthekeycomponentsareintegratedtogether
toformtheStrategicPlan.ThekeycomponentsofanOperationalPlaninclude:
EstimateofProjectLifespan,SustainabilityandExitStrategy
Howlongwillthisprojectlast,whenandhowwillyoucompletetheproject?Howcanthe
projectbesustained?
FinancialResourceRequirements
Howmuchmoneyisneededtofundtheproject,yourcurrentsourcesofincomeand
potentialsourcesofincome,whatfundsyouneedandanygapsinfundingthatyou
identified.
HumanResourceandOtherCapacityRequirements
Determinethecapacityandskillsofthehumanresourcescurrentlyavailabletocompletea
project.Considerwherethesourcesoftheseresourceswillcomefrom.Whatother
requirementsareneededtoimplementtheproject.
RiskAssessmentandMitigationStrategy
Whatrisksmaybeaddressedandwhatarethey?

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Strategicplanningistheprocessinwhichanorganisationdefinesitsstrategy,whereasan
operationalplandefinestheshorttermmethodsofachievingthestrategicplans.
Strategicplanningisproactiveandspansoftenyears.Converselytheoperationalplanisalso
proactivebutcanchangetomeettheorganisationscurrentrequirements.Operationalplanslast1
3yearsandareconsideredshortterm.
Whenyouwriteastrategicplan,youneedtoask:
Whatdowedo?
Whoarewedoingitfor?
Howwillwebesuccessful?

Ontheotherhand,whenyouwriteanoperationalplan,youneedtobeabletoanswer:
Wherearewenow?
Whatdowewanttobe?
Howdowegetthere?
Whatmethod/scanweusetomeasureour
progress?

Operationalplanswillcontainthefollowingdetails:
Organisationalstructure
Currentandfuturedesiredgoals
Whoarethesuppliers?
Howmanystaffisrequired?
Facilities
Productionandmanufacturing
Inventory
Distribution
Maintenanceandserviceincluding
customerservice
Labour
QualityAssurance,suchashowis
performancemeasured?

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Foranoperationalplantobeeffective,itmust
havecleargoals,procedures,objectives,schedulesandbudgets
Performancetarget
Timeframes
Contingencyplans
Responsibilities
Strongcohesiveteams

Aleaderistheorganisationstopstrategist,systematicallyenvisioningthefutureandspecifically
mappingouthowtogetthere.Asapartofthecreativethinkingprocess,andtotakeadvantageof
theskills,knowledgeandexperienceofyourteam,itisimportanttoletthemparticipateinthe
decisionmakingprocess.Iftheycanseetheircontributionsacknowledged,thentheywilltake
ownershipoftheproject.

Relevantpersonnel,colleaguesandspecialistresourcemanagersmayinclude:
Employeesatthesamelevelormoreseniormanagers
managers
occupationalhealthandsafetycommittee/sandotherpeoplewithspecialistresponsibilities
supervisors
unionoremployeerepresentatives

Askstaffandrelevantpartiestoparticipateinweeklymeetingspresentingtheirideas,feedbackand
anyprospects.Acknowledgetheircontributionsandencouragement.Planningisanimportantpart
oftheprocess.Everystaffmembermustcometothemeetingpreparedandwithideas.Makesure
yourteamunderstandstheimportanceofmeetingthegoals.

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Research,analyseanddocumentresourcerequirements
Itisessentialtothatallgoalsandobjectivescontinueonfromthestrategicplanandbuildthe
requirementstoensurethatyourplans
areeffective.Ineachstepoftheprocess,
youmustensurethatyouhavethe
requiredresourcestomeettherequired
goals.

Resourcerequirementsmayinclude:
goodsandservicestobe
purchasedandordered
human,physicalandfinancial
resourcesbothcurrentand
projected
stockrequirementsandrequisitions
Basedonyourbudget,teamswillbeallocatedsufficienttomeettheirgoals.Attimes,ifcontrolis
notmaintainedontheallocationofresources,thenteammembersabilitytomeettheirendneeds
willbeaffected.Toensurethatresourcesarecorrectlyallocated,adetailedplanneedstobe
completedsothatindividualcancompletetheirprescribedtasksinatimelymanner.

Whendeterminingactions,youmustbeablethefollowingquestions:

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Toanswerthesequestionsyoushouldquestiontheteammembersandstakeholderswhowouldbe
inaplacewheretheywouldknowtheanswerstoeachquestion.Indealingwithoperational
concernsandtheallocationofhumanresources,youshouldresearchanystaffproblems.
Forexample:

Youmayberequiredtodemonstratetheseanswersonaspreadsheet.
PROJECTEDINCOMESUMMARY

YEAR1

YEAR2

YEAR3

SalesForecast

MinusCostofGoodsSold

EqualsGrossProfitMargin

SubtractTotalOperatingExpenses

SubtractDepreciation

EqualsNetIncomeBeforeTax

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Activities1.1.11.1.3
Theabovecoversactivities1.1.11.1.3whichyouwillfindinyourLearnerWorkbook...

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1.2Developand/orimplementconsultationprocessesasanintegralpartof
theoperationalplanningprocess

Consultationistheprocesswhereyougatherinformationfrombothinternalandexternalpersonnel
toensurethatyoucanmakeaninformeddecision.Consultationisakeyprincipleinensuringthat
yourorganisationhasasoundplanninganddecisionmakingprocess.
Forconsultationtobeeffective,youmuststartconsultingearlyintheprocess.Consultingrequires
thatallpartiesarehonest,openandcommitted
totheproject.Consultingwhenperformedthis
waywillassistinenhancingrelationships
betweenallparties.Ifyouusemanipulationin
theconsultationprocess,theprocesswillfail.
Theconsultationmethodyouusewillvary
dependingonthegoalandoutcomeandwill
rangefrommerediscussionthroughto
participatorydecisionmaking.Themethodthat
youuseshouldbebasedontheinputfromyour
keyinformantsandstakeholderswho
understandhowbesttoinvolvethepersonnel
interestedinapotentialdecisionmaking
process.
Inlargeorganisations,theconsultationprocess
isestablishedbymanagementandthe
supervisorsareresponsibleforimplementingtheprocessesandemployeesareresponsiblefor
activelyparticipatingintheconsultativeprocess.Theseprocessesmaybemoreformalisedthan
havinginformalsessionsbetweenparties.Thismayhoweverbesufficientinsmallerorganisations.
Makesurethatyoufamiliariseyourselfwiththeprocessesandproceduresinplaceinyour
organisation.Youmayevenberequiredtoconsultwithstakeholdersindifferentways.For
example,amanagerthatmovesaroundaspartoftheirpositionmaynotbeavailableveryoften.To
ensurethatheobtainsyourmessage,youmayneedtosendhim/heranemail.Conversely,another
managerinthesamepositionmaypreferthatyoucallhim/hersothathecanconsultwithyouona
personallevel.
Anorganisationmayhaveasurveytoolthatisusedduringtheconsultationprocesstomaintaina
recordoffeedbackthatcanbeutilisedtoimproveprocesses.Thetool,maybeintheformofa
questionnaireorasurveythatcanidentifyproblemswithprocessesand/orprocedures.

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Consultationprocessesmayreferto:
Email/intranetcommunications
Emailandintranetmaybeutilisedasapapertrailasaformofqualityassurance.Some
organisationsmayuseemailstoidentifywaysinwhichtoimproveprocesses.Itcanalsobe
usedtoensurethatthesamemessage
reachesallstaffandstaffhavean
opportunitytorespond,thereby
contributingtotheplans.
Newsletters
Newslettersprovidestaffwith
informationaboutplansandmay
providestaffwithopportunitiesto
respond.
Otherprocessesanddevices
Surveys,questionnairesandinformal
sessionsmaybeusedtoencourage
stafftorespondtotheconsultationprocessbyprovidingspecificfeedbackaboutthe
operationalplans.
Meetings
Meetingsmaybeeitherformaland/orinformal.Informalmeetingscanbeatanytimeat
anyplace.Formalmeetingscanbeinamorecontrolledenvironmentwherefeedbackis
sought.
Interviews
Aninterviewisusuallybetweentwoormorepeople.Structuredinterviewsprovide
managementwithanswerstospecificquestionsthatcanprovidefeedbackinrelationto
specificaspectsontheoperationalplan
Brainstormingsessions
Brainstormingsessionsareusedtogeneratenewideasandsolutions.Itshouldnotbeused
foranalysisordecisionmaking.Theideasandsolutionsgivenshouldbeanalysedand
judgedtoascertaintheirrelevance.Toobtainthemostoutofthefeedbacksession,you
mustensurethatyoutakethetimetoacknowledgeallparticipantsfortheirefforts.Ifyou
donotacknowledgethem,theymaynotparticipatesoopenlyagain.

Consultationisanongoingprocessthatshouldprovideyouwithfeedbackintheshapeofnew
ideasanddifferentwaysofthought.

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Feedback
Feedbackistheprocessinwhichpartoftheoutputofasystemisreturnedtoitsinputinorderto
regulatemoreoutput.Onceyouhavegatheredboththeformaland/orinformalinformation,you
shouldreviewitandselectanyideasofvaluetotheplanningprocess.

Formalfeedbackisusuallyspecificsocanbemorerigorous,thusmayhavetimelinesthatyouneed
tobeawareof.Keeptothedeadlinesbecausetheymayhavebeendevelopedtoensuresomepart
oftheprocessisenhanced.Thismeansthatyoushouldsetgoalsthatyoushouldadhereto.

Onceyouhavemadeadecisioninregardstothefeedback,itisimportanttomakesurethatitis
communicatedtotheappropriatestakeholders.Makesurethatallandanybodywhoparticipatedin
theprocessalsoreceivesaresponse.Itisonlywhenfeedbackflowsfromthesourcetothe
stakeholdersthatfeedbackbecomeseffective.Whenyourstakeholdersseethepositiveeffectsof
thefeedbacktheyhaveofferedtheywillprobablybemorepronetomakecontributionstoquality
andserviceinthenextmeeting.However,ifthereisnoresponsetotheirfeedbacktheywill
probablybereluctanttocontributeinmeetings.

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Activities1.2.11.2.2
Theabovecoversactivities1.2.11.2.2whichyouwillfindinyourLearnerWorkbook...

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1.3Ensuredetailsoftheoperationalplanincludethedevelopmentofkey
performanceindicatorstomeasureorganisationalperformance

KeyPerformanceIndicators(KPIs)willassistyouintheplanningprocess.Theywillprovideyouwith
quantifiablemeasurementsthatwillreflectthesuccessfactorsoftheorganisation.Tobesuccessful,
KPIsmustreflecttheorganisationsgoals,theymustbetotheorganisationssuccess,andtheymust
bequantifiable.

