Transcript Document 7158261

SITXMGT001A
MONITOR WORK OPERATIONS
ORGANIZATIONAL STRUCTURE
Organization: is a combination of human and
material resources brought together to achieve the
objectives of an enterprise
 Organizational structure can be:
 Formal
 Matrix
 Informal
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ORGANIZATIONAL STRUCTURE
Formal organizational structure
 Number of people employed and their span of
control
 Communication shows the reporting structure
 Seniority is shown by being above other members
 Functions shows the main areas of responsibility
ORGANIZATIONAL STRUCTURE
Matrix organizational chart
 Used mainly by organizations that operate
nationally and/or internationally
 They can be used to illustrate situations where
some people may have more than one manager
 They promote rapid decision-making and allow a
large degree of flexibility and creativity
PLANNING
Planning
One of the functions of management
 One of the functions performed by managers
 ‘If you fail to plan, you plan to fail.’
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Manager: an example of good planning and
being organized.
PLANNING
Disorganized managers create a work environment
where things do not get done as efficiently as they
should = don’t run smoothly, confused employees
=> impact on morale, motivation & work
performance.
 Managers who plan carefully and thoroughly =>
more likely to have a high level of productivity and
quality, as well as employee motivation and
morale.
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IMPORTANCE OF PLANNING AND MONITORING
OF WORKPLACE OPERATIONS
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Australian workers waste the equivalent of 90 days
a year on unproductive activities, largely because of
poor management and a lack of planning or control,
a global study has found.
The top cause of time-wasting in all countries was
insufficient planning and control, including problems
that were ignored or not anticipated and nonexistent procedures, or poor ones, to measure
performance . . .
Inadequate management, including lack of people
skills, was the second biggest factor.
Sherrill Nixon, Sydney Morning Herald, 9 October 2002
MONITOR WORK OPERATIONS
Monitor and improve workplace operations
 Monitoring: is a process of determining how
well our plans are being done
 Work operations: refer to the work itself and
include systems and procedures, staff
performance and levels of service in the
workplace
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MANAGER IN HOSPITALITY INDUSTRY
Hospitality industry, manager might plan:
 Staff rosters
 Promotions
 Strategies to improve efficiency of work
 OHSS
 Equal opportunities procedures and policies
ROLES AND RESPONSIBILITY OF MANAGEMENT
Roles and responsibility of management:
 A manager is responsible for coordinating the
work people do to achieve specific goals
 They are also required to make sure work is
done efficiently and effectively
 A manager is also the person who deals with
unexpected problems or issues and decides
the most appropriate course of action to take
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PLANNING PROCESS
Planning process:
 Set the goals & targets
 Determine what needs to be done, when, how it
should be done
 Sequence the activities in order of priority
 Inform relevant people
 Implement the plan = Do it
 Check progress against the targets = monitor, get
feedback on the progress
PLANNING TOOLS
Planning tools:
 Gantt chart
 Flow charts
PLANNING TOOLS
Gantt Chart – shows and compares
planned/predicted progress with the actual one
(current) => start and finish time
 Task is broken down into various activities
sequenced in the order they should occur
 Co-ordination of tasks & monitoring & making
adjustments
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PLANNING TOOLS
Flow Chart – illustrates systems, procedures and
work-flow
 Used by managers to:
Design and formalize processes
Standardize processes and assist with
training employees to perform them
Improving existing processes
 In case of any problem => each step can be
analysed by itself
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WHAT IF THE PLAN DOES NOT WORK?
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Plans can go wrong
It is important to identify potential problems with your
plan before implementation so that you are prepared to
deal with them.
You need to develop the following:
Adaptive plans – some things you might have to live with
(more comfortably or minimise its effects)
Preventative plans – some things don’t occur as you
devised a plan that stops them from happening
Contingency plans – to specify actions to take if ‘it’ does
happen
‘TO DO’ LIST AND PRIORITIES
Prepare a ‘To do’ list which includes all tasks and
responsibilities that need to be completed
 Mark the priority level for each item on the list of
activities that you created
 A => High priority
 B => Medium priority
 C => Low priority
 Remember that priorities can change
 You need to re-visit your priority ratings on a
regular basis
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A WEEKLY SCHEDULE
Now that you have identified your activities and
prioritized them, it is time to create a schedule
 It is helpful to keep one’s schedule in an
appointment book or electronic organizer, but
for planning purposes you can use a scheduling
grid like the one on the next slide
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SAMPLE SCHEDULE GRID
Monday
9:00am
10:00am
11:00am
12:00pm
1:00pm
2:00pm
3:00pm
4:00pm
Tuesday
Wednesday
Induction of
newcomers
Staff
meeting
Thursday
Friday
MONITORING
Monitoring the organization involves:
 Monitoring staff performance
 Monitoring progress towards plans and
objectives
 Controlling budgets
 Adjusting systems and procedures to ensure
progress is timely
PERFORMANCE MANAGEMENT
Performance management systems and
disciplinary systems rely on clear identification of
established performance standards to staff and
measurement of staff performance against those
standards.
