Manage Operational Plan

This study material provides insights on how to effectively manage an operational plan. It covers topics such as project planning, consultations, capital expenditure, KPI delegation, and evaluation plan. The aim is to increase business and attract more customers to the shopping mall.

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Manage Operational Plan
Table of Contents

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Manage Operational Plan................................................................................................................1
ASSESSMENT 1: PROJECT PLAN..............................................................................................3
Scope................................................................................................................................................3
Aims and Objectives........................................................................................................................3
Consultations...................................................................................................................................3
Capital Expenditure.........................................................................................................................3
KPIs Delegation...............................................................................................................................4
Evaluation Plan................................................................................................................................5
ASSESSMENT 2: REPORT...........................................................................................................5
Description of Positions under monitoring......................................................................................5
Experienced Team for mentoring....................................................................................................5
Individual and Group Needs............................................................................................................5
Coaching and Mentoring Needs......................................................................................................6
Approach to Coaching and Mentoring Needs.................................................................................6
References........................................................................................................................................6

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ASSESSMENT 1: PROJECT PLAN
Scope
As per the requirements of the provided case study, the scope of the operational plan is to
renovate the old entrance and make it look more attractive with modern fittings and fixtures. The
scope also includes the provision of a sitting area for almost 20 individuals to enjoy the weather
outside. This would be next to a small cake shop serving beverages, cookies and cakes.
Aims and Objectives
The aim and objective of the operational plan is to increase the business of the shopping mall.
The renovation would attract more customers to the store. The café would be an added attraction
because food always improves the ambience of the place. The aim of the managing committee is
to make the shopping mall fit for all kinds of customers.
Consultations
While conducting the operational plan, it is important to consult the electrical technicians of the
mall. That would aid in the making of modern lighting. Consultation with an expert of interior
decoration is required for the planning. A word with executive and management team is
necessary for the fund enforcement. The method of consultation should be carried in joint
meetings, whereby all the points should be discussed in an elaborate manner. Another meeting
should conducted with staff to manage and divide the tasks which would be carried out by them
(Ferreira and Paiva, 2017). a positive feedback and the permissions from the market research has
to be obtained.
Capital Expenditure
The approximate expenditure for the above renovation is provided. This list includes the labor
charges of the workforce per day and also includes the various exterior and the interior features,
that are essential for the renovation to look elegant. The following table includes the estimates
for the above:

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HEADS ESTIMATED AMOUNT ($)
Modern lightings, wall fittings and fixtures 1000
Interior walls of gypsum board 5000
Display fonts 5500
Heating and cooling systems 10,000
Labor charges for the work force (per day) 100
Plan of design including doors, windows and
paintings
7500
TOTAL 29,100 (approximately)
The resources must be accumulated with the permit of the management and the executive team
of the shopping mall.
KPIs Delegation
The key performance indicators for the operational plan and the monitoring of the operational
performance are given below:
 Higher sales: alteration in the sales record periodically
 Better service: improvement of service quality to customers
 Superior quality of food: serving of fresh food
 Well maintained ambience: should help in attracting the view of the customers
 Cleanliness: the environment should be kept spick and span

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Evaluation Plan
For the successful implementation of the above operational plan, it is important there should be
strict monitoring of the plans and the progress should be check at all levels. There should be
regulation of wastages and sustainable use of resources. The targets should be fulfilled within
reasonable time.

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ASSESSMENT 2: REPORT
Description of Positions under monitoring
In the café area, after the renovation should be monitoring upon the cash desk. To add to this,
there be regulation upon the resource implementation of the café. Coaching is required for the
staff and the waiters who would handle and deal with the customers. In the kitchen, training must
be provided to the cooks, for making tasty and quality food. It is also necessary to know how to
handle the machines (Lorch, 2011). The presentation of the food items must be looked into.
Thus, these factors require monitoring and coaching in the renovated area.
Experienced Team for mentoring
In order to enable the strict and the efficient monitoring in the renovated area near coffee shop, it
is essential that the members should be trained, experienced and qualified for this purpose. The
experienced staff would provide several advantages especially to deal with customers. This is
because they have handled the diversity of customers (Fletcher and Mullen, 2012). The
experience would also provide appropriate training to the ones who are newly recruited.
Individual and Group Needs
The demands of the individual when coupled together become a group need. The basic needs of
the individuals and the group staff include the payment of the remuneration on time. The
conditions of work and the working hours should be reasonable. There should be provision for
the health and safety of the workers (Hansen, 2011). The provision for reasonable leaves should
be granted to them in their needs.
Coaching and Mentoring Needs
In order for the smooth functioning of the business to grow and develop, it is necessary that there
should be appropriate coaching and mentoring. The following areas are identified which require
the coaching and mentoring:

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Firstly, proper coaching and mentoring is needed in the making of the food items for the
customers. The food should be tasty, fresh and attract the customers to visit the café for another
time (Kohlhepp and Kohlhepp, 2018).
Secondly, there should be training in the behavior of the staff towards the customers so that they
can be dealt in the most apt way.
Thirdly, the cleanliness and neatness must be maintained in the renovated area as well as inside
the café.
Fourthly, there should be coaching given to the people to avoid wastage of the resources.
Lastly, it is important to teach the staff to work ethically and include the professional practices.
Approach to Coaching and Mentoring Needs
In order to implement the above needs, it is necessary that there is a formal approach from the
trainer to trainees initially. The directive approach can then be followed from the mentor to the
mentees whereby specific directions can be provided in a appropriate manner. However, it is also
essential to employ the non-directive approach whereby, the solutions must be procured by the
staff as per the needs of that time (Anselmsson, 2016). A mixture of these approaches would
make an appropriate training.

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References
Anselmsson, J., 2016. Effects of shopping centre re-investments and improvements on sales and
visit growth. Journal of Retailing and Consumer Services, 32, pp.139-150.
Ferreira, D. and Paiva, D., 2017. The death and life of shopping malls: an empirical investigation
on the dead malls in Greater Lisbon. The International Review of Retail, Distribution and
Consumer Research, 27(4), pp.317-333.
Fletcher, S. and Mullen, C.A. eds., 2012. Sage handbook of mentoring and coaching in
education. 5th ed. London: Sage.
Hansen, S.C., 2011. A theoretical analysis of the impact of adopting rolling budgets, activity-
based budgeting and beyond budgeting. European Accounting Review, 20(2), pp.289-319.
Kohlhepp, D.B. and Kohlhepp, K.J., 2018. Real Estate Development Matrix. 6th ed. Abingdon:
Routledge.
Lorch, B.J., 2011. Big boxes, power centres and the evolving retail landscape of Winnipeg: a
geographical perspective. 7th ed. New Jersey: John Wiley and Sons.