KPIstoreflectorganisationalgoals
Ifanorganisationsgoalistoobtainafive
percentincreaseinourmarkettheywill
havekeyperformanceindicatorstonot
onlyincreaseprofit,butalsotoincrease
salesand/orservice.TheseKPIsreflectthe
organisationsperformanceandgivesstaff
atargettoworktowards.

KPIstobequantifiable
IfaKPIisnotquantifiable,itisuseless.KPIs
suchasIncreasesalesorIncrease
customerretentionneedtospecifyan
amount.InsteadofIncreasesales,you
couldhaveincreasesalesbyfivepercentor
increasecustomerretentionbyseven
percent.

Eventhoughyousettargetsforthekeyperformanceindicator,itdoesnotmakethemthekeytothe
successoftheorganisation.LimittheKPIstothespecificgoalsthatwillleadtotheorganisations
goals.Toensurethatyourfocusremainsontheorganisation,donothavetoomanyKPIs.

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HowtowriteaKeyPerformanceIndicator
Theoperationalplanwillusuallycontainalistofkeypriorityareasforthecomingarea.Actionsand
strategieswillusuallyaddressthesepriorityareas.ThisiswheretheKPIsstart.

1. Onceamanagerhasformulatedthedepartmentsobjectivesinlinewithitsvision,mission,
strategiesandobjectives.
2. KPIshavefourcomponentswhicharethe:
a. Objectivethattellswhatyouaimtodo.
Example:Toincreasesales
b. Measurementisthemeasurementweuse.
Example:Salesgrowth
c. Targetiswhatwewanttoachieveandwhen.
Example:increasesalesgrowthby20%in
2011
d. Initiativesisasetofalloftheaboveactions,
Example:(a)Toincreasesale(b)growth(c)by20%in2011
3. TheseKPIsshouldbepassedtotheirappropriatesubordinates.
4. TheKPIisthenmonitoredusuallydirectlybythemanagertoensurethattheKPIshavebeen
met.

AchievementoftheKPIcanberatedintoscales.

Example:

3=Exceedsrequirements
2=Meetsrequirements
1=Notmeetrequirements
0=Unsatisfactory.
AchievementoftheKPIisusedbymanagementtogiverewardssuchasbonuses,yearly
incrementalandpromotionofhissubordinates.

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Activities1.3.11.3.2
Theabovecoversactivities1.3.11.3.2whichyouwillfindinyourLearnerWorkbook...

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1.4Developandimplementcontingencyplansatappropriatestagesof
operationalplanning

Irrespectiveofhowmuchyouplan,somethingwillalwaysoccursoyourplansmaynotgoas
planned.Assumptionsareneverprecisesowhenyoumakeanassumptionaboutthemarket,you
mayfindthatunforeseeableeventscanhaveanimpactontheiraccuracy.Whenproblemslikethis
occur,youneedtohaveplansthatcanbeusedwhenanoriginalplandoesnotwork.
Theseplansarecalledcontingencyplans.Acontingencyplanissimplyasecondaryoralternative
planthatcanbeimplementedwhentheoriginalplanfails.Theseplansallowbusinessesandother
entitiestoadjustasthecircumstanceschangeandyouremaininoperation.Mostorganisations
haveseveralcontingencyplansgearedtofastresponsesinareasofoperation.

Stepsforcreatingacontingencyplan
Contingencyplansshouldbewrittenbyasubjectmatterexpertwhoistheclosesttothesystemand
whohasthebestknowledgeofthesubjectandthusaresuitedtowritingthecontingencyplan.The
aimsoftheleaderaretotrain,tosetdeadlines,tomentorandpromoteenthusiasm.

Tocreateacontingencyplan,youneedto:
Identifyyourneeds
Completeaimpactassessment
Selectsuitablemeasuresandcontrol
Developrecoverystrategies
Buildtheplan
Test,trainandmaintain

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Identifyyourneeds
Examineyourorganisationsoyoucanmakesuretheplanyoudevelopisonethatisactuallyneeded.
Useyourorganisationscontingencyplanpolicytoassistyouinidentifyingwhetherornota
contingencyplanisrequired.Iftheorganisationdoesnothaveone,developoneby:
1. Writingtheobjectivesofthecontingencyplan
2. Statingwhoisresponsibleforthe
development,maintenanceand
implementationoftheplan
3. Asking,whatisthescopeofthe
planincludingwhichdepartments
participateintheexecutionofthe
plan?
4. Asking,howyouwillreviewthe
plan
5. Asking,whatresources,testingand
trainingisinvolvedintheplan?
6. Decidinghowtheplanwillbe
maintained,backedupandstored?
Beforeaplancanbecreated,itisimportanttoknowwhatisatstake.Thismeansthatyoushould
haveaclearunderstandingofthevalueoftheresourcesused;thelevelofriskintargetingresources
incorrectlyandhowyoucanminimisetherisk.Animpactassessmentcanassistyouinestablishing
thelevelofriskandahierarchythatthecontingencyplanwilladdress.

Impactassessment
Tocreateanimpactassessment,youshould:

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Selectmeasuresandcontrols
Onceyouidentifytheimpactthatdisruptionscanhave,youshouldconsiderpreventativemeasures.
Preventionisbetterthanacure.Thiswillendupasacostassessment.
Developrecoverystrategies
Therearefouravenuesthatyoucantake.
Theyare:
1. Transfertherisktoanotherparty
Theotherpartymaybeinabetter
positiontoresolvetheproblem.
2. Avoidtherisk
Identifytheriskandidentifywhat
stepsyoucouldtakethatwillhavethe
leastimpacttothebusiness.
3. Reducethenegativeimpactofthe
risk
Lookatwaysinwhichyoucanreduce
thenegativeimpactandidentifyways
inwhichyoucanminimisecost.
4. Acceptsomeorallofthe
consequencesoftherisk
Sometimesavoidingtheriskand
reducingthenegativeimpactoftheriskarenotviable.Sometimesyoumayneedtotakeon
someoftheconsequencestokeepoperating.

Buildtheplan
Onceyouhaveidentifiedthelevelsofrisk,itisessentialthatyoudeterminehowtobestservicethe
planbyidentifyingcontingencies.Costsplayapartoftheplansoitisimportanttomakesurethat
anycontingenciesstaywithinthebudgetset.

Test,trainandmaintain
Makesurethatallstaffarereadyforanycontingency.Thismeansthatyoumayneedtotestthe
contingencyandtotrainyourstafftoensurethattheplanrunssmoothly.

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Contingencyplansmayinclude:
Contractingoutoroutsourcinghumanresourcesandotherfunctionsortasks
Someorganisationscontractouttocutcosts,toobtainapersonwithspecificskills,
knowledgeandexperience,lackofspaceorlackofaresource.Someorganisationseven
outsourceforwhenaninternalfunctionstopsworking.
Diversificationofoutcomes
Someoutcomesrelyonseveraldepartmentsaspartofthefinalprocess.Thespreading
ofoutcomescanincreaseproductivityasmorestaffbecomesapartofthefinal
processes.
Findingcheaperorlowerqualityrawmaterialsandconsumables
Aglobalisedmarketisamorecompetitivemarket.Thismeansthatwhenyoushop
aroundyouwillfindmaterialsandconsumableswithintheorganisationsbudget.
Increasingsalesorproduction
Improvingsalesorproductionmayrequireanincreaseinthecustomerserviceskillsof
yourstaff.Thiscanbecompletedbytraining,mentoringprograms.Whenwouldthe
staffneedtohavetherequiredskillsandwhatskillswouldtheyrequire.
Recyclingandreusing
Consumerawarenesshasincreasedandcustomershavebecomemoreinformeddueto
theinternet.Asapartofthisawarenesscustomersbelievethatanorganisationasa
corporatesocialresponsibilitytotheenvironment.Asapartofthatresponsibilitysome
customersprefertoseetherecyclingandreusingoftheresources.Inturn,theyprefer
tobuyfromconsciouslyawarecompanies.
Rental,hirepurchaseoralternativemeansofprocurementofrequiredmaterials,
equipmentandstock
Ratherthanbuyingtheequipmentoroutsourcing,organisationsrentornegotiateto
saveoncosts.

Restructuringoforganisationtoreducelabourcosts
Therewillbetimeswhenanorganisationwilldownsize.Thereasonsforthiswillvary.
Forexample,yourproductand/orservicemaynolongerbeindemandsothe
organisationmaynotsellasmanyunits.
Riskidentification,assessmentandmanagementprocesses
Ariseininjuriesduetoariseinhazardsandrisksthatcancauseaccidentscanendup
puttingahugedentinanyorganisationsbudget.Iftheriskassessmentsarenot
working,clearcontingenciesmightbeneededtomotivatestafftocomeupwithideasto
minimisetherisk.
Seekingfurtherfunding
Theremaybetimeswhenthefundsallocatedtoyourdepartmentarenotsufficientto
meetthefuturedesiredgoals.Tomeetthesegoals,itisessentialthatyouseekfurther
funding.
Strategiesforreducingcosts,wastage,stockorconsumables

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Ifyouexceedyourbudget,youshouldtakestepstoreducecosts.Thiscouldbedoneby
findingasupplierwhocanproduceyourmaterialswithlowerprices.
Successionplanning
Successionplanningistheprocesswherebyanorganisationmakessurethatthe
employeesarerecruitedanddevelopedtofillkeyroleswithintheorganisation.

Whenyouwritecontingencyplansfortheaboveareas,makesurethatyourplanismeasureable
andreflectstheorganisationsgoals.

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Activities1.4.11.4.3
Theabovecoversactivities1.4.11.4.3whichyouwillfindinyourLearnerWorkbook...

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1.5Ensurethedevelopmentandpresentationofproposalsforresource
requirementsissupportedbyavarietyofinformationsourcesandseeks
specialistadviceasrequired

Targetsinthestrategicplancanonlybereachedwhenorganisationalactivitiesarecompletedto
implementtheoperationalplan.Eachtask
thatisperformedrequirestheuseof
resources.Theseresourcesincludehuman
resources,capitalresourcesandfinancial
resources.Thetasksmustbeperformed
withinthebudgetallocatedforthetask.

Ifyouidentifytheneedformorefunds,
youshouldbepreparedtoraisethefunds.
Toraisemorefunds,youhavetobeableto
demonstratetoseniormanagementand
thestakeholdersinvestingintheinitiative
thatyourequirethemoneymorethan
anotherdepartmentandthattheywill
receiveareturnininvestment.

Developabusinessproposal
Oneofthedefiningfeaturesofabusinessproposalisyourabilitytosellittoyourstakeholders.
Theycontroltheamountofbudgetthatyouneed.Toobtainalargersliceofthebudget,youmust
beabletodemonstratethatyouractionsnotonlyalignwiththestrategicgoalsoftheorganisation,
butalsowillensurethattheactionsundertakenwillgivethestakeholdersalargerreturnin
investmenteithermonetaryorthroughhighercustomerretention.

