Operational Plan

Topics: Project management, Management, Risk management Pages: 7 (1844 words) Published: August 27, 2013
1. Operational plan
Operational planning is the day-by-day and month by month planning for what organization is doing; strategic planning determines the entire direction of organization, including what it's not doing but should be doing. Strategic Planning

It also known as “long range planning”. It is used to express the analytic and comprehensive elements of this type of planning. The Strategic Planning Process
1. Environmental scan
This state Review organization’s current local, political, social and economic environment. Identify needs, challenges, and opportunities. How are you placed to deal with all these? Run a SWOT analysis, an activity that identifies the organisati11on's current strengths, weaknesses, opportunities and threats. 2. Plotting Direction

On the basis of environmental scan, identify the strategic decisions involved and decide what need to do to respond to the major issues and opportunities to face. 3. The Mission Statement
Review Mission Statement (the reasons why organization exists). Draw up guiding principles that will provide guidance and inspiration to staff and to the Board. 4. The Goals (or objectives, or outcome statements)

On the basis of the mission statement, choose your specific priorities. What are the things that need to be accomplished for the organization to achieve its mission? Goals or objectives should be designed and worded as much as possible to be specific, measurable, and realistic. 2. Contingency Planning

A contingency plan is a plan devised for an outcome other than in the usual (expected) plan. Minimizes Loss
When a business experiences a disruption, whether it is a power outage or a natural disaster, a contingency plan helps minimize the loss of production. A contingency plan may consist of rerouting data, emergency generators for power, and escape routes for employees and supervisory duties for contingency team members. Plans to get production up and running in spite of unforeseen circumstances can be the difference between a company that survives a disaster and one that folds. There may be a cost associated with devising a contingency plan and maintaining it, but when measured against the cost of production loss, it will be minimal. Prevents Panic

When a disaster occurs, people panic if they do not have a clear plan of action to follow. A well-documented contingency plan allows employees to move quickly into recovery mode rather than waiting for instruction. When everyone knows where to go, what to do and who to turn to for instruction, order can be maintained. Averting panic allows managers to focus efforts on recovery operations to minimize loss. Comprehensive

While business owners and managers may have thoughts about how to handle a crisis, they are not always comprehensive. By instilling a contingency plan, those in charge are forced to evaluate all possible ramifications in the event of a disaster. Devising a contingency plan is a methodical process. Actually sitting down to create a contingency plan means looking at the big picture rather than a series of disconnected steps. 3.two performance related issues in team environment

Whether extrinsic rewards such as performance-related pay actually motivate. Employees to better performance are a matter of controversy. It has been claimed that monetary rewards usually have a limited time-span in regard to their motivating effect. Therefore extrinsic rewards such as performance pay, even if they can exert a continuing impact on performance, should

* be consistent with overall management objectives, so that performance pays May not be consistent with, for example, a purely cost reduction strategy; * Only be used to reinforce a motivational system in which intrinsic (non monetary) rewards exist, such as reorganization of work processes, training, employee involvement/consultation in decision-making, two-way communication, opportunities to contribute ideas, career development plans and goal...
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