Professional Documents
Culture Documents
Essentially, the manager's task is to co-ordinate and organise the resources of the
organisation in the most efficient way to provide the best value for the
organisation's stakeholders. This is true of both profit and non-profit organisations.
The resources available will include people, time, information, money, equipment,
technology, buildings, facilities and land.
This coordination task is complex and therefore the manager needs to create a
formal document called an Operational Plan. This document collects, organises and
communicates a great deal of information that enables the reader to know and
understand what needs to be done, by whom and when to make progress towards
creating the best value for the stakeholders of the organisation.
Generally, it is the task of the manager to create the Operational Plan but it will
usually go through an approval process by the board/committee of the organisation.
how much - the amount of financial resources provided to complete each strategy/task
Operational Plan
organisation's goals
implement strategies
operational plan.
significantly
shared and involves different categories of stakeholders. and staff of the organisation.
The purpose of the Operational Plan is to provide organisation personnel with a clear picture of their
tasks and responsibilities in line with the goals and objectives contained within the Strategic Plan.
Basically, the Operational Plan is a plan for the implementation of strategies contained within the
Strategic Plan.
Person Responsible
Coaching Director
The strategy may be allocated to just one person, or to a group of people e.g. a team of people, a subcommittee or a department.
The point is that thought has to be given to all possible costs that might be incurred if a strategy is
implemented. If there is an inadequate allocation of money for the implementation of a strategy,
chances are it will fail.
Setting Timelines
The implementation of any strategy needs a timeline, that is a time period during which work is
performed to achieve the desired outcome. The time period can be as short as a day, or it can be
several months. The time period could be in the near future, or it might be scheduled for a future year.
The purpose of inserting a timeline for each strategy in the Operational Plan is to give order to the
great many tasks that need to be done. There is always limited resources and therefore, at any given
time, decisions need to be made as to priorities and where work effort should be focused. There is no
use focusing work effort on strategies that don't need to be completed as yet while no work is
performed on strategies that are urgent.
For example:
Strategy
Timelines
Performance Indicator
Increase
clubs
in
affiliated
clubs
in
Northern Queensland
Increase in sponsorship
revenue
Improve facilities
national standard
to
n an operational plan there would be typically 8 -10 Key Result Areas (KRA's). For the sake of this
sample, only one KRA is provided.
It should always be remembered that the allocation of strategies to people is a vital element in the
implementation of an operational plan.
Strategies
Timeframe
Person
Responsible
PT
Development
term only
Officer
Budget
Other
Resources
Salary $20,000
Purchase of
Trailer $ $1,000
trailer
media
and Sept
Program commences
Events
program
Coordinator
Promotions
Events self
two months
Coordinator
funding
Newsletter
Photocopy
Photocopy
Editor
Consumable
Machine
Promotions
Coordinator
Adverts $1500
Trophies $1,000
Timelines - have strategies been commenced and will all tasks be completed by the scheduled
timelines?
Responsibilities - is there anyone having difficulty with the tasks allocated to them? Does there
need to be any reassignment of responsibilities?
Physical Resources - the assignment of assets e.g. equipment, vehicles, space in a building or
outdoors
Budget - the allocation of money e.g. pay salaries, purchase equipment, hire venues,
undertake advertising and promotion
Methods of control
Managers will therefore need to control the above factors on a week-to-week basis.
This control by managers will involve:
Investigating on a regular basis of what has been achieved, and what has not
Implementing corrective action where tasks are not achieved, or achieve on time
Supervising, supporting and motivating the people of the organisation to ensure tasks are
undertaken
Reporting problems to superiors e.g. directors, committee personnel, the Board Members of
the organisation