Inshort,youmustbeabletojustifywhyyoushouldbeallocatedalargersliceofthebudget.To
developabusinessproposal,youmustneverlosesightofwhatyourclientneeds.Ifyouconcentrate
solelyonwhatyoubelievetheclientneeds,ratherthanwhattheyactuallyneed,saygoodbyeto
yourbudgetandmaybeyourabilitytomeetyourorganisationalgoals.

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Towriteawinningbusinessproposal,youneedtomakesurethatyou:

1.IdentifystrategicgoalsFocusonyourclientsneedsandthendeterminethebest
solutionforit.Atthisstageyoushould
provideyourstakeholderswithdetailed
costingandstatementonresourcesto
showyourrequirements.Makesurethat
thesedetailsreferbacktotheStrategic
plan.Stakeholdersmustseeaconnection
betweenyourresourcerequirementsand
theorganisationsstrategicgoals.
Alternativestrategiesshouldalsobe
addressedintheproposal.Your
stakeholdermustseethatyouhave
considereddifferentcontingenciesinthe
casethatyouroriginalplansneedtobe
variedduetoeitherinternalorexternal
pressures.
Onceyouhavetheexaminedthestrategicgoalsandthealternatives,youmustlookat
themfromfourdifferentangles.Witheachangle,youmustidentifyhowyoucan
influencethestakeholderstoallocatethefundstoyou.Thiscanbedoneby:

UsingaMarketingStrategytoincreasetheorganisationsmarketshare,
reduceoverheadsandmarketingoftheproductline.Inturn,theseactions
willincreasetheproductivityoftheorganisation

UsingaHumanResourceStrategytoimprovestaffskills

UsingaManagementStrategywherebystaffmoraleisincreasedthrough
enhancingthemoraleoftheemployee.Ahappyemployeewilldecrease
turnoverandchangeconsumerattitudesonabrand

UsingaTechnologicalStrategytoincreaseproductivity.

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2.PrioritisestrategicgoalsPrioritisethestrategicgoalsandplacetheminarealistic
timeline.Theyshouldhavealloftheactivitiesrequiredtocompletethegoallisted,
includingstaffinglevelrequired,costs,bothinternalandexternal.Gainconfidencefrom
theassessmentpanelwhichusuallycomprisesofSeniorManagementbydemonstrating
thatyouhaveresearchedtheproposalbyputtingtogethercontingencyandrisk
managementplanstodemonstratethatyouhaveconsideredwhatoptionsyouwould
needtotakeinthecasesomeaspectoftheplanwentwrong.

3.ConclusionOneofthebiggestmistakesthataproposalwritercanmakeisto
concentratesolelyontheendproduct.Makeaclearconnectiononwhyyourproposalis
betterthananyotherdepartments/team/section.Ifyouwanttohavealargersliceof
thebudgetthathasbeenallocated,youmustmaketheconnectionbetweenyour
strategicgoals,thebenefitstotheorganisationandwhattheorganisationwillgetoutof
it.

Tofurtherenhanceyourstanding,maketheefforttoseekspecialistadvice.Donotconstrainyour
proposaltohistoricalevidence.Whatworkedlastyear,doesnotnecessarilymeanitwillworkthis
year.

Forexample;
Lastyeartheeconomywasslow,spendingwasdownsoineffectsalesweredown.Toincrease
sales,yourdepartmentmayhavetrainedstafftoincreasethelevelofcustomerservice.Thisyear,
spendhasincreasedastheeconomystartstomove.Retrainingstaffinthesamewayisawasteof
resource.Insteadprovidethemwithmentorsorcoachestoincreaseperformance.Rewardthem
andacknowledgetheirperformance.Itwouldsavemoneyanddemonstratethatyouarebeing
responsivetothemarket.

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Specialistadvicecancomefrommanysourcessuchas:
Managers
FinancialConsultants
Marketingexperts
Accountants
Suppliers
Internalandexternalcustomers
Thesalesteam

Internalandexternalcustomershaveopinions.Ifyourgoalsrelatetotheproductthenconsider
theirfeedback.Theyaretheonesthatwillbuytheproductand/orserviceandbenefitfromit.

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Presentingtheproposal
Asapartofobtainingapprovalforaproposalyoumayhavetopresentittotherelevantparties
whichusuallyincludestakeholdersandSeniorManagement,committeesorindividuals.These
peopleareverybusysowhenyoupresent
theinformationtothem,chooseyour
methodcarefully.Youmayonlyhaveafew
minutestoexplainanddemonstratewhat
yourproposalisabout.Theinformationyou
providecangarnertheirinterestorbreakit.
Makesurethatduringthepresentationthat
youalsoprovidethemwithacopyofthe
proposal.Thisprovidesthemwiththe
opportunitytoreadyourproposalandwill
assistinthefinaldecisioninregardstothe
allocationoffunds.

Topresenttheinformationyoucoulduse:
Apowerpointpresentationwithall
ofthekeypointsoftheproposal
Theuseofgraphstodemonstratecosts,savingsfrompreviousyears
Contingencyplansandriskmanagementplansandwhentheywouldbeusedandtheir
impactontheproposal
Strategiesyouconsideredandwhyyoudidnotpresentthemthesecanalsobeoperational
planstosupportthestrategicplans.
Conclusionswiththeuseoffactsfromyourresearch.

Ineachstepofyourpresentation,reinforcetheorganisationsstrategicgoals,andthebenefitof
theproposaltotheorganisation.

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Activities1.5.11.5.2
Theabovecoversactivities1.5.11.5.2whichyouwillfindinyourLearnerWorkbook...

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1.6Obtainapprovalforplanfromrelevantpartiesandensure
understandingamongworkteamsinvolved

Wehavealreadyestablishedthattherelevantpartiestoacceptance/rejectionorreallocationof
thebudgetfundsfromtheorganisationusuallyvestswiththestakeholdersandseniormanagement,
committeesorindividuals.Thesizeandscopeoftheproposalwillvaryaccordingtowhereyouare
tryingtoobtainthebudgetfromandtheimportanceofyourproposal.Onceyouhavepresented
theproposal,youmustawaitapproval.
Approvalforthepresentationwhereyouareapplying
forfundsfromyourHeadofDepartmentmayrequire
amerenodfromseniormanagement,forexampleor
inlargerorganisations,youmayneedtowaitforthe
partiestoreviewtheplanbeforerecommendingitto
thegoverningbodywhomaythenapproveorreject
it.
Onceyouhavegainedapprovalfortheproposal,you
shouldstayasclosetothetimelineaspossiblewithin
theapprovedbudget.Togetyourteammembersand
workcolleaguestoworkasaunit,youneedtoworkin
consultationwiththem.Previousstudieshave
demonstratedthatindividualswilltakeownershipof
theiractivitiesiftheyarecontributingtothem.Thisis
givingtheteamempowermentbyincreasingtheir
confidenceintheirowncapabilities.

InthebookEmpowermentTakesMorethanaMinute,Blanchard,CarlosandRandolphstatethat
therearethreekeysthatorganisationscanusetoeffectivelyopentheknowledge,experienceand
motivationofteam.Theyareto:
Shareinformation
Bysharinginformation,youareopeningthedoorstowardsfeedback.Insharing
information,youaregivingthemaclearpictureoftheorganisationanditscurrentsituation.
Bybuildingtrust,youarebuildingafoundationforyourteams.
Createautonomythroughboundaries
Individualsknowtheirjobs.Sowhobettertoconsultwiththanthepeoplethatdothejob.
Thisdoesnotmeanthatyoushouldnotconsultthroughdifferentavenues,suchastalkingto
anengineeraboutchangingsystemstoimproveproductqualityatthesuggestionofateam
member.
Tokeepthedoorstosharinginformationopen,makesurethatyouprovidetheteam
memberwithfeedback.Ifthesuggestionisnotviable,letthemknow.Itdemonstratesthat
youarelisteningtothemandtakingtheirsuggestionsintoconsideration.Thisinturnbuilds
theirconfidence.

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Createselfmanagedteams
Ateamisagroupofpeoplelinkedinacommonpurpose.Inselfmanagedteams,asa
Manageryoushoulduseyourproposaltodefinethegoals,methodsandfunctioningofa
team.Onceyouhaveprovidedtheteamwiththeinformation,youdelegatethe
responsibilityanddecisionmakingauthoritytotheteamitself,withthehopethatthegroup
willmakebetterdecisionsthantheindividual.Decisionsmustbemadebyconsensustobe
successful.
Consensusnotonlyseekstheagreementofmostoftheparticipantsintheteam,itresolves
anyobjectionsthatmayarise.

Inyourpositionofmanager,itisimportantthatyouareawareofallaspectsoftheteamsdecisions.
Youcandothisinconsultationwiththeteam.Forexample,theymayhaveanunresolvedissue.
Theycometoyouseekingadviceandsuggestions.Theadviceisnotwithinyourrealmof
experience,soyoucallinanexpert.Thisbuildsconfidenceandcanallowyourteamtomakea
knowledgeabledecision.
Asyouareprovidingyourteamwiththeoperationalgoalstheyneedtoreach,itisimportantthat
youunderstandhowtodevelopagoal.SMARTgoalscanassistyouinmeasuringandsettingrealistic
objectives

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Specific

meansthatthegoalshaveagreaterchanceifyouknow
whoisinvolved,whatyouneedtoaccomplish,location,
timeframe,requirementsandconstraints,andpurpose

Measureable

looksatwhattargethastobeachievedlikehowmuchor
howmany

Achievable

meansmakingsurethatthetargetisrealisticandthatit
canbeachieved

Realistic
Timely

meansthatitmustberealisticandrelevanttothe
organisation;and
meansthatatimelimitshouldbesettomeetan
objectiveorgoalsothatteammembershassomethingto
motivatethemandkeepontargetwith

Whenyoudevelopgoalsandobjectivestheymustcorrelatewiththeorganisationsgoals.You
shouldalsotakethetimetorevisethegoals.Aschangesarisewiththeorganisation,changesto
goalsmayalsoneedtobereviewed.

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Activities1.6.11.6.2
Theabovecoversactivities1.6.11.6.2whichyouwillfindinyourLearnerWorkbook...

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2.Planandmanageresourceacquisition

2.1

Developandimplementstrategiestoensurethatemployeesarerecruitedand/orinducted

withintheorganisation'shumanresourcesmanagementpoliciesandpractices

2.2

Developandimplementstrategiestoensurethatphysicalresourcesandservicesare

acquiredinaccordancewiththeorganisation'spolicies,practicesandprocedures

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2.1Developandimplementstrategiestoensurethatemployeesare
recruitedand/orinductedwithintheorganisation'shumanresources
managementpoliciesandpractices

Aswemovefurtherintothetwentyfirstcentury,itisprudenttonotethatourhumanresourcesare
beingacknowledgedasanimportantpartofthesuccessoftheorganisation.Withoutskilled
workers,productswouldnotbemade,withoutqualifiedorexperiencedmanagementmoneywould
notbemadeandwhentheendproductiscompleted,ourcustomerservicerepresentativesare
responsibletoensurethatourproductissoldtoourcustomers.Withoutthosecustomers,the
organisationwouldslowlyflounderuntilitwaseithersoldorcloseddown.

