planning and monitoring work section 1

1. Planning & Monitoring Work
Setting Clear Tasks
Day 1
Learning By Practice
2013

2. Table of Content
Section 1
2
Setting objectives
Planning and
organizing the
team’s work.
Allocating work
Briefing
Part 1 Part 2 Part 3 Part 4

3. Classification
• Red : Head line within section
• Bold: Important Word
• Blue :New Topics – External Reading
Book Activities

4. 1. Identify an organisational policy that can have an effect on the planning and allocation
of work ( 8 Marks )
2. Give an example of a target or objective that a team is working to achieve ( 12 Marks )
3.List the key stages when planning and allocating work (8 Marks )
4.Describe how work is allocated to meet team objectives ( 20 Marks )
5.Describe how to check that team members understand their allocated work ( 16 Marks )
6.Outline a method to monitor the teams performance against the plan (16 Marks)
7.Describe an action the team leader could take to rectify underachievement against the
plan ( 20 Marks )
Assessment Task

5. Vocabulary’s
• Organization.
• Objectives
• Goals
• Target
• SMART
• Policy
• Efficiency
• Effective

6. Working within Organisational
Guidelines

7. Organization
Organization : is a Unit of people that is structured and managed to meet a
need aimed to achieve Goals.
1. Hierarchy : has a leader who leads other members of the organization and
this structure is often bureaucratic.
2. Committees: consist of groups of peers who decide collectively,
sometimes by voting.
3. Matrix : organizations assign workers to two different hierarchies in an
attempt to maximize the benefits of both functional and decentralized
organizational forms.
4. Ecologies: address intense competition by holding employees accountable
for smaller ventures that have to show their own profits.
Type of Organization

8. How Organization Work?
Policy
Procedures
Goals
objectives
Goals : Measurable end results having one or more
objective to be achieved within fixed timeframe.
Objectives : A specific result that a person or system aims
to achieve within a time and with available resource
“Statement of specific outcome to be achieved”
policy: are clear, simple statements of how your
organisation intends to conduct its work, actions or
business. They provide a set of guiding principles to help
with decision making.
Procedures: Procedures describe how each policy will be put
into action in your organisation. Each procedure should outline:
•Who will do what
•What steps they need to take
•Which forms or documents to use.

9. 1. Policy
policy: Policies are clear, simple statements of how your organisation intends to
conduct its work , actions or business. They provide a set of guiding principles to
help with decision making.
Policies don't need to be long or complicated – a couple of sentences may be all
you need for each policy area
1. framework for actions that help to get on with the job they need to do.
2. people in the organization don’t have to keep on discussing the same issues every
time they arise – one thought out decision can be applied to many similar cases –
efficiency.
3. legal and other requirements can be met.
4. A tool in quality improvement.
Benefits of Policy
Page 5 & 6

10. 2. Procedures
Procedures: Procedures describe how each policy will be put into action in your
organisation. Each procedure should outline:
• Who will do what.
• What steps they need to take.
• Which forms or documents to use.
Procedures might just be a few bullet points or instructions. Sometimes they work
well as forms, checklists, instructions or flowcharts
Procedures describe a logical sequence of activities or processes that are to be
followed to complete a task or function in a correct and consistent manner.

11. Procedures
2.1 checklists

12. Procedures
2.2 flowcharts
Start / End
Process
Measurement
Decision
Progress flow

13. 3. Goals
Goals : Measurable end results having
one or more objective to be achieved
within fixed timeframe.
4. Objectives
Objectives : A specific result that a person or
system aims to achieve within a time and with
available resource
“Statement of specific outcome to be
achieved”
Goals
Generic
action
Board
Long term
Team Base
Objectives
Specific
action
Narrow
Mid to
short term
Individual
Base
Goals tell you where you want to go
Objectives tell you exactly how to get there

14. Role and Purpose of Organisational Goals
and Objectives
Setting goals:
The first thing to establish is the difference between the two. A ‘goal’ refers to what
you are totally committed to achieving to deliver the service/product.
As a general rule, it’s inadvisable to set goals beyond a year because market conditions
may change, or even your own priorities.
Objectives: paving the way towards your goals:
Objectives are the stepping stones which guide you to achieving your goals. They must
be verifiable in some way, whether that’s statistically or by some other achievable
concept. It’s crucial that your objectives lead you logically towards your goal and are
quantifiable.
As with your goals, your objectives should be well thought out. The time you take to
draw up your goals and objectives will ultimately save you time by leading on a road to
greater efficiency and effectiveness in the long run.