 One of the most important features of
performance standards is that they state
specifically what is required.
 Ideally, an employee’s performance should be
measured against the specific requirements of
their job description.
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PERFORMANCE MANAGEMENT
The next question is how well these duties need to
be performed to ensure that the operation runs
smoothly and effectively and fulfils the ultimate
goal of quality customer service.
 Duties therefore need to be broken down into a
series of steps called procedures.
 Associated with each procedure are performance
standards, which detail what is required to
adequately carry out the stated procedure.
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RESOLVING PERFORMANCE PROBLEMS
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Identify and investigate performance problems
promptly
Use feedback and coaching appropriately to address
performance issues
Discuss and agree upon possible solutions with the
employee in question in accordance with enterprise
procedures
Follow up outcomes of informal counseling trough
review in the workplace
Organize and conduct formal counseling sessions, if
required in accordance with stipulated procedures
SOLUTIONS TO PERFORMANCE PROBLEMS
Additional training
 Assistance with problems outside the
workplace
 Adjustment of workload
 Re-organization of work practices
 Agreement of short-term goals for improvement
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INFORMAL FEEDBACK
Informal feedback occurs all the time in the
workplace, so managers must be aware of the
type of feedback they are giving their staff.
 Adjusting place settings, taking the pot off the boil
and giving instructions are all common ways of
giving negative performance feedback.
 Negative feedback can, and must, be handled
constructively, so that employees understand what
needs to be done in the future and why.
 Many managers find fault all too easily, while
seldom acknowledging good performance.
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POSITIVE FEEDBACK
Positive feedback involves noticing duties that are
performed well, figures that are accurate, table
settings that do not need adjustment, and so on.
 When reports balance, don’t take it for granted –
tell those who have produced them.
 When a hospitality business increases its revenue,
inform the staff as well as the owner.
 Positive feedback involves observing, encouraging
and smiling, as well as many other verbal and nonverbal communications.
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FORMAL FEEDBACK
Formal feedback on performance is generally
given during an annual interview with an
employee or in an appraisal form
 In the interview, the employee performance will
be discussed, specific goals for the forthcoming
period will be agreed and training needs will be
identified
 Career planning is often part of the same
interview
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DISCIPLINARY PROCESSES
An organization’s disciplinary policy and
procedures should be outlined in the employee
handbook, which is distributed during induction.
 Appraisal forms form part of the important
documentation required in the disciplinary
process.
 Diary notes, logbooks and other workplace
documents can also be used to record informal
performance feedback when an employee’s work
is not up to the required standard.
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DISCIPLINARY PROCESSES
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Employees who are performing unsatisfactorily
should be counselled so that they understand
exactly what is expected of them.
Training and support should also be provided to
assist them in reaching the level of performance
required.
Adequate time should be allowed to enable the
employee to reach the same level of performance
required of all similar employees.
Fairness and consistency in dealings with all
employees are essential elements of the disciplinary
process.
DISCIPLINARY PROCESSES
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Verbal counselling should be recorded, and a
notation made of what is expected from the
employee by the given deadline and what assistance
has been provided to support the extra effort.
The employee can request a witness to counselling
interviews in the form of a colleague or union
representative.
Written warnings should be shown to the employee
who should sign them before they are filed.
If there is no improvement, a final written warning
can be given.
DISCIPLINARY PROCESSES
The employer has the right to summarily
dismiss an employee for serious and wilful
misconduct. This situation is different from the
one discussed previously.
 Wilful misconduct includes theft, failure to
follow safety instructions and abuse. Such
behaviours do not warrant a series of
counselling sessions and warning letters.
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DISCIPLINARY PROCESSES
Dismissal is unfair when it is ‘harsh,
unreasonable or unjust’.
 In a case of unfair dismissal, the key questions
asked are:
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 Was
a reason given for the dismissal?
 Was the applicant given an opportunity to give an
explanation or to justify his or her reinstatement or
re-employment?
 Were warnings of unsatisfactory performance
given?