Astheimportanceofanylabourforcehasincreased;sotoohastheimportanceofourHuman
ResourceDepartmentrisenasthe
demandformorequalifiedand
experiencedstaffarerequired..
Withoutthehumanresourceswith
theskills,knowledgeandexperience
tomeetthegoals,youwillfindthat
yourorganisationdoesnotrunas
efficiently.

Humanresourceprofessionals
performthefollowingroles.Asa
manageritisimportantthatyoutake
thetimetolearnthesegoalssothat
youcanprovidethemwiththe
informationtodotheirjobcorrectly.
Ifyoualsohaveabasic
understandingoftheirroleyouwill
beabletoperformtheirtasks.

LargeorganisationswillalmostalwayshaveaHumanResourceDepartment.Thoseorganisations
thatdonothaveaHumanResourceDepartmentwillusuallyoutsourcetoPersonnelcompanieswho
performthejoboftheHumanResourceDepartment.IfyouareaManagerofasmallorganisation,
youwillprobablyperformthesefunctionsyourself.

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Humanresourcespoliciesandprocedures
Humanresourcespoliciesandproceduresusuallyinclude:
Obtainingapprovalfortheadvertisementforajobrequirement
BudgetingandcostsHowmuchisitgoingtocosttoemploytheapplicant?Whatisthe
budgetallocated?Likeanyotherbudget,theHumanResourceDepartmentisallocateda
specificamount.Inlargerorganisations,thesecostsmaybespreadacrossthedepartment/s
thattheapplicantmaybeemployedin.Thisbudgetwillimpactonthepackagethatyou
offertheapplicant.
Advertisement,interviewingandselectionoftheapplicantthisusuallyrequiresthe
advertisementoutliningtheroleandthemainfunctionsthattheapplicantmustperform.
Theapplicantshouldbeabletodemonstratealloftheseskills.Theclosestapplicantwiththe
skills,knowledgeandexperiencewillbeshortlistedfortheposition.Thefinalapplicantwill
usuallyhavetodemonstratethattheirgoalsalignwiththeorganisations.

Forexample:
IftherolecallsforanEngineertoassistinthedesigningofanewwidgetforsixmonths,then
apersonlookingforafulltimelongtermpositionwouldusuallybeplacedbehindan
Engineerwhowasonlyinterestedinashorttermposition.Thefulltime,longtermapplicant
wouldprobablyonlybeinteresteduntiltheiridealjobcamealong.Thenyouwillthenneed
toreadvertiseandreselectanotherapplicant.

AttractionandretentionIfyoudecideonthefulltime,longtermapplicant,howyouwill
beabletoattractthemtostayforthelengthofthecontract.Theremaybethepromiseof
furtheremploymentopportunities,thechancetolearnanewskill.
ReferenceCheckingThoughthisdoesnotalwayshappen,organisationrepresentativeswill
contactreferenceswiththepermissionoftheapplicant.RememberPrivacyLawsdoapply
andyoumustensurethatyoudonotbreachthoselaws.
InductionMostorganisationsdohaveinductionsprovidingthenewemployeewith
informationonthebusinessesfacilities,employmentconditions,contractualandlegislative
requirements.Itisimportanttomakesurethattheseprocessesarefollowedandfollowup
occurstominimisetheorganisationsexposuretorisk.

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Onceyouhavebeenprovidedwiththegoaheadtorecruitamemberofstaff,itisimportantto
makesurethatyou:
Planandreviewtherole
Developaselectioncriteria
Decidewhethertooutsource(Usearecruitmentagency)ortheuseinternalHRresources
Puttogetherapanel
Planthetimefortherecruitmenttotakeplace

Unlesstheemployeeisundertakinganewposition,mostorganisationswillhaverecordsofthe
selectioncriteriarequiredforthenewstaffmember.Thisinformationmaybeprovidedthrough
previousadvertisingforthepositionorthroughajobdescription.Ifthejobisbeingreadvertised,
takethetimetoreviewthecriteriatoensurethattheselectioncriteriaisuptodate.Withtime,job
criteriacanchangeduetotechnologicalinnovation.Thisinformationmaynotbekeptuptodate
andonceyouhireastaffmember,youmayfindthattheydonotactuallyhavetheskillsrequiredto
performthejob.

Forjobsthatarenew,youwillneedtogiveyourselftimetoconsultwithotherstakeholdersand
membersofyourteamtoidentifywhattherequirementsofthejobare.

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OutsourcingversustheHRDepartment
Outsourcingistheprocessofusinganexternalagencytoadvertiseandpreselectstaffforaspecific
role.Organisationsuserecruitmentorganisationstosavecostsastheorganisationmaynotbe
largeenoughtosupportaHRDepartmentorthe
HRDepartmentistoooverworkedandby
allowingtheRecruitmentCompanytoweedout
theapplicantswhodonotmeettheirneeds,the
HRDepartmentcanconcentrateontheapplicants
whodomeettherequiredcriteria.

TheHumanResourceDepartmentinalarge
organisationmayprefertoseeallapplicants,
especiallywhentheyarenotsureaboutany
aspectoftheirneeds.Itisonlythroughthe
processofinterviewingthatabetterpictureof
thetypeofemployeetheyrequirewillcomeout.

TheCosts
ManyorganisationsdecisionsonwhethertooutsourceorusetheHRDepartmentorPersonnelwill
usuallybefinal,basedonthecostsoftherecruitmentprocess.
Costsmayinclude:
Advertisingcosts
Timeoftheselectionpaneloffthejob
Thepackageofferedtotheapplicant(includingsuperannuation,tax,salary,workers
compensationprovision,etc)

Therecruitmentprocess
Applicantsforyouradvertisementmaybesentinoremailed.Applicantswillusuallysendina
detailedresume.Onceyouhavereceivedtheresume,youcanshortlisttheapplications.
Applicantsareshortlistedwhenyou:
Findthatresumesmatchtheselectioncriteriaandthedutystatementinskills,knowledge,
experiencedandwhennecessaryqualifications.
Oncethelisthasbeenshortlisted,interviewsarearranged.
Beforetheinterviewsarefinalised,youshoulddeveloparoundofquestionsthatwillassistyouin
narrowingdowntheapplicants.Thesequestionsmustrelatetotheselectioncriteriaandtheneeds
andexpectationsoftheapplicant.Manyorganisationsusetheseanswerstonarrowdownthe
candidates.

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Mostorganisationsrequirespecificinformationsoyoumayneedtofindtheproformasforthe
questionsthatyoumustaskfortheinterview.Onceyouhaveanalysedtheresponses,youcan
narrowtheapplicantsdownuntilyouidentifytheoneyouaregoingtoofferthepositionto.
Ifapanelhasbeenselected,youshouldconfirmatimeanddatetoreviewtheapplicants.Each
memberofthepanelshouldhaveanopportunitytoprovidefeedback.Beforemakingthefinal
decision,youshouldconfirmwiththereferencestoensurethattheapplicantactuallyhasthe
backgroundontheresume.Becarefulwhenyouaskquestionstoensurethatyoudonotbreachany
privacylaws.

Oncethepreferredcandidatehasbeenchosen,thenyoushouldmaketheoffer.Oncetheofferis
accepted,youshoulddeterminewhentheyarepreparedtostartemploymentsothatyoucan
arrangefortheapplicanttobeinductedtotheorganisation.

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Activities2.1.12.1.2
Theabovecoversactivities2.1.12.1.2whichyouwillfindinyourLearnerWorkbook...

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2.2Developandimplementstrategiestoensurethatphysicalresourcesand
servicesareacquiredinaccordancewiththeorganisation'spolicies,practices
andprocedures

Asapartofitsoperationalandqualityassuranceinitiativesandgoals,manyorganisationsare
developingbusinessrelationshipswiththeirsuppliers.
Tobuildastrongsupplierrelationshipyouneedtohavetheframeworkandthetoolstoanalyseand
strengthenkeyrelationships.Beforeyoucananalysetheseskeyrelationships,itisimportantto
makesurethatyourealiseandunderstandtheneedtoformtheserelationships.

Acompetitivemarkethasemphasisedtheneedfororganisationstoformlonglastingrelationships
withtheirexternalsuppliers.Oneofthereasonsforthisincreaseinsupplierrelationshipsisthat
thecostsofpurchasedgoodsand
servicesrepresentthedominantpart
ofthetotalcostsofmostcompanies
(Ford,2003,p.91).Outsourcingsome
oftheworktotheirsuppliers,allows
yourorganisationtospecialiseinone
area,whileimprovingtheirefficiency
byprovidingeconomiesofscalesto
theiroperations.
Economyofscalesinthisinstance
meansthatbyoutsourcing,your
organisationisabletodecreasetheir
productioncosts.Byspecialisingin
onesectionoftheirproducts
construction,theorganisationis
increasingtheefficiencyoftheir
productivity.Suppliersarenowdesigninganddevelopingmodulesthatmakeuptheproductsyour
organisationproduces.Forexample,ifyouworkinaproductionarea,youwillrelyonyoursuppliers
tomeetyourneeds.Tomakeacar,youwillneedtoformsupplierrelationshipswithglassmaking
companies,tyrecompanies,hardwareorganisationsandaccountingfirmstoensurethatyour
operatingcostsareminimised.

ConceptssuchasJIT(justintime)andTQM(totalqualitymanagement)havealsohadapositive
impactontheefficiencyofproductionandminimisingcosts.Ratherthanorderingstockandstoring
itwithintheproductionarea,JITensuresthatcomponentsarrivejustintimetoreachthe
productionline.Youarenowsavinginstoragecostsandthishasalsohasapositiveinfluenceon
productioncosts.

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TQMinfluencesthenumberoforganisationsyouremployerwillformlastingrelationshipswith.
Collaboratingwithasuppliercanbeverydemanding.Tocounteractthecostsofformingseveral
relationships,organisationsinsteadturntheirattentiontofewersuppliersandspendtimeand
resourcesformingamorelastingrelationshipwiththem.
Thetypesofquestionsandconsiderationsyouremployermaymakeare:
Shouldwepurchaseexternallyorinternally?
Theanswertothisliesinthechoiceofwhatthe
supplierhastooffer.Purchasingcanimprove
performancewhileatthesametime;the
organisationcantakeadvantageoftheproblem
solvingskillsofthesupplierstoincrease
performance.Thesupplieristheexpertonthe
productbecausetheydevelopedit,thustheywill
havetheknowledgetoassisttheorganisationin
itsdecisionmakingprocesses.
Whatimpactdoesstorageandtransportcosts
playonthefinaldecision?
UsingJITmeansthateventhoughtransportcosts
increase,thecostofstoragedecreased.This
meansthatwarehousingcostswoulddecrease.