15. S
M
AR
T
+ +
S M A R T
SMART Objective is defined as one
that is Specific, Measurable,
Achievable, Realistic , and Time
bound.

16. Specific: Goals should be simple and
clearly define what you are going to do
• Through asking Question
What do I want to accomplish?
S M A R T
S

17. 17
• Measurement : Goals
should be measurable
you have tangible
evidence that you have
accomplished goal.
Through asking Question
• How much / Many ?
• How will I know when it
is accomplished?
S
M
S M A R T

18. 18
• Achievable : Goals should
be achievable; they should
stretch you slightly so you
feel challenged, but
defined well enough so
that you can achieve them.
Through asking Question
• How can the goal be
accomplished?
S
M
A
S M A R T

19. 19
• Realistic : goal should
require you to stretch
some beyond your
normal In line with
your abilities.
Through asking
Question
• Can I do it ?
S
M
AR
S M A R T

20. 20
• Goal : should be
linked to a
timeframe
Through asking
Question
• When ?
S
M
AR
T
S M A R T

21. 21
• Goal : SMARTER
S
M
AR
T
+
• Recorded
• Ethical

22. To write efficient and effective Goals/ Objectives you need :
• Skills
• Abilities
• Experiences
Strategy Goals Objectives *KPI
Guide to
Refer to
*KPI : A set of quantity measures that organization uses to compare performance in terms of
meeting their strategic and operational goals.
Don’t forget to Update goals and objectives
S M A R T Page 2

25. Goals Conflicts
Goal conflict is a business term that
typically refers to either strategy or
data plans that are made but cannot
be effectively completed because of
inherent differences and problems
between goals.
Some goals are independent and do
not affect each other at all, but many
goals are interdependent and
depend on the same resources,
systems or workers to be
accomplished. When multiple goals
intersect, goal conflict can occur and
reduce work Efficiency
.
Type of conflicts
Organization Groups Individual
Cost
QualityTime
Page 7

26. 1. Broad Goal: I want to start a business.
2. Broad Goal: I want to grow my business.
Goals Examples
Exercise : choose one of this broad goals then
transfer it into SMART – See Goal Form
Goals S M A R T
1 Work harder.
2
maximize my overtime each day before social activities.
3
I want to decrease my credit card debt.
4
To get a 4.0 spring 2013 semester GPA.

27. Planning and organizing the team’s work
The planning process needs to identify and sequence the activities
needed to implement your objectives.
Plan : A basic management function involving formulation of one or more
detailed plans to achieve optimum balance of needs with the available
resources.
Team work : A group of employees that works on tasks. Work teams are most
useful where job content changes frequently and employees with limited
skills and a specific set of duties are unable to cope
Team Selection Exercise : Skill vs. Attitudes
Page 3

28. Work Activities: Team Building Game
Good Planning
1. Over budgeted
2. Poor quality
3. Customer
dissatisfaction
4. Schedule failure
5. Lost business
6.Low team morale
Poor Planning
1. SMARTER
2. Align with strategy
3. Within competent
4. Clear
5. Scheduled
Planning Benefits
1. It ensure that a task is completed in the right order.
2. It ensure that the best use of time is made.
3. It reduce cost by making sure resources are being used properly.
4. It help to identify equipment's needed.
5. It help to identify skills requirement.
6. Increase customers satisfaction.
7. It help to identify health and safety issues.
Planning and organizing the team’s work
Page 4

29. Planning part
Skills 1. PersonalFunction
Type2. Equipment and Machinery Quantity
QuantityType
Budgets
3. Materials and Components
Cost4. Finance
Material requirements planning (MRP) is a production planning and inventory control system used
to manage manufacturing processes to ensure :
• Ensure materials are available for production and products are available for delivery to
customers.
• Maintain the lowest possible material and product levels in store
• Plan manufacturing activities, delivery schedules and purchasing activities
Planning and organizing the team’s work

30. Steps of Planning
Plan
DoCheck
Act

31. Steps of Planning
1. Know exactly what is you want to achieve – clear objectives.
2. Identify the order in which the various activities have to be completed – priorities.
3. Identify the resources needed – materials / equipment human.
4. Judgments of time - *critical Path.
5. Budgeting – costing.
7. Follow up – MMA&I.
*The sequence of stages determining the minimum
time needed for an operation.
Other things should identify such as:
1. People with the necessary skills.
2. Parts and materials.
3. Job instructions.
4. Tools and equipment's.
5. Safety procedure.
6. Personal protective equipment.
7. Enough time.
8. Access to the job.
6. Executing the plan.

