BSBMGT517

Manage operational plan

Section C
1. Identify four resource requirements which Matt might specify in his operational plan.

Matt might express the following requirements for resources:

 Personnel with experience in the clothing industry

 Materials used in the manufacture of Frontier apparel
 Clothing design and production technology
 Storage facilities for clothing

2. Give four examples of key performance indicators which Matt might include in his
operational plan.

 Customer satisfaction: written or vocal comments from customers, as well as

the percentage of customers who return.
 Employee contentment: Feedback, both written and verbal
 Financial: Cost per product manufactured; profits and performance versus
competition

3. Specify five elements which Matt might include within the contingency plan.

 Outsourcing functions to companies with specialized knowledge, skills, or

expertise
 To boost productivity, diversify the outputs.
 Purchasing raw resources at a lower cost
 To reduce waste and save money on waste removal, recycle.
 Instead of buying altogether, there are other options such as renting or hiring.

4. Specify four types of supporting information which Matt might provide to relevant
stakeholders during the development and implementation of the plan.

 Accounting or financial information

 WHS information
 HR information
 Customer information
5. Specify five ways in which Matt might improve his operational plan for the purpose
of ensuring the approval of stakeholders.

Matt's operations plan should be improved in the following ways:

 Provide copies of the proposal to the audience so they may read it.
 To visually show crucial concepts, use PowerPoint.
 Use graphs to visualize costs and savings.
 Make a conclusion that summarizes the facts and data.
 Follow the organization's aims closely and explain the benefits to the
company.

6. Imagine that a group of stakeholders take the opportunity to discuss the operational
plan after it has been presented by Matt. They then return with objections about the
need to expand the Frontier clothing team and purchase additional technology.
Briefly describe three negotiation techniques which Matt could use in this instance
to address the objections presented and to move forward with the negotiation.

Soft negotiating is a technique for avoiding or resolving conflict. The negotiator accepts
compromises rather than arguing points. As a result, they are readily abused and feel
victimized as a result.

Hard negotiating is employed to win at any costs, regardless of the damage on other
people's relationships. The negotiator is adamant about not giving in.

Matt may seek to obtain what he is entitled to using a combination of hard and soft
negotiation techniques without jeopardizing his relationships with others what is
known as Principled negotiation.

7. Outline the use of the following strategies in relation to achievement of the

operational plan within the organisation’s policies, practices and procedures:

• Recruiting, inducting and developing personnel

HR professionals can use this method to locate, attract, and choose the best
candidates. This technique will also ensure that recruitment is done
objectively, in the best interests of both the company and the job candidates.
By ensuring that the approach is fair, unbiased, and error-free, your firm will
be able to hire the appropriate people at the right time and in the right
location. Not only that, but it also eliminates the perception that your
company's hiring procedure is shady and skewed.

• Acquiring physical resources and services

When acquiring physical resources, an organization may have specialized order

forms, such as Purchase Order forms, that must be completed. Using these
forms will cut down on the amount of time and money it takes to administrate
the purchasing process. These forms, as well as the process for filling them
out, should be included in the Policy and Procedures Manual.
• Protecting intellectual property

Intellectual property protection is a critical cornerstone for any business's

success. Protecting your intellectual property helps your competitive position
at the most basic level. Patent protection, for example, may create major
obstacles to competition if your product or concept is useful, novel, and
nonobvious. Patents are government-granted rights that allow you to prohibit
or dissuade others from copying your innovation. They can also be used to
prevent or deter others from copying your technology. Copyrights, trade
secrets, and trademarks all provide competitive advantages. Protecting your
intellectual property is, in a nutshell, good business.

• Making variations to the plan

Business procedures differ by geography, industry, or regulatory requirements

for some firms. Process standardization, on the other hand, is a beneficial
business technique that can boost efficiency, clarify expectations, and boost
production. While it has been established that standardized processes save
time and reduce errors, a cookie-cutter approach to task execution can
sometimes generate more difficulties than it solves.

• Monitoring and documenting performance.

The performance indicators generated during the planning stage are used to
monitor the implementation of an operational plan. The performance
indicators define which components of the implementation process should be
measured quantitatively or qualitatively. Monitoring progress against defined
timetables, financial budgets, and other performance metrics is how
performance is measured. Time and costs are commodities that can be easily
recorded and measured, whereas other performance metrics may necessitate
the establishment of new monitoring tools.