Thequestionofwhethertheorganisationshouldpurchaseexternallyornotshouldrequire
organisationrepresentativesbeingclosetosupplierstofindoutwhattheyhavetooffer.One
shouldnotlosesightofthefactthatusinganexternalsuppliercancontributetotheefficiencyof
yourorganisationsoperations.
Forthesereasons,supplierrelationshipscanbeoneofthemostimportantassetsthatan
organisationcanhave.Supplierscanalsobeseenasimportantbecauseoftheirimmediate
monetaryconsequences
Ford(2003,p.92)writesthatthemainissuefacingyouremployerisnolongerbuyingtheright
productsattherighttimeandtherightprice,butofhandlingandrelationshipswithkeysuppliers
overlongperiods.

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Internalsuppliers
Sofarwehaveconsideredexternalsupplierrelationships.Itisimportanttoalsoidentifyinternal
supplierrelationship.Supplierrelationshipsinternaltothebusinessinclude:
FranchiseesIfyouwereto
purchaseafranchiseitisimportant
thatyouensurethatanopen
relationshipoccursbetweenyour
franchiseandotherfranchises.
Therewillbetimesinwhichyou
willneedtorelyoneachother
whenthereisasupplyproblem
withthestock.
Networksareanotherwayin
whichinternalsupplier
relationshipscanbenurtured.A
networkiswhereabodyorgroup
ofpeoplemeettogetherorarein
contactwitheachotherforthesupplyofinformation.
CustomerSomecustomersevensupplyorganisationswithcomponents,productsand
services.Forexample,yourcustomerhasspecialneedsforaproductbutdoesnothavethe
abilitytodesignanddevelopacomponentoftheproduct.Yourorganisationmaydesign
anddeveloptheproductforthecustomerwhosuppliesthemwithpreliminaryparts.The
customermaypurchasethefinalproductfromyourorganisation.

Itisimportantthatyouunderstandthedifferencebetweenexternalandinternalsuppliers.This
understandingwillensurethatyouknowtheneedsthatyouwillberequiredtofilltoestablisha
strongrelationshipwiththem.
Supplierscanalsobeseenasimportantbecauseoftheirimmediatemonetaryconsequences.The
impactofasupplieronthebusinesscannotbemeasuredsolelyontherelationshipitself.
Youneedtoconsider:
Whatthesupplierislookingforintherelationship.
Thewaythatthesupplierisusedbyyourorganisation
Howitrelatestoyourorganisationsrelationshipswithothersuppliers

Someofthewaysinwhichcostscanbeidentifiedarethrough:
Relationshipcosts
Sincesupplierrelationshipsplayalargeroleintheorganisationsabilitytosurvivetheeffects
ofglobalisation,itisimportanttoreduceprocurementcosts.Eachpurchasingtransactionis
associatedtothecostoftransportation,handlingandtheorderingofgoods.Therearealso

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costsrelatedtotraininganddevelopmentandproblemsolvingcostswithintherelationship.
Thesearecalledhandlingcostsandsupplyhandlingcoststhatarefunctionsoftheactivities
requiredtomaintainanddevelopacustomerrelationship.
Whenmeasuringsupplierrelationshipsitisimportanttoreflectonthecostofthe
relationship,ratherthantheofferingbeingpurchased.Eachrelationshipcancostalotof
money,thusitisimportanttoensurethatthenumberofsuppliersiskeptdown.However,
youmayfindthatonesuppliercannotofferyouwhatyouneed,soyoumayneedto
considerothersuppliers.
Relationshipbenefits
Whenyouconsiderthebenefitsoftherelationshipwithyoursuppliers,youneedtoconsider
whatyoursupplierisgoingtooffer.
Theofferingcaninclude:
o

Thecostsofadaptationandthefacilitiesprovided

Equipment

Thingsthatyour
organisationneeds

Resourcesthatwillhelp
inthedevelopmentof
thecompany

Elementsoftheproducts
andservices.

Thesecostbenefitsoffergainsforthe
companythatcomefromthereductionof
costsinotherareaofoperations.Thesecosts
couldincludeoperationalcosts,lower
productioncosts,reducedadministration
costsanddevelopmentexpenses.Other
benefitsincludethesupplierrelationship
enhancingtherevenuegeneratingcapacityof
thecustomerintermsofanewsupplierwhocanimprovetheofferingstothecustomer.
Youcanfindbothofthesecostsandthehandlingandsupplycostswithinyourbookkeeping
records.

So what is the value of supplier relationships?

Thevalueofasupplierrelationship
Thevalueofasupplierrelationshipshouldbeconsideredintermsofalltherelationshipcostsand
benefitsastheywillhaveanimpactonoperations,logisticsandmarketing.Thecostsandbenefits
willneedtobeweighedagainstthevalueyourorganisationplacesontherelationship.

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Whenyoumeasurethecostsandbenefitsitis
importanttobeawareofthefactthatyou
cannotmeasurethemataspecificpointin
time,butoveraperiodoftimesoyoucan
actuallymeasurethebenefits.Ifyoufindthat
yoursupplierrelationshipisweakthenyou
cancompletethefollowingtesttofindways
inwhichyoucanstrengthentherelationship.
Onewayinwhichyoucanstrengthenyour
keyrelationshipswithyoursupplieristhrough
theuseoftheLoyaltyAcidTestSurvey.The
aimofthesurveyistohelpyoutoidentify
andprioritiseyourchallengesandcreatea
planthatwillmaximisetheloyaltyofyour
businesspartners.Toexploretheconceptof
theloyaltyacidtestsurvey,goto
www.loyaltyrules.comontheinternet.

Reichheld(2001)believesthatsupplierloyaltyisderivedfromthepersonalintegrityofthesenior
leadershipteamanditsabilitytoputitsprinciplesintopractice.Bylinkingtheorganisationwith
theirsuppliersthroughtheWeb,ithasbeenfoundthattheWebcandramaticallydeepen
relationshipsandeffectenormousefficiencies(Reichheld,2001,p.7).

Barrierstomaintainingeffectiverelationshipsdetermined
Makesurethatyouareawareofthebarriersthatcanarisefromyouractions.Thesebarrierscan
impedeyourprogressandstifleyourorganisationsabilitytoadaptinaglobalisedand
technologicallyadvancingtimeperiod.Beingawareofthebarrierstomaintainingeffective
relationshipsassistsyouinmakingsurethatyoudonotinadvertentlydestroyyourrelationship.
Thebarrierstomaintainingeffectiverelationshipsinclude:
CommunicatingclearlyOneofthefactorsthatdriveanorganisationtobankruptcyisthe
clearlackofcommunicationbetweenthesuppliers.Communicationshouldbeclearand
concise.Boththesupplierandyourorganisationneedtobeawareofexactlywhatthey
wantandmustworktowardsensuringthatbothpartieshavethesamegoals.
Whenapartyisnotclearonthesupplierrelationship,relationscanbecometenseandthe
relationshipcanfalter.
KeepitshortandsimpleUsinglongsentencesandverbosewordscanconfusethesupplier
relationship.Makesurethatyoursentencesareshortandclear.Thiswillensurethatthere
isnoconfusioninthesupplierrelationshipsthatyouhave.
KnowwhatisinitforyoursupplierandyourselfSomeorganisationsarenotalwaysclear
aboutwhattheywantfromarelationship.Yourorganisationmaybetryingtocutcostsby
outsourcingtheresearchanddevelopmentofcomponents.Itisimportanttomakesure

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thatyoursupplierisalsoobtainingsomethingoutoftherelationship.Ifthesupplierisnot
obtaininganymonetarygainbecausetheyarebreakingeven,thenyouneedtomakesure
thattheyareobtainingsomething.Iftheclientdoesnotgainanythingfromtherelationship
thenthiscoulddrasticallyaffecttheeffectivenessofthesupplierrelationship.
HavingastrongleadershipteamHavingastrongleadershipteamthatcaneffectivelyand
efficientlyguidetheirsuppliersintobeingloyalwillensurethattherelationshipstaysstrong
longafterithasbeenestablished.Managementneedstoshowthattheyarehonest,
reliableandthattheywillfollowthroughonalloftheirpromises.

Thefinaldecisiononwhetherthesupplieristakenwillbebasedonfactorsthatinfluencethe
operationsoftheorganisationandtheorganisation'spolicies,practicesandproceduresthatmay
include:
organisationalculture
organisationalguidelineswhichgovernandprescribeoperationalfunctions,suchasthe
acquisitionandmanagementofhumanandphysicalresources
StandardOperatingProcedures
undocumentedpracticesinlinewithorganisationaloperations

PurchaseOrders
Topurchasestockfromyoursupplier,youneedtocompleteapurchaseorderform.Theseare
usuallyprintedandclearlyidentifythetypeofproduct,thequantityrequired,thenameandpriceof
theproduct.Whenraisingapurchaseorder,makesurethatyoursupplierhasthecorrectPurchase
OrderNumber.Anincorrectpurchaseordernumbercancauseproblemsfortheorganisationwhen
theorderarrives.
PurchaseOrdersarelegaloffersfromyoutopurchasethegoodsandservicesofyoursupplier.In
mostinstances,ifasupplierrelationshipisoperating,thenthefreight,deliveryandprocessingofthe
orderareinastandardformat.Ifthereisnosupplierrelationship,thenyouwillneedtoclearly
writethepaymentterms,whoisresponsibleforthefreightingofthegoodsandanyothercosts.
Purchaseorderswillassistyouintrackingtheorder.
PurchaseOrdersarealsoimportantsothattheorganisationcanconfirmtheneedtopaytheinvoice
tothesupplierwhenitarrives.Delaysinpaymenttothesupplierhavebeenknowntooccur
becausethesupplierhasnotwrittenthecorrectpurchaseorderontheinvoice.Thiscanhavea
negativeimpactontheorganisation.How?

Purchaseorderexample

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www.microsoft.comTemplate

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Activities2.2.12.2.5
Theabovecoversactivities2.2.12.2.5whichyouwillfindinyourLearnerWorkbook...

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3.Monitorandreviewoperationalperformance

3.1

Develop,monitorandreviewperformancesystemsandprocessestoassessprogressin

achievingprofitandproductivityplansandtargets

3.2

Analyseandinterpretbudgetandactualfinancialinformationtomonitorandreviewprofit

andproductivityperformance

3.3

Identifyareasofunderperformance,recommendsolutions,andtakepromptactionto

rectifythesituation

3.4

Planandimplementsystemstoensurethatmentoringandcoachingareprovidedtosupport

individualsandteamstoeffectively,economicallyandsafelyuseresources

3.5

Negotiaterecommendationsforvariationstooperationalplansandgainapprovalfrom

designatedpersons/groups

3.6

Developandimplementsystemstoensurethatproceduresandrecordsassociatedwith

documentingperformancearemanagedinaccordancewithorganisationalrequirements

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3.1Develop,monitorandreviewperformancesystemsandprocessesto
assessprogressinachievingprofitandproductivityplansandtargets

Nowthatyouhavesetyourstrategicgoalsandoperationalgoalsandsetupnewstaff,youneedto
developaPerformancemanagementsystem.