32. Planning Source
Planning is carried out through:
1.Policy
• provide guideline for decision making.
• Provide the direction within acceptable limits.
2. Procedure
• Putting policy into effective action
• Clearing the sequences of action required to perform tasks
Advantage :
Efficiency : efficient way of doing a job
Standardization : consistent and predicable

33. How to Plan and Allocate Work
The planning process needs to identify and sequence the activities needed
to implement your objectives. The basic method to achieve this is to
produce a list of ‘things to be done’. The list will be revised.
Methods for setting out a plan of activities:
1) Key events chart – used for planning on going work and one-off projects. The
purpose is to highlight the dates on which key events are planned to occur and
the activities which require completion prior to that date.
2) Gantt Chart - is a type of bar chart, developed by Henry Gantt in the 1910s, that
illustrates a project schedule. Gantt charts have become a common technique for
representing the phases and activities of a project work breakdown structure
(WBS).
3) Network Diagrams – a flow chart made up of arrows and nodes representing each
activity.

34. Key events chart
Date Key Event Other Events
2nd July Hold planned meeting Receive project status report
Issue detailed plans for each department
6th July Decide venue Assess suggestions
Agree on appropriate venue
Used for planning on going work and one-off projects. The purpose is to
highlight the dates on which key events are planned to occur and the
activities which require completion prior to that date.

35. Gantt Chart – See Chart
is a type of bar chart, developed by Henry Gantt in the 1910s, that
illustrates a project schedule. A Gantt chart is helpful when monitoring a
project's progress.
is a graphical representation used in project management that will show the length
of time tasks in the project should take, as measured against real time. This helps
the project to run more smoothly because:
•you can easily see the order of tasks.
•you can see project progress in terms of where you are and where you should be, because
each task is given a time allotment.
•helps you see any dependencies that may exist between tasks.

36. Network Diagrams
A flow chart made up of arrows and
nodes representing each activity

37. The methods of planning allows for a system to check progress against the plan
and focuses attention on:
1)Identifying the key events and deadlines
2)Estimating the time for each different activity
3)Identifying workload and required resources
4)Prioritising activities which are critical
The most important aspect of putting the plan together is allocating the
appropriate task to the person with the required skills.
• Who has the skills and experience to handle the responsibility or task
competently and efficiently?
• Who will find the responsibility or task useful for their development?
• How well does the task fit an individuals preferred team role?
How to Plan and Allocate Work
Page 4

38. Page 5Page 6Page 7

39. Communication
communication: "the imparting, conveying, or exchange of ideas, knowledge
and information'. This can apply to words or body language
The act of exchanging ideas or information in different way such :
1. Oral
2. Written
3. Visual

43. Medium Receiver Feedbacksender
Encoding Decoding
Communication Model
Type of communications
1. One – to – Many communication
2. One – to – One communication
3. Many – to – Many communication

44. 1. Sender : A person who wish to communicate the massage.
2. Encoding : decide the format in which the
massage will be delivered, oral , verbal or written.
3. Medium: the chosen method by which the sender
will transmit the massage.
4. Receiver: the recipient of the communication.
5. Decoding : analyzing and correctly interpreting the massage.
6. Feedback : the mechanism or channel by which the receiver can respond to the
received massage.
Factors :
1. The receiving audience.
2. Time available.
3. Emotional content.
4. Technicality.
Example if its written :
1. E- mail
2. Formal letter
3. Memo
4. Report
Communication Model

45. Other Communication methods
1. Interactive Communication methods
3. Organizational Communication methods
1. Downwards vertical
2. Upwards vertical
3. Horizontal
4. Formal Communication methods
5.informal Communication methods
2.non interactive Communication methods

46. Briefing
Briefing: A formal outline listing main contents along with supporting evidence , to
give instructions information summarize ensure.
Briefing checklist questions
What?
Why?
How?
Where?
When?
Team Briefing is a powerful method of enabling communications up and
down the management structure of any teams.
Page 12 & 13

47. 1. primarily to enable and improve downward, upward
communications
2. prevent rumor
3. enable clarity of direction and information
4. develop greater awareness and involvement at all levels
5. create a culture of open communication
6. explain financial, commercial and strategic issues
http://www.businessballs.com/freepdfmaterials/team_briefing_guidelines_MU.pdf
Briefing Benefits
See more on :

48. Proper Planning Prevents Poor Performance
End of Section 1
See You Tomorrow