DEBATE OR DISCUSS
‘If I employ mainly casual staff, then I can
get rid of them really easily. This approach
has worked for my business.’
TRAINING AND MONITORING PERFORMANCE
The aim of training is: to create a motivated,
skilled and cohesive workforce for whom daily
practice is always best practice.
 To achieve this aim, the emphasis is on full
participation in training and career
development by all members of staff, as well as
self-evaluation by employees against
performance standards established by the
organization.
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PREPARATION FOR TRAINING
In preparing for training, the first step is to
identify training needs in consultation with
appropriate personnel, who may include
supervisors, training coordinators, team
leaders or technical experts, amongst others.
 Although this may sound obvious, it is
absolutely necessary, because what first may
appear to be a training need may, in fact, be an
issue of performance.
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PREPARATION FOR TRAINING (CONT)
In order to identify if a training need exists:
1) Ask the person if they have been shown what
to do.
2) If the answer is yes, ask them if they have had
the opportunity to practice the skill or apply the
knowledge.
PREPARATION FOR TRAINING (CONT)
If the employee has not been shown how to do
the task or if they have not had an opportunity
to practice the task, then there is clearly a
training need.
 If, on the other hand, the employee has simply
neglected to perform a task they know how to
do, then this would be a performance issue.
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PREPARATION FOR TRAINING (CONT)
If it appears that training is required on a broader
scale, it may be necessary to consult a range of
documents held by the organization, including:
 industry/enterprise or other performance
competency standards
 business plans of the organization which identify
skill development requirements
 job descriptions and person specifications
 results of training needs analyses
 standard operating and/or other workplace
procedures
 legislative guidelines (for example, for responsible
service of alcohol or responsible service of
gaming).
TRAINING PLAN
Once a training need has been established, a
written plan should be prepared, listing the
training objectives and the tasks the employee
needs to be able to perform after training has
been conducted.
 The skills list in the training plan can be enhanced
by adding columns which include questions that
require answers, information provided to the
participant, the time allocated for training and
assessing each task, and any equipment, forms,
samples or other material that may be needed
during training.
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TRAINING DELIVERY
Larger organizations often have dedicated training
areas and dedicated training equipment.
 In the casino business, for example, training is an
extensive process undertaken in a simulated
working environment.
 In other workplaces, small groups of trainees are
given general instructions and each is then
allocated to a skilled employee under a buddy
system.
 A feedback and evaluation process follows at the
end of training.
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TRAINING DELIVERY (CONT)
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Before starting training, the training objectives or
outcomes need to be discussed with the participants.
This creates a context for the training and enables
them to understand the process.
It is also essential to explain why a procedure is
important and what can go wrong if it is not followed
correctly.
Sometimes, the training approach has to be modified
to meet specific needs of training participants.
People differ in terms of their language, literacy and
numeracy needs; cultural and language backgrounds;
physical ability; and level of confidence based on
previous learning experiences in the workplace.
TRAINING DELIVERY (CONT)
Opportunities for practice and self-evaluation
should be incorporated in every training
program.
 In brief, ‘show and tell’ must be followed by ‘do
and review’.
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TRAINING METHODS
demonstration
formal presentations, such as updates on
legislative changes
 explanations, sometimes quite informal, to explain
why things are important
 problem solving, including group discussion of
problems experienced in the workplace
 mentoring by a supervisor, particularly useful for
development of service skills
 job rotation through different departments, which
helps the employee to understand how service is
integrated across teams and departments
 experiential learning, or ongoing learning through
placement in a range of situations and scenarios.
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TRAINING REVIEW
When training is complete, the trainer should ask
participants to evaluate their own performance
and identify areas for improvement.
 If the training objectives were clearly stated at the
beginning of training, this should not be difficult.
 Doing so also allows participants to take
ownership of their learning and to identify areas in
which additional training may be required.
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TRAINING REVIEW
For training to be successful, the trainer must be
able to say that the participant has:
 task skills (can follow the steps correctly)
 task management skills (can perform multiple
tasks and prioritize correctly)
 contingency management skills (can identify when
things go wrong and how to remedy the problem)
 job/role environment skills (can work in a team
with customers from all walks of life)
 the ability to transfer and apply skills and
knowledge to new contexts.
DEBATE OR DISCUSS
‘When staff turnover is so high it is a
complete waste of time and money to train
employees, they are gone before you see
any benefit’
END OF PRESENTATION
DO YOU HAVE ANY QUESTIONS?
THANK YOU FOR YOUR ATTENTION