Aperformancemanagementsystemisatechniquetomeasureemployeeperformanceortoconsider
howtogetmachinestooperatetowardsmaximumperformanceofaparticulartaskormore
frequentlytoagroupoftasks
Wiktionary.org

TomonitoraPerformanceManagementSystem,youneedtoknowwhatyouaregoingtomonitor.
Forexampleifyouaregoingtomonitoranemployeesjobperformance,thenyoucoulddevelopan
employeeperformanceappraisaltodeterminewhethertheemployeeisperformingatan
acceptablelevelofwhethertheyrequireassistancetolearnhowtoworkatthatlevel.

Tomeasureperformance,itisimportanttounderstandthatmonitoringperformanceisusuallydone
bymonitoringtheprogressofstaffthroughtheirduties.Forexample,dotheyfinishtheirrequired
tasksontime?Iftheanswerisno,thenyouneedtofindoutifthereisareasonwhy?Ifthe
measurementsdoidentifyaweakness,youneedtoidentifyifthereisadefiningfactorthatimpedes
theirabilitytoperformthetaskontime?

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Toolsformeasuringdifferenttypesofperformance
Toassistyouinidentifyingtoolstohelpmeasureperformance,hereareanumberoftoolsandtheirusesthatyoucanusetomeasureperformance

Tool

Definition

Uses

MeasuringQuality
QualityAssessment

Observationofservicedelivery

isthemeasurementofthequalityofaproductand/orservices

Mysteryclientmethod
Auditofindividualpatientrecords
Reviewofdatafromautomatedinformationsystem
Testing(writtentests,simulationwithstandardized
patients,computerbasedtesting)
Healthworkerinterview
Patientexitinterview
QualityMonitoring

Datacollectionisaroutineactivityintegratedintodaily
tasks

isaprocessfortheregularcollectionandanalysisofacoreset
ofhealthindicators.Inordertodeveloptrustandinvolvestaff,
qualitymonitoringemphasizesmeasuringandanalysing
processesratherthanindividuals.

Dataarecollectedregularlyandovertime,sotrendsin
theindicatorscanbemonitored

Establishaqualitymonitoringsystem

Dataareusedtoidentifythepresenceandcausesof
systemproblemsthatcanresultinpoorperformance

StepOneWhatinformationdoyouneedi.e.levelofservice

Dataareusedtoguidemanagementdecisions

StepTwoCollectthedata(Whatdataanddesignmonitoring

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Tool

Definition

Uses

tools)
StepThreeUsetheinformationandresults:Placeresultsinto
tabs,analyseandinterprettheresults
ExternalEvaluationof istheprocesswhereexternalbodiescanprovideanexternal
Quality
evaluationofyoursystem

Threeapproaches:
Accreditationthroughtraininganddevelopmentthroughthe
internalbody
Certificationthrougharecognisedauthorityinyourfield
Licensureaddressingtheminimumlegalrequirementsorthe
fieldifrelevant.

PerformanceAppraisals
Onlineappraisals
againstcompetences

Appraisalsatyourfingertips.Managementprovideemployee
appraisalsandtheHRdepartmentprovidesinstantfeedback

Employeesaremoreengagedthroughinstantfeedbackon
theirperformanceappraisal.Realtimereportinghelps
managementmanagestaffwithfullvisibility.Goalsettingis
simplifiedmakingrevieweasierforbothemployeesand
employers

Competency
Assessmentwith
FeedbackWriter

Assistslinemanagerstowritefeedbackagainstcompetencies

Assistsinensuringthatallcompetencesareconsideredand
feedbackisprovidedsothelearnerknowstheirexact
performancelevel

Complete
performance

areasystematicwayofevaluatingthestandardsofaworkers
performance

Makeemploymentdecisionssuchasdeterminingpay
andpromotions

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Tool

Definition

Uses
Identifyprofessionaldevelopmentneeds

appraisals

Identifyfactorsintheworkenvironmentthathelpor
hinderperformanceeffectiveness.
ProcessAppraisal
Breakdowns

includeshowoftenequipmentbreakdown,thecausesofthe
breakdowns

Identifywaysinwhichtoimprovethequalityofthe
equipmentsperformance
Identifiesweaknessesinmaintenanceschedule
Identifiesweaknessesinprocedures
Forqualityimprovement

ProcessReport

Timethelengthoftimeforservice,manufacturinganddelivery
ofgoods

Identifyweaknessesinsystems
identifyareaswhereimprovementisrequired
Howmuchisthebudgetexceeded
Whyaretheirvariationsinprocessesintheproduction
process

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Ofcourse,manyorganisationsusedifferentnameswhendevelopingmonitoringtools.Thinkofthe
monitoringtoolsthatyouhaveusedto
monitortheprogressofyoursystems.Some
arecalledbysimilarnamesbutperform
completelydifferentfunctionsbasedon
whattheyarerequiredtomeasures.

Theprogressofeachperformancebeing
measuredshouldbemonitoredoveraperiod
oftime.Theseareusuallytheacceptable
performancestandardsforeachtaskor
process.Ifyouonlymeasurethe
performancecriteriaonce,youwillnot
obtainatruemeasurementoftheprocess
thatyouaretryingtomeasure.

Whenyouprocessperformance,itis
importanttoensurethatyounote:
1. Thetimeinwhichthemeasurementtookplace
2. Didthemeasurementstaywithinacceptableperformancelimits
3. Havetherebeenanychangesthatwillimpactonthemeasurement?Ifyes,how?
4. Whatisthelevelofqualityexpected?Wasthislevelacceptable?Why?Whynot?

Exactmeasurementofacceptableparameterscanusuallybefoundintheorganisationspoliciesand
procedures.
Themeasurementsthatyoudevelopmustbecompletedatleastthreetimesstrategicallyandthey
are:
1. Whentheperformancemanagementsystemwasdeveloped
2. Whentheperformancemanagementsystemwasmonitored;and
3. Whentheperformancemanagementsystemwasreviewed.

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Youdeveloptheacceptableparameterswhenyoustartanewprocess,youmonitortheprogressof
themeasurementtoidentifywhetheritisconsistentornot.Ifthemeasurementisnotconsistent,
thenyoucancheckanyvariationsagainstthetimeforinstance.

Forexample
Traineestendtoconcentratemoreinthemorning.Afterlunchthelevelofconcentrationusually
wavers.Why?Howcanyouensurethatthisvariationisnotasbig?Inthisinstance,youmaydecide
tomonitorandfindwaysinwhichtomaintainthesamelevelofperformanceduringthewholeday,
ratherthanpartoftheday.

Onceyouhavemonitoredtheresultsoftheitemthatyouhavemeasured,youneedtoreviewit.
Youcouldaskyourself,whethertheplansandproductivitytargetsthatImeasuredmeetthe
requiredsetparametersinmygoals?

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Activities3.1.13.1.2
Theabovecoversactivities3.1.13.1.2whichyouwillfindinyourLearnerWorkbook...

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3.2Analyseandinterpretbudgetandactualfinancialinformationto
monitorandreviewprofitandproductivityperformance

Abudgetisafinancialdocumentthatisusedtoprojectfutureincomeandexpenses.External
factors,suchthestateoftheeconomy,changestolegislativerequirementsandtechnological
innovationcanhaveanimpactonhowmuchbudgetisavailable.Asanongoingdocument,itis
importanttocontinuouslyscanthemarkettoensurethatyouarestillworkingwithinthebudget.
Forexample,ifthereisachangeintheeconomywherebyspendingdecreases,thendependingon
yourproductand/orservice,youmayfindthatyourcustomersnolongerpurchaseyourproduct.
Thisdownturninspendingshallbereflectedinyourallocatedbudget.Ifthereisadecreaseinthe
demandforyourproduct,thenyouwillnolongerneedtosupplyasmany,thusyourbudgetwill
usuallyshrinktoreflectthatbudget.
FinancialinformationfoundinfinancialreportssuchastheProfitandlossstatementwill
demonstratewhenthereisadecreaseinprofits,thusadecreaseinsales.However,donotlose
sightofthefactthatadecreaseinprofitsmaycorrelatewithanincreaseintheft.

Dependingonthesizeandfunctionofyourorganisation,thefinancialinformationthatyoukeep
willvary.However,financialinformationthatyoumayneedtomonitorcouldinclude:
Budgets
Ratioanalysis
Budgetforecasts
Cashflowstatements
Profitandlossstatement
Balancesheets
Investmentandliabilityreports

Whenreviewingfinancialinformation,aswith
anyoversortofreviewing,itisimportantto
identifythevariationsinthereportsandthen
trytoidentifythecausesofthesevariations.It
isonlywhenyouidentifythecausesofthevariationsthatyouwillbeabletoidentifyhowtocorrect
thevariations.

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Activity3.2.1
Theabovecoversactivity3.2.1whichyouwillfindinyourLearnerWorkbook...

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3.3Identifyareasofunderperformance,recommendsolutions,andtake
promptactiontorectifythesituation

Tooperatewithinyourbudget,tomeetthetargetsandgoalssetoutinyouroperationaland
strategicplans,youmustmonitorandreviewperformance.Thisisthekeytoyoursuccess.Ifyou
workoutsideyourbudget,forinstance,thentheorganisationsprofitswillbeaffected.

Onceyouidentifyaproblemyoushouldtake
promptstepstorectifytheproblem.Thiscanbe
performedthroughtheprocessofcontinuous
improvement.Notonlyshouldyoutakestepsto
ensurethattheminimumperformancelevelsare
achieved,youshouldbeproactiveandtakesteps
toimproveperformance.

Continuousimprovementistheprocessof
increasingthequalityandservicesthrough
incrementalgainsaccompaniedbyoccasional
innovation.(KuratkoandHodgetts,1995,
p.697).Beforeyouidentifywherecontinuous
improvementshouldbeusedtoaddress
underperformance,youneedtoensurethatyou
areclearonwhatyouaremeasuring.

Remembermeasurementisusuallysetbyyourgoals.Thesegoalmeasurementsareusually
reflectedintheorganisationspoliciesandprocedures.Innovationandchangeareanintegralpartof
identifyingareasthatneedtobeimprovedwithinyourorganisation.Asapartofanimprovement
initiativeorganisationsaremovingtohigherratesofproductionwhilemaintainingthesamelevelof
quality.Eventhoughorganisationsaregearedtowardsachievingthesegoals,theymayfindthatas
outputincreasessotoodoesthevariationsthatoccur.

