Operational Plan Report: Resources, Strategies, and Performance

This report provides a comprehensive overview of an operational plan, detailing the various resources required, such as human, physical, technical, and financial. It emphasizes the importance of the consultation process in managing operations and highlights the role of key performance indicators (KPIs) in evaluating goal achievement. The report explores contingency plans, recruitment strategies, and the significance of physical resources. It also examines performance management plans, budgeting, and methods to address underperforming areas through training. Furthermore, it discusses on-the-job and off-the-job training methods, the importance of consulting with senior authorities, and the use of software for managing employee performance records. The report references several books and journals to support its findings, providing a well-rounded analysis of operational planning and management.

MANAGE
OPERATIONAL
PLAN

TASK 1
1.1 There are different types of resources are required in formulation of an operational
plan. It is accessible for companies to achieve its goals and objectives in an effective manner
(Perninge and Soder, 2012). These resources are – human, physical, technical, financial etc.
1.2 The consultation process plays an imperative role in managing all operations and
activities. It is undertaken by the employer with a view to reach agreement with appropriate
representatives on issues like avoiding dismissals or diminishing the number of employees to be
dismissed.
1.3 A key performance indicator demonstrate that how a firm effectively achieving its
goals and objectives (Hankins, 2011). Managers use KPI at multiple level in order to evaluate
success at reaching targets. These are the certain performance indicators,
 Setting performance goals
 Delegation of roles and responsibilities
 Planning career development
 Motivating and recognising
1.4 Contingency plans are prepared so as to find out low costs of raw materials in order to
reduce production costs (Dhar, 2012). It also helps in outsourcing human resources for effective
completion of all functional activities.
1.5 Resources plays an imperative role in developing an operational plan. It provides
various information towards how to complete a specific task or activity. In addition, human
resources are the most significant part, it is essential for managers to determine training and
development needs of staff members.
1.6 While consultation process, it is essential for for mechanisms to provide feedback to
the work team as they can improve accordingly (Adan and et. al., 2011).
TASK 2
2.1 In human resource management, recruitment is the process of analysing and
describing vacant position within organisation. There are describe several strategies that are
involved in recruitment process, such as -
◦ Recruitment planning
 Strategy development
 Searching

 Screening
 Evaluation and Control
2.2 Physical resources are required in formulation of company's polices and procedures
(Roberts, 2011). Physical resources consists with intangible terms that makes a business to
function in a systematic manner.
TASK 3
3.1 Performance management plan is a tool designed to assist in setting up and managing
the process of monitoring, analysing, evaluating, and reporting progress toward achieving the
aims and objectives of an organisation (Allen, 2011). These are the steps that involves in PMP,
such as-
 Assemble a team
 Develop a work plan
 Hold PMP working sessions
 Vet the indicators
 Draft of a PMP
 Establish baselines and targets
 Use the PMP
3.2 A budget should be also formulated in operational plan; it aids in deciding the actual
amount which will be spend on different activities (Spencer and et. al., 2012). It also reviews
future profits and productivity of the firm in future.
3.3 There are several underperforming areas which can reduces the effectiveness of
operational management. For example- underperforming employees. In this relation, business
organisations have to determine such areas and providing training and development to such
employees who's performance level is low (González, Alarcón and Yiu, 2013).
3.4 On the job training and off the job training are the suitable methods in order to
manage teams effectively. Leaders can mentoring and coaching their subordinates for specific
purpose by safely and economically uses of resources.
3.5 It is essential for managers to consult with their senior authorities. They need to take
regular feedbacks and suggestions from them regarding any improvements (Werner, 2012).

3.6 Business organisations can use different software and technologies so as to manage
records that are related with employees performance. If the past data is recorded then managers
will easily identify training and development needs of employees.

REFERENCES
Books and Journal
Adan, I. and et. al., 2011. Improving operational effectiveness of tactical master plans for
emergency and elective patients under stochastic demand and capacitated
resources. European Journal of Operational Research. 213(1). pp.290-308.
Allen, J., 2011. Measures for managing operational resilience. EDPACS. 44(6). pp.1-6.
Dhar, S., 2012. From outsourcing to Cloud computing: evolution of IT services. Management
Research Review. 35(8). pp.664-675.
González, V., Alarcón, L. F. and Yiu, T. W., 2013. Integrated methodology to design and
manage work-in-process buffers in repetitive building projects. Journal of the
Operational Research Society. 64(8). pp.1182-1193.
Hankins, K. W., 2011. How do financial firms manage risk? Unraveling the interaction of
financial and operational hedging. Management Science. 57(12). pp.2197-2212.
Perninge, M. and Soder, L., 2012. A stochastic control approach to manage operational risk in
power systems. IEEE Transactions on Power Systems. 27(2). pp.1021-1031.
Roberts, P., 2011. Effective Project Management: Identify and Manage Risks Plan and Budget
Keep Projects Under Control. Kogan Page Publishers.
Spencer, K. and et. al., 2012. Operational challenges and solutions with implementation of an
adaptive seamless phase 2/3 study.
Werner, J., 2012. High Reliability Organization Theory As An Input To Manage Operational
Risk In Project Management.