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MANAGE WORKPLACE OPERATIONS

D1.HML.CL10.12 D1.HRM.CL9.03 D2.TRM.CL9.17. MANAGE WORKPLACE OPERATIONS. Subject Elements. This unit comprises three Elements: Monitor and improve workplace operations Plan and organize workflow Maintain workplace records Solve problems and make decisions. Assessment.

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MANAGE WORKPLACE OPERATIONS

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  1. D1.HML.CL10.12D1.HRM.CL9.03D2.TRM.CL9.17 MANAGE WORKPLACE OPERATIONS

  2. Subject Elements This unit comprises three Elements: • Monitor and improve workplace operations • Plan and organize workflow • Maintain workplace records • Solve problems and make decisions.

  3. Assessment Assessment for this unit may include: • Oral questions • Written questions • Work projects • Workplace observation of practical skills • Practical exercises • Formal report from supervisor.

  4. Element 1: Monitor and improve workplace operations

  5. Monitor and improve workplace operations Performance Criteria for this Element are: • Monitor efficiency and service levels on an ongoing basis through close contact with day to day operations • Ensure that operations in the workplace support overall enterprise goals and quality assurance initiatives • Identify quality problems and issues promptly and make appropriate adjustments accordingly with relevant approvals (Continue)

  6. Monitor and improve workplace operations Performance Criteria for this Element are: • Adjust procedures and systems in consultation with colleagues to improve efficiency and effectiveness • Consult colleagues about ways to improve efficiency and service levels.

  7. Role of a manager • Organisations are places where groups of people work together to achieve a common goal, or goals • It is the role of the manager to ensure that staff have all the necessary ‘resources’ to be able to achieve these goals • The manager must also monitor to ensure progress towards these goals.

  8. Role of a manager Because most organisations aim to make profits and meet customer expectations, managers are also required to make sure the work is done: Efficiently • On time • Within the given resource constraints. Effectively • Service or product meets quality standards • The job is done well.

  9. Management functions Typically a manager has four functions: • Planning • Organising • Leading • Monitoring.

  10. Management functions Planning • Setting goals and targets • Overseeing the development of plans, systems and processes for achieving goals • Working out how best to get there within a budget. Organising • Coordinating the resources, staff, plant and facilities to achieve goals.

  11. Management functions Leading • Providing the direction, support, encouragement, feedback and training staff need to do their job well. Monitoring • Supervising staff, monitoring and adjusting systems and procedures to make sure goals are achieved as planned.

  12. Management responsibilities • Why do managers seem to work so differently from each other? • Why is it sometimes so hard to pin down exactly what they do in a day? Managers will work differently depending on a number of factors.

  13. Management responsibilities Their level in the organisation Their management tasks and approach will change depending on their level of responsibility within the organisation. • Chief Executive Officer • Middle manager • Supervisor.

  14. Management responsibilities Chief Executive Officer They are more reliant on conceptual skills. • Dealing with the board of management • Broad organisational planning • Positioning the enterprise in the marketplace • Securing large contracts for the business • Balancing the finances of the organisation • Leading the enterprise as a whole.

  15. Management responsibilities Middle level manager Need strong planning and interpersonal skills. • Operational planning • Establishing staffing levels within given budgets • Dealing with unresolved problems • Setting up systems and procedures • Supervising sales and contracts • Encouraging staff and setting up systems to support them.

  16. Management responsibilities Supervisor Need technical, operational and strong interpersonal skills. • Work directly with staff on a day-to-day basis • Monitor their workload and workflow • Handle queries and issues as they arise • Verify systems are implemented and suggest changes if they are not working.

  17. Management responsibilities The size and type of the organisation they work in In large organisations • Roles and responsibilities are more likely to be defined and separated • Managers will work in specific teams or units. In a smaller organisation • Managers required to work across a number of areas.

  18. Management and culture The culture of the enterprise • All organisations have a culture or a mind-set or a particular way of operating. • The culture of a business is often described as ‘the way we do things around here’. What influences culture in an organisation?

  19. Management and culture The culture could be: • Supportive of staff • Customer-oriented • Friendly • Comfortable • Casual • Total quality management in nature • Blaming • Negative • Stressful.

  20. Management and culture The culture of the enterprise In large organisations • Clear protocols about almost everything • Staff have unambiguous roles according to their classification • Its culture may be described as structured and safe.

  21. Management and culture The culture of the enterprise In a smaller organisation • Encourage staff to wear casual clothes • Work in a team circle and interact constantly • Allow for creativity and to attract a particular customer base • Its culture may be described as flexible and creative.

  22. Management style Their preferred style of operation Their management style could be: • Laissez faire • Team-oriented • Task-oriented • Autocratic • Outgoing.

  23. Monitor work operations • Monitoring is a process of determining how well our plans are being implemented • You cannot monitor something if you don’t have a plan or basic structure of how something should be done or a defined goal • Work operations refer to the work itself and includes - Systems and procedures - Staff performance - Levels of service in the workplace.

  24. Monitor work operations These operations can include: • Service delivery • Customer satisfaction • Products supplied and the nature of them • Dealing with paperwork • Financial performance.

  25. Monitor work operations Management have responsibility for ensuring that operations in the establishment support the: • Overall enterprise goals • Quality assurance initiatives.