In a culture of continuous improvement, procedures and work instructions are developed to

minimisetheoccurrenceofvariations.Reportsmaybecompiledtoallowmanagementtoseehow
many times a variation occurs. Once a variation occurs regularly, management is then able to
changeandimplementworkproceduresandinstructionstominimisevariations.

Somevariationsmaybederivedfromnonconformancewithcompanyrequirements.Itisessential
thatorganisationsrecordandmonitornonconformance.

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Innovation
Innovationisthedevelopmentonanewideaoranewinnovation.Innovationislookingatdifferent
waystoimproveyourjobwhileretainingthesamestandardsinthequalityofyouroutput.
Innovationplaysahugeroleinyourworkplace.
Innovativeworkpracticescanbeputinplacetoincreaseyouroutputbyfindingbetterandnewer
waysofdoingthingsatwork.Someinnovationscomefromtheidentificationofaproblem.Other
innovationsaresimplyideasthatpeoplehaveabouthowtoincreaseproductivity.

Change
Innovation means the need to change.
Changeisimplementedtomakeajobrun
more smoothly. It may mean that you
changetheorderinwhichyouperforma
task to increase your outputs. You may
suggest that you or your colleague
changesomethingsmallthatsavestime.
Forinstance,itmaybeapartofyourjob
to receive stock that needs to move
straighttotheline.Standardprocedures
may require that the security guards
need to direct the truck drivers to a
specific location. The truck drivers may
thenneedtofindaforkliftdrivertotake
thestockoffthetruck.

In what way could you improve this process?

Justintimeisaprocessinwhichstockisdeliveredandplacedontheproductionlineintimeforthe
nextunit.Forstocktobereceivedontime,itisimportantthatstockorderedinthisway,is
prioritised.Itmaybeasimpleprocessofgivingsecurityareportwhichtellsthemwhenthestockis
duetoarrive.Securitycanlookattheinvoicewhenthestockisdeliveredandshoulddirectthe
truckdriverstraighttothedeliverylocation,whereaforkliftiswaitingtodeliverthestockontime.
Whataretheadvantagesofthenewprocess?
Costs:Ifthetruckdriverintheoriginalscenariocouldnotfindanyonetohelphimandthe
stockwasnecessaryforongoingproduction,thentheproductionlinemayhavebeen
stoppedifthepartwascentralortimewouldhavebeenlostrotatingthestockbackonto
thelineforproductiontocontinue.Theproductionlinemaynotbeabletorecoupthetime
lost.
Productivity:Thiswouldhavedecreasedproductivity,sothismeansthattheorganisation
mayneedtobelatewiththedeliveryoftheirorder.

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Thenewprocessisgearedtowardsdecreasingcostsandensuringthatproductivityisincreasedby
decreasingthenumberofoutofstocksthatoccur.
Whenyouseethistypeofdiscrepancy,itisimportantforyoutoidentifywhattheproblemis.You
alsoneedtoseethebenefitsofimplementingnewprocesses.Ifyouchangeanyprocessesinyour
workarea,makesurethatanydepartmentthatisgoingtobeaffectedbythechangeisadvised
aboutit.

Factorsaffectingoutputandquality
Anincreaseinoutputcanbecausedby:
Technologicalchange:Anewmachinemayincreaseproduction
Economicchange:Adecreaseinorderswilldecreasetheamountofunitstobeproduced.
Thisinturn,willdecreasethenumberofpeopletheorganisationwillemploy.Conversely,
aneconomicboomwillaffecttheincrease
indemandandmeanthatmorestaffwill
needtobeemployed
Managementtrends:Peopleworking
togetherasapartofateammeansthat
workerswillbeabletoworktogetherto
findresolutions.
Politicalchange:ThenewAustralian
UnitedStatesFairTradeAgreementwill
opendoorstooutsidecountriesproduce
productsinAustralian.Thisagreement
willstimulatecompetition,butwillalso
openAmericaupasapotentialcustomer
base.

Someorganisationsspendalotoftimeimprovingtheirproductsandpractices.Inacompetitive
industry,beinginnovativecanmakethedifferencebetweenhavingacompetitiveadvantageover
yourcompetitorsandgoingoutofbusiness.
Toimproveyouroutput,youareineffectincreasingthequalityofyourserviceorproductand
improvingyourprocesses.Forinstance,findingawayinwhichtosavetimewillensurethatthings
runmoresmoothly.Ontheotherhand,youmightneedtoimproveaprocessthatisnotworking
effectively.Youneedtoknowwhatisnotworkingbeforeyoucanincreasethequalityofaprocess
orproduct.

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Variationstoimprovementprocesses
Onceyouhaveidentifiedissuesthatwillenhanceyouroutputandthequalityofyourprocesses,
productand/orservices,youneedtobeawareofthefactorsthatmaycausevariationsto
production.Forinstance,youhavefoundawayinwhichtoincreaseproductivity.Thismeansthat
theworkermaybeabletooperatemachineryalotfaster.The
eliminationofaprocessmeansthattheworkercanworkfaster
andnotexpendmoreenergy.

Inturn,thisalsomeansthattheworkerwillbeabletomake
moreunits.Thissoundsgood,buttheconsequencesforthe
organisationcouldbemorefarreaching.Themachinethatthe
workerusesmayonlybeabletomakesomanyunitsbeforea
partneedstobechanged.Overaperiodofayear,thatpart
mayneedtobechangedseveralmoretimes.Incalculatingthe
expenditure,youmayfindthatthepartcosts$100200.You
mayneedtoarrangeprofessionalstocomeinontheweekend
tochangethepartandmaketheadjustmentstothemachine.
Thiswillcostevenmoremoney.Intheend,youmayfindthat
youarespendingmorethanwhatyouaremakinginthat
section.

Whenyouimplementanewidea,youshouldnotonlytakeinto
considerationboththeadvantagesanddisadvantagesofthe
innovation,youalsoneedtoconsidertheconsequencesofyour
improvement.Theseconsequencescanleadtovariations(badorgood)toproductivity.

Onewayinwhichtomeasureanyunforseenvariationstoanimprovementprocessistolearnhow
toimplementactionlearningtoobtainareallifeperspectivetoyourimprovementprocess.

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ActionLearning
Actionlearningisanexcellentwayinwhichtoevaluateandrefineimprovementproposals.Action
learningislearningforconcreteexperienceacriticalreflectiononthatexperiencethroughgroup
discussion,trialanderror,discovery,andlearningformandwitheachother.Itisaprocessby
whichgroupsofpeopleaddressactualworkplaceissuesorproblems..todevelopsolutions
(ZuckerSkerritt,2002,p.115).

Experientialexperienceisonemethodinwhichactionlearningcanoccur.

Action learning is simple. It offers you a method in which you are raising learning from an
unconscious to a conscious level through techniques of questioning that probe problems so
knowledgebecomesmoreobvious.(Pleasenotethatthesedefinitionshavebeenadjustedtosuit
theimprovementprocessandthattheunderlyingmeaningsarestillthesame).Thishasbeendone
toclarifyareasforyou.

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Foractionlearningtosucceed,therearemajorcomponentsthatshouldbepresent.These
componentsofactionlearningare:
Theclient/sponsor/organisationsupportstheprogramfinanciallyandifnecessary,morally.
Theimprovementaimsandtasksaretosolvecomplexproblems(allproblemsnomatter
howsimplecanbemajorifyoudonotobtainandmaintainmanagementsupport).
Theteamofactionlearnersconduct
theproject.(Ifyouworkwitha
groupofpeoplewhere
improvementoccurs,youwill
usuallyfindthateveryoneis
consultedandaskedforfeedback.
(ZuckerSkerritt,sitingPedler,1997).
Someoftheactionstoaction
learningarethatteamshave:
o

Definitionofaproblem

Anappropriateevaluation
ofbothlearningandthe
outcomes(ZuckerSkerritt,
sitingDick,1991).

Theoutcomesofactionlearningforthe
stakeholderscaninclude:
Understandingofgroupprocessesandorganisationalchange.
Improvedunderstandingbetweensectionsoftheorganisation.
Ideasforfutureprojects
Newskills
Aconcreteoutcomeofbenefitfortheorganisationandgroup;
Highprovenreturnsoninvestmentintheactionlearningprogram.
Fortheaboveactionsandoutcomestooccur,youshouldbeworkingwithinacollaborativelearning
culture.

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Thesuccessofactionlearningprogramsisbasedontheabilityoftheteamstohavevaluesthat
include:
Openness,trustandcollaboration
Teamspirit,respectfordiversity;and
Toleranceofmistakesfromwhichwelearn.

Otherwritersbelievethatbenchmarkingandthesupportofcontinuouslearningreinforcethat
conceptofactionlearning.

Forthepurposesoffutureimprovementprocesses,youshouldensurethatyourorganisationretains
acopyofallofthestepsyoucompletedtosatisfytheneedsoftheimprovement.
Thesameprocessescanbeutilisedwhenidentifyingunderperformanceinalreadyestablished
processes.Ifyouarelookingforaquickmethodinsolvingtheunderperformance,youmayneedto
useactionlearningtoensurethatanychangesmadetotheprocessesdonotmoveawayfromthe
operationalandstrategicplan.
Problemsmaynotalwaysarisefromproblemsinprocesses.Therewillbetimeswhenproblemswill
ariseinattitude,alackofunderstandingofaprocessorotherindividualperformanceissues.

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Activity3.3.1
Theabovecoversactivity3.3.1whichyouwillfindinyourLearnerWorkbook...

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3.4Planandimplementsystemstoensurethatmentoringandcoachingare
providedtosupportindividualsandteamstoeffectively,economicallyand
safelyuseresources

Whenyouidentifyanareawheretheorganisationsteamisnotmeetingtheirgoals,youmayneedto
arrange training for staff. Applying to external parties to train the staff can be a timely and
expensive process. To save on costs and
time, you can delegate a mentor or coach
tominimisethegapinperformance.
Askillsgapanalysisisusuallythepreferred
manner in which to identify a gap in
performance. This gap is identified
between the level of performance
demonstrated and the desired level of
performance expected to meet the goals.
Coachesandmentorsmustthenbeusedto
clearthatgap.
Mentors in either a formal mentoring
program or an informal relationship focus
ontheirindividualortheteam,theircareer
andsupportforindividualgrowthwhereas
the coach is job focused and performance
oriented.Asamanager,yourresponsibility
istoidentifywhethertheproblemisthefactthattheteamorindividualdoesnotknowhowtoset
andmeetgoalsortheteamorindividualisperformancerelated.
Iftheproblemisperformancerelatedthenyoushouldallocateacoachtotheindividualorteam.
Converselyamentorshouldbeallocatedifthereisabehaviouralproblemsuchasalackof
confidence.Mentorsareusuallyallocatedbecausetheyhaveapersonalinterestinthesuccessof
theindividualsperformance.Coachesdevelopspecificskillsforthetask,challengesand
performanceexpectationsatwork.
Coachesandmentorsareusuallychosenfromthestaffthatareemployedwithintheorganisations.
Theywillusuallyhavetheskillsrequiredtochangeperformancedifficultiesinthementorscase.
Thementorshouldbesomeonethattheteamlooksupto.Theyshouldteachbydemonstratingthe
skillsthattheteamshoulddemonstrate.Providingongoingfeedbackandsupportallowsthe
individualstaffmemberandteamtolearntheskillsthattheyrequiretoclosethegapsothatthey
canachievetherequiredlevels.
Coachesneedtohavealevelofauthoritybythenatureoftheirpositionasaleadertoinsiston
complianceintheformofperformancelevels.Coachingistaskrelatedandrequiresthatindividuals
performatarequiredlevelinareassuchasimprovingtheirknowledge,skills,orabilitiestoperform
agiventask.

