Operational Planning and Resource Management: A Comprehensive Report

This report delves into the intricacies of operational planning within a management context. It outlines the essential components of an effective operational plan, including the practices individuals and teams should adopt to achieve their goals, identification of major products, and the importance of setting annual objectives for long-term plans. The report emphasizes the significance of broad consultation throughout the planning cycle, highlighting various methods for stakeholder engagement. It further explores the effective coordination of organizational resources (human, financial, and physical) to achieve strategic objectives. The report also discusses the need for frequent budget reviews, the allocation of resources, and the promotion of resource efficiency, providing examples of how businesses can minimize waste. Furthermore, it addresses the impact of legislation and regulations on business operations, emphasizing the need for compliance and providing insights into policies, procedures, and strategic goals, including two short statements for each goal. The report concludes with a table outlining strategic operational goals, activities, key performance indicators (KPIs), and responsible personnel, alongside a comprehensive list of references.

Running Head: MANAGEMENT 0
MANAGE OPERATIONAL
PLAN

MANAGEMENT 1
1) The below following details need to be outlined in an operational plan,
a) The practices that individuals and teams within the enterprise will take to achieve
their goals. It may be related to those actions for a long period of time such as five
or ten years.
b) Identification of major products for a particular time period.
c) If the plan is framed for a longer period of time, it will be break as annual
objectives as it will make easier for the management to measure the progress of
the plan at every stage.
d) It will include necessary details such as medium and short term strategies of
business, organisation structure, performance targets, goals and the available
resources.
e) Explicitly defined and straightly associated with the budget consideration and
revenue policy.
2) Broad consultation should be ongoing from the beginning as it is an ongoing process
throughout the operational planning cycle. Though members of consultation groups
have different capabilities, knowledge and experience and this provides groups to
view issues from different perspectives (Thabrew, Lanka, Arnim and Robert 70).
Continuous consultations will allow you to build ideas for the next operational plan.
There are various ways through which consultation can be attained such as using
practices as meetings, information sessions, feedback mechanism, personal
relationship and informal communication with various stakeholders. The outcomes
from the consultation process would be significant considering the ideas for the next
year operation plan.
3) With the help of operational plan, the management can effectively coordinate all
significant organisation resources i.e. human, financial and physical that will help in
attaining strategic plan objectives (Svahnberg, et al 240). It also provides organisation
personnel with a clear view their tasks and responsibilities in align with respective
goals. The one who is accountable for framing the plan is required to consult with
individuals who work in that area of operations. For instance, considering any area of
business operations, a budget cannot be set without consultation of people whose
presence is important in that area of operations.

MANAGEMENT 2
4) There is a need for frequent review and adjustments of budgets as they significantly
reflect real circumstances that apply to specific projects, organisation as a whole,
work units, and wider economic climate. In a business firm, the committee or senior
management group are responsible for ensuring that all financial documents and
budgets are accurate and all its associated aspects are clearly defined. While
developing financial reports, it depends upon the level of detail the business required,
these respective sources need to be analysed such as budget, revenue reports, balance
sheet reports, liability reports and budget forecast reports (Singh, et al. 287).
5) A procedure of research and consultation is required to be carried out to effectively
allocate resources to empower their significant consummation. Detailed planning can
be useful for benefiting people who are accountable for planning and to facilitate
responsibilities in a comprehensive and timely manner (Trkman 130). The four
examples are -
 Goods and services
 Physical resources (machinery, equipment, property and facilities)
 Human resources (contractors, staff and consultants)
 Financial resources (money and allocation if budgets)
6) Resource efficiency implies maximisation of supply of materials, personnel, money
and other assets that can be drawn by an individual or enterprise in order to function
commendably and with least expense or wasted effort (Meyer, et al. 62). These
resources constitute vital inputs that keep our economy functioning. The five ways
through which a business firm could diminish the amount and paper of used and
wasted contains –
 Enhancing purchasing – It includes purchasing of recycled materials to
decrease the waste amount sent to landfill. Focused more on products that are
built for long life, are recyclable and packaged with least material.
 Enhancing storage – Well management of inventory can save lot of money.
Hence, only store what you needed make it clean and clearly labelled. Do not
keep empty containers and develop segregated areas for appropriate storage of
all wastes and materials.