  26. Total Quality Management • Many organisations have a way of operating called total quality management (TQM) • This basically means all employees are involved in continually improving the level of service, productivity and customer satisfaction • TQM is regarded as a positive thing for organisations to be or strive to become.

  27. Total Quality Management In a TQM organisation: • There must be full, top-down management commitment, support and understanding of the TQM philosophy • It is important to get work systems and processes right • Involvement of the whole workforce is necessary and this is done through teams • Customer needs are identified and met • Problems and issues are promptly identified and adjustments are made accordingly.

  28. Purpose of monitoring There are good reasons to monitor progress and adjust plans. • Things are more likely to happen as planned • Management and staff actually know what’s going on in the business • Problems are identified and corrected • Service and product are consistent over time • Work operations fit with work and organisation goals • Staff feel supported and involved • Customer needs are met (Continue)

  29. Purpose of monitoring • Monitoring in a quality environment doesn’t just rely on the inspection and checking of procedures and work done • It is a total concept whereby quality is built into every aspect of work operations and there is a continual process of improvement • It doesn’t blame individuals but rather concentrates on seeking better ways to do things.

  30. Areas to monitor Any aspect of work operations can be monitored with a view to improvement including: • The procedures or systems • The workflow • Gaps or overlaps in service provision • The workload of staff • The time it takes to do a task or job • Job design • Level of customer satisfaction.

  31. Who does the monitoring Manager has the final responsibility for determining whether the goals set by the organisation are achieved. Managers should involve staff in: • Setting the goals • Reviewing the progress • Coming up with ideas and solutions to problems.

  32. Identify and resolve problems Managers need to identify quality problems and issues quickly and take appropriate action swiftly. Failure to identify these can lead to: • Lack of repeat business • Damage to the reputation of the venue • General decline in sales and profit.

  33. Identify and resolve problems Scope of authority • The ability of staff to take unilateral action in response to an issue is called their ‘scope of authority’ • It will be prescribed by management • Different positions have different scopes of responsibility.

  34. Scope of authority Where an issue falls outside their scope of responsibility, approval to take action may need to be obtained from: • The department manager • More senior or experienced staff • The owner • The establishment manager.

  35. Scope of authority The extent of approval (‘authorisation’) required will depend on the factors that apply to the issue under consideration including: • Costs involved • Alterations required to existing Standard Operating Procedures • Impact on other areas • Impact on other staff • Impact on customers • Impact on service levels.

  36. When to monitor work operations Monitoring should be occurring all the time. You can predict problems: • Before the event • During the event • After the event.

  37. When to monitor work operations Before the event • This involves being able to ‘read ahead’ and see certain systems or behaviours are probably going to result in problems or poor results • How can you anticipate problems?

  38. When to monitor work operations During the event • This involves being able to identify and solve problems as they occur, and being able to see the effects of making certain changes • This is not necessarily an easy thing to do, because of workload and time constraints.

  39. When to monitor work operations After the event • Sometimes it is just not possible to anticipate a problem or to correct them as they happen • The benefit of hindsight allows us to take time to review, reflect, consult and then make changes • Also, sometimes problems are cumulative, meaning that many small instances can lead to a bigger overall problem.

  40. Steps in monitoring work operations Work out what needs to be monitored Generally, things to be monitored include: • Areas showing early warning signs things are not going according to plan • Areas of critical activity to the organisation including: • high revenue raising streams • areas subject to intense legal scrutiny • Areas due for scheduled review.

  41. Steps in monitoring work operations Decide on methods or measures to use This is where you decide how to measure your progress including: • Observation • Statistical and written reports • Surveys • Checklists • Flowcharts • Benchmarking.

  42. Steps in monitoring work operations Compare what is happening with what should be happening Here you review and analyse what’s actually happening: • Refer back to your original goals • Compare your progress against these targets • Identify difference and causes. Maybe original target is unrealistic and needs to be changed.

  43. Steps in monitoring work operations Take appropriate action • This involves making the necessary adjustments to improve the level of service, productivity or customer satisfaction • Depending on what is being monitored, involving staff in all or some stages of the monitoring process is likely to achieve better results.

  44. Methods of monitoring There are many tools or methods available to monitor progress or outcomes of work operations including: • Reports • Obtaining customer feedback • Using a pretend customer • Walking around and observing • Use of checklists • Brainstorming sessions • Staff input and review.

  45. Adjust procedures and systems Adjustment of internal procedures and systems to improve efficiency and effectiveness is an on-going exercise. It involves: • Monitoring of the internal and external environments • The integration of findings into current practices • Influences future planning.

  46. Types of workplace changes Management changes • New management • Change in orientation to service • Setting of some new directions in relation to several other factors • New management focus.

  47. Types of workplace changes Organisational re-structures • Change of personnel structure • Elimination of positions • New job roles • Changes in job roles • New knowledge or skills.

  48. Types of workplace changes Introduction of new equipment New equipment means: • Possible interruptions to operations for installation • Training for staff • Requires that staff can explain the new equipment to customers • Changes in job roles • Changes in procedures • Changes to workflow.

  49. Types of workplace changes Recruitment practices • Need to establish comprehensive job descriptions and job specifications • Seeking of new knowledge and skills • Change advertising strategy • Revised interviewing and selection process • Revised selection criteria.

  50. Influences on workplace changes There are a number of external factors that dictate the need for workplace changes. These include, but are not limited to: • Competitors • Economic climate • Trends in customer preferences • Environmental issues • Technological development.

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