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Activity3.4.1
Theabovecoversactivity3.4.1whichyouwillfindinyourLearnerWorkbook...

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3.5Negotiaterecommendationsforvariationstooperationalplansandgain
approvalfromdesignatedpersons/groups

Whenyouworkwithateamorevenonyourown,youneedtohavetheartofnegotiation.Itisrare
to find a variation that everyone agrees with. Negotiation is a process in which two or more
parties who have both common and conflicting interest bring forth and discuss explicit terms of
possibleagreement(Collins,2004,p.207).

Asanindividual,youwantyourdepartmentandallofthedepartmentsthatwillbeaffectedbythe
change to contribute feedback on which is the option best suited to their needs. You will have a
similaroptionifyouareworkingaspartofateam.Inbothcases,whereconflictarisesyoumaybe
foistedintotheroleofnegotiator.Youmaywellhavetogoagainstyourownwantsandneedsto
negotiateconditionsthatwillsatisfyallparties.

Therearethreetypesofnegotiatingandyouwillneedtodecidewhichtypewillhelpyounarrowthe
preferredoptionsofthepartiesinvolved.Therewillbetimeswhennoonewillbeabletoagreeona
preferredoption,soyoumayhavetonegotiatethepreferredoptionsdowntoamanageablelevel.
Thethreetypesofnegotiationare:
Hardnegotiator:Wherenegotiationisseenasatestofwillsandwhowillfinishoffbetter.
Theywillwinatanycostandassuchwilldamagerelationships.
SoftNegotiator:Where
negotiatorswanttoavoidconflict.
Thenegotiatordoesthisby
amicableagreement,withthe
leastamountoffussandbother,
sotheymakeconcessions.These
concessionsmakethemfell
exploitedandthattheother
partiesaretakingunfairadvantage
ofthem.
PrincipleNegotiation:A
combinationofbothhardandsoft.
Itisaboutgettingwhatyouare
entitledtoandpreservingyourrelationshipwithotherparties.Itcanbeusedinany
situationbymanypeople,irrespectiveofwhethertheyareexperiencedornot.

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Principlenegotiationhasthreecriticalelementswhichare:
Separate people from the problem In all negotiations you will need to preserve the
relationship/s between parties. Our objective is to either refine or narrow down the
preferredoptionstoamanageablelevel.
The first thing to do is to
empathise with the partys
position so you fully
understand their needs. You
arenotdealingwithonlyyour
problems, but others so keep
theirfeelingsin mind. Focus
on everyones perception of
theproblem.
You will need to listen to
other peoples opinions, so
use your communication and
listening skills effectively. Try
to avoid conflict by listening
and do not attack. If you
become too forceful the
negotiatingpartieswillbecomedefensiveandresistyourviews.
Thebeststrategyisjusttoletthemtalkandencouragethembyleadingthemtospeak.Asa
negotiatoryouneedtohavethecapacitytoletthepartiesfeelthattheyarebeingheard.
Theproblemitselfisnothardtosolve,thoughtoobtainactualagreementonhowtosolve
the problem may be tough, keep trying, for it must be solved and it must be solved
effectively.

FocusoninterestnotpositionsIfyouwanttogetawin/winsituationforallparties,then
focusoninterestnotposition.Interestworkseffectivelybecausebehindthedifferent
positionsofopposingpartiesaretheirsharedinterests.
Therearemultipleinterests.Asanegotiatordonotoverlooktheinterestofallparties.If
yougivethepartiestheopportunitytotellyoutheirconcernsanddrawoutinterest,youcan
goalongwaytonarrowingthepreferredoptionstoamanageablelevel.

DevelopingoptionsIfyoucannotidentifyoptions,itmaybenecessarytolookatthestyles
ofnegotiation.Ifwhatif,withthepartiesdoesnotworkyoushouldlooktothefivestyles
ofnegotiation.Whatifallowsthemindsofallpartiestobecomefocusedontheproblem
athand,whichistonarrowdowntheoptionsintheinterestofbothparties.

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TheProcessofNegotiation
Theprocessofnegotiationstartswithastrategythatwillgetyouthedesiredresult.
Thefivebasicstylesofnegotiationare:

Competition:

Awin/loseapproachwhichleadstoconfrontation

Compromise:

Awin/winapproachwhichisoptimal

Cooperation:

Awin/winapproachwhichcreatesjointproblemsolving

Accommodation:

Alose/winapproachwhichleadstocapitulation

Avoidance:

Alose/loseapproachthatleadstowithdrawal

Ideallyyoushouldaimforawin/winapproach.Thatmeansthatwhenyouidentifypreferred
options,youshouldconsidereithercompromiseorcooperation.Bothapproachesallowallparties
tofeelthattheyhavehadsomesayintheirworkarea.Thismeansthattheyhaveidentifiedwith
theproblemandwillmakeanextraefforttoensurethatitisresolved.

Consistencyofrecommendations
Anareathathasyettobeconsideredwithinthis
competencyistheareaofconsistency.Policiesand
proceduresgiveanorganisationaconsistent
framework.Consistencyisconcernedwithprecision
andreliability.

Policiesandproceduresarewrittentoensurethat
consistencyismaintained.Thismeansthatthewayin
whichyoudeveloptherecommendationsfora
variationwillbethesameforalllevelsofthe
organisation.Ifyouaregoingtobeconsistentyou
needtohavetheabilitytomaintainaparticular
standardorrepeataparticulartaskwithminimalvariation(Encarta,19982004).

Themaximisationofconsistencycanbefoundintheimprovementprocessesofprevious
improvementstrategies.Organisationsusuallykeeprecordsofalldevelopmentasitisseenasaway
tosaveinthefuture.Whenoneimprovementorvariationprocessworkswell,theorganisationwill
testittotrytofindifitcanworkinallareas.

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Thereasontheorganisationdoesthisistominimiseaninnovationseffectinproductivityandto
standardisetheimprovementprocess.Someorganisationswillevendevelopstandardoperating
procedures(SOPs)toensurethatthedevelopmentandimplementationofimprovementprocesses
arestandardised.Whenavariationtoaprocessisintroduced,animprovementoccursandthe
variationbecomespartofthestandardisedimprovementprocess.

Onewayinwhichconsistencymaybe
establishedisthroughbenchmarking.
Benchmarkingmeansthattheorganisation
willbelookingforthebestwayinwhichto
implementimprovementprocedures.By
lookingatthelargerorganisationthatexcels
inthisarea,youwillbeabletodefinethe
bestpractice.Thisbestpracticeisthen
incorporatedintotheorganisation.

Thisbynomeansgivestheorganisationa
competitiveedge,butitdoescontributetostandardisationofprocedures.Thecompetitiveedge
comesfromthetrustandorganisationalidentificationthatcomesasapartofcontinuous
improvementthatissupportedbymanagement.

Intellectualcapitalwillthengiveittheflavouronlyfoundintheirorganisationthatwillgivethe
organisationthecompetitiveedge.

Itisalsoimportantthatyoufollowtheorganisationsproceduresandreportthevariationstothe
correctdesignatedpersonnel.
Thesepersonnelinclude
Groupsdesignatedinworkplacepoliciesandprocedures
Managersorsupervisorswhoserolesandresponsibilitiesincludedecisionmakingon
operations
Otherstakeholderssuchasboardmembers
Otherworkgroupsorteamswhoseworkwillbeaffectedbyrecommendationsfor
variations

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Activities3.5.13.5.2
Theabovecoversactivities3.5.13.5.2whichyouwillfindinyourLearnerWorkbook...

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3.6Developandimplementsystemstoensurethatproceduresandrecords
associatedwithdocumentingperformancearemanagedinaccordancewith
organisationalrequirements

Throughoutthemanagementoftheoperationalplan,youshouldhavebeenmaintainingongoing
recordsoftheimprovementprocessesandtheprocessofrecruitingandselectionstaff,innovation
andperformancemeasures.Asapartoftheongoingprocess,organisationalprocedureswouldhave
recommendedthatyouhadtocompleteformstodemonstratethedecisionsthatyoumade.
Documentationmayhaveincluded:
Operationalplans
Strategicgoals
SMARTgoals
Contingencyplans
Jobadvertisement
Selectioncriteriaanddutystatement
Qualityimprovementandperformance
appraisals.

Ineachstepoftheprocessyouwouldneedtocompleteorganisationalforms.Theseformswould
havebeendesignedtoassistyouindevelopingyourplansandimplementingthem.Onceyouhave
finishedwiththedocuments,youshouldfilethemawayandtheybecomearecordofthe
organisationshistory.

Futuregenerationsofemployeeswillbeabletouseyourhistoricaldatatodevelopplans.Events
andideasthatmayhavebeenrejectedinyourdatamayproverelevantinthehistoryofthe
organisation.Thisdataneedstobecontrolled,irrespectiveofthefactthatitiselectronicorpaper
basedhistory.Mostofthisinformationwillusuallybefoundintheorganisationsfilingsystem.

Securitymeasuresmustbetakentoprotectthedatafromunqualifiedmindsthatwouldbreach
privacylaws.Manyofthesepaperbasedfilesarekeptunderlockandanyelectronicstorage
informationwouldrequirethattheuserhadausernameandlogondetails.

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Activities3.6.13.6.2
Theabovecoversactivity3.6.13.6.2whichyouwillfindinyourLearnerWorkbook...

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MajorActivity

At the end of your Learner Workbook, you will find an activity titled Major Activity. This is an
opportunity to revise the entire unit and allows your trainer to check your knowledge and
understandingofwhatyouhavecovered.Itshouldtakebetweenand24hourstocomplete.Once
thisiscompleted,youwillhavefinishedthisunitandbereadytomoveontothenext,welldone!

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Congratulations!

YouhavenowfinishedtheunitManageOperationalPlan.

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References
BusinessSynchronicityIvanWalsh
URLAddress:http://www.ivanwalsh.com/businessproposals/fourstepstrategydeveloping
businessproposals/4455/

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