MANAGEMENT 3
 Energy conversation – Implement of energy efficient office equipment and
power saving functions.
 Water conversation – Install water saving accessories near the business.
Fixing of dripping taps and leaking pipes.
 Reducing waste – Segregated waste can often be recycled.
7) The legislation climate and rules are tightened and bring out various difficulties and
challenges for business in achieving their strategic goals (Gunningham 210). It is
significant to have working knowledge of the legislation involved in the business so
that with every action your business makes, it can ensure that necessary laws are
being followed and fulfilled. Moving as per law means they will not have to bear any
costly implication in near future related to legal battles and also it will help them to
not to get into any serious trouble. In addition, you will not be offering low-quality
goods and services to consumers and would not be mistreating your staff.
Possessing adequate knowledge of laws associating to the operations signifies that
you will not lose them in uncertain future and they will able to remain effective
further (Keohane, Robert and David 7). Legally, ignorance is no excuse – so even if
you are not aware of the law, it will lead to you in serious trouble that will not only
impact organisation to lose the customer but also affects their goodwill in the industry
and marketplace.
8) Policies and procedures help an organisation to be sustainable in a competitive
business environment. Attainment of strategies and goals established by senior
management will based on clear operations procedures. Giving of training,
information will ensure that all staff acknowledge what is expected of them. Another
area to be focus is making sure that procedures are applied consistently and this need
for clear commitment from personnel to allocate the equipment and time required.
Taking employee input is also important as they might have ideas related to increase
efficiency and reduce waste (Markos and Sandhya 89). In addition, they will also
follow respective procedures accordingly when they have hand in planning them.
Policies and procedures also identify the process followed to build up and enhance
operations plan comprising assessment of risk, performance management, monitoring
and contingency planning.

MANAGEMENT 4
Two short statements for each strategic goals –
1st Strategic Goal:
a) Improving optimal utilization of resources.
b) Hiring skilled and qualified personnel.
2nd Strategic Goal:
a) Improve training and development by emphasizing on current
workforce.
b) Provision of adequate resources and personnel.
3rd Strategic Goal:
a) Improve performance and creativity with the help of training.
b) Using quality material in the operations.
4th Strategic Goal:
a) Promote brand reputation and ensure its sustainability.
b) Do performance appraisal and offer incentives and reward accordingly
based on market rates.

MANAGEMENT 5
Table to complete the plan –
Strategic
Goal
Operational
Activity (KPIs)
Evaluation Person/Title Timelin
e
Expand the
market
share.
 To enhance
branding of
company by
using
creative
forms of
advertisemen
t. (e.g., social
media, TV
and email
advertisemen
t).
 Offering
market
incentives to
pay attention
from
customer by
using
appealing
offers.
 Increasing
retails and
stores.
 Using of
survey to
evaluate
rate of
customer
satisfaction.
 Get
customer
feedback
with the
help of
group
interview.
 Marketing
Planner.
 Creative
designer.
 Research
and
Developme
nt.
6
Months
Increase
proportion.
 Utilizing the
resources
effectively.
 Raising
 Performanc
e review
report.
 Production
 Training
professional
.
 Production
1 Year

MANAGEMENT 6
effectiveness
of
machinery.
 Improve
employee
capability
with the help
of training.
report. Manager.
 Research
and
Developme
nt.
Become
known as
premium
luxury
goods
manufacture
r.
 Recruiting
competent
labour.
 Quality
materials will
be used.
 To enhance
creativity and
performance,
training will
be adopted.
 Quality
assurance
report,
QAS
accreditatio
n.
 Supplier
analysis
report.
 QA
Officer
/Production
Manager /
QAS
Auditor.
 Administrat
or Manager
3
Months
Become
known as an
employer of
choice.
 Based on
market rates,
pay to
employees.
 Offer
incentives.
 Promotes
brand image
of
organisation.
 Human
resource
and
financial
resources
will be
considered.
 Human
resource
department.
3
Months
References

MANAGEMENT 7
Gunningham, Neil. "Environment law, regulation and governance: Shifting
architectures." Journal of Environmental Law 21.2 (2009): 179-212.
Keohane, Robert O., and David G. Victor. "The regime complex for climate
change." Perspectives on politics 9.1 (2011): 7-23.
Markos, Solomon, and M. Sandhya Sridevi. "Employee engagement: The key to improving
performance." International journal of business and management 5.12 (2010): 89.
Meyer, Klaus E., et al. "Institutions, resources, and entry strategies in emerging
economies." Strategic management journal 30.1 (2009): 61-80.
Singh, Rajesh Kumar, et al. "An overview of sustainability assessment
methodologies." Ecological indicators 15.1 (2012): 281-299.
Svahnberg, Mikael, et al. "A systematic review on strategic release planning
models." Information and software technology 52.3 (2010): 237-248.
Thabrew, Lanka, Arnim Wiek, and Robert Ries. "Environmental decision making in multi-
stakeholder contexts: applicability of life cycle thinking in development planning and
implementation." Journal of Cleaner Production 17.1 (2009): 67-76.
Trkman, Peter. "The critical success factors of business process management." International
journal of information management 30.2 (2010): 125-134.