Some of the Details Outlined in an Operational Plan
Human and Other Capacity Requirements
The human capacity and skills required to implement your plan, and your current and potential sources of these resources. Also, other capacity needs required to implement your plan (such as internal systems, management structures and engaged partners)
Financial Requirements
The funding required to implement your plan, your current and potential sources of these funds, and your most critical resource and funding gaps.
Risk Assessment and Mitigation Strategy
What risks exist and how they can be addressed.
Estimate of Project Lifespan, Sustainability, and Exit Strategy
How long your plan will last, when and how you will exit your plan (if
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Comparison of actual results with budget and investigation of variances
Budget Officer
1. Controls the budget administration, the job involves:
2. Liaising between the budget committee and managers responsible for budget preparation
3. Dealing with budgetary control problems
4. Ensuring that deadlines are met
5. Educating people about budgetary control.
Required Resources for an Operational Plan
Resources are the assets of the organisation. They include human, physical, financial, intangible and structural resources. In addition, these resources determine how much of operational plan can be implemented and how far the implementation can proceed.
Resources
Human Physical Financial Intangible
Experiences Equipment Debt Brand
Skills Buildings Equity Names
Knowledge Raw materials Retained Patents
Competency Earnings Reputation Other financial holdings Trademarks Databases
Human Resources
Employees are an organisation’s most important resource therefore, planning for and employing the right people to assist in achieving business goals is one of the main roles of the manager. Estimating human resource needs in terms of numbers, skills and abilities, and how to recruit those people are important issues that are need to be considered.
In order to plan the staffing requirements the business needs to look ahead and identify the projected activity of the team, any expansion plan
What components should be included in the planning efforts and the final plan? How are operational plans defined, and what do they contain?
Where the HR function is large, there would typically be a HR Director within the structure that works with the other top level executives to analyse the organisation in order to determine and plan its staffing needs to achieve the long term goal and strategic aims. It is at this level where other options should be explored to determine the actual need to recruit as there may be other options for the organisation such as job redesign. The area of staffing falls within the HR function where the recruitment and selection of human resources for the organisation is carried out. On selection, Recruitment advisors are involved in developing and administering methods that enable managers to decide lawfully which candidates to select and which to reject for the given jobs.
It is not obvious that the plan includes a detailed staffing requirement that includes defining the capabilities and staffing levels that will be needed in each job category to implement the business plan. The focus should be on 5-10 critical capabilities and then out of those what capabilities are different from job to job or level to level. The other critical factor will be those capabilities that are
Detailed costing and statements of resources need to be developed as part of the project proposal outlining:
H. Resources are the things needed to get a job done, such as tools and machines, materials, information, energy, people, capital, and time.
In any project, the resources are necessary to execute the different tasks within the implementation plan. These resources include funding, equipment,
This unit is from the Business Services Training Package (BSB07) and can be used as credit towards the Certificate IV in Frontline Management (BSB40807).
We must have adequate arrangements and systems to ensure compliance with all of our obligations, and a written plan
The resources of an organisation are those assets that deliver value added in the organisation (Lynch, 2015). According to the resource-based view, firm performance is achieved through competitive advantage that derives from the application of resources that are valuable, rare, difficult to imitate and unable to substitute (Barney, 1991).
Resources are plentiful as long as individuals are using them in the appropriate way. Resources may come in many benefical ways such as information, facts, financial reports, or even records. Resources come in handy when individuals are there to assist and make sure the company needs are met. Resources are mainly looking from the internal points and external points to grow the business and make sure business is ran accordingly. According
It is important when allocating work to ensure that resources are appropriately allocated and that they are available for use as and when they are needed. When drawing up a plan you need to focus on what you want to achieve, what you can do to achieve it and what might happen while you are moving toward achievement. You must consider what will be done, when and how it will be done and by whom.
Capacity planning is to be carried out keeping in mind future growth and expansion plans, market trends, sales forecasting etc. It is a simple task to plan the capacity in case of stable demand. But in practice the demand will be seldom stable. The fluctuation of demand creates problems regarding the procurement of resources to meet the customer demand.
Every organisation must plan every action it intends to take, in the short-term as well as in the long-term. The company, on the basis of the objectives set by the top management of the organisation should plan for growth, expansion, restructuring of business or otherwise. Every company needs to plan out its strategies according to its future plans in order to avoid surprises and to overcome any challenges they may have to face. Therefore, without planning, the organisation cannot achieve any of its goals.
Human Resource Management involves a wide array of functions that encompasses the time from when an employee enters an organization to the time the employee leaves the organization. The specific activities that are involved in HRM include job design and analysis, recruitment, orientation and placement, development and training of the personnel, employee remuneration, and performance appraisal (Aswathappa, 2007: 5). This paper shall focus on three main activities which are recruitment, training, and personnel development. When it comes to recruitment, it is incumbent upon the Human Resource Manager to bring into the workforce, employees that are both wiling and competent to accomplish specific tasks. The work of recruitment goes hand in
According to Amit and Schoemaker (1993), resources is defined as assets that are owned by a firm where with the usage of assets and mechanism like labour productivity, technology, management information systems which converts resources into final products or services. Hall (1993) characterized resources into intangible assets and tangible assets where intangible resources compromises of technological means, reputation and intellectual properties while tangible resources are the possession of the firm’s physical assets like machineries, buildings, and materials alongside human and financial resources.