What is a plan?    

A plan is a proposed or intended method of getting from one set of circumstances to another. They are often used to move from the present situation, towards the achievement of one or more objectives. They provide clear goals and map the activities needed to reach them efficiently and effectively. Without a plan managers would not know what to organise, lead or monitor.

Planning takes time and resources and all these are an investment that does not always pay up, as not all plan work well and not all plan achieve the desired outcome.

Although not all plans are successful they provide the back bone structure to adhere to during the four major phases (creation, implementation, monitoring and evaluation) of the planning process.

Having a structured formal plan to achieve a goal or objective provide also an opportunity to measure and evaluate where the plan has failed and highlight reasons for the failure., so plan are never useless or meaningless.

Remember that “If you fail to plan, you plan to fail” or “those who plan make things happen, those who don’t plan things happen to them”.

Categories of plans

�  Plans may be long term (3 to 5 years) or short term (1 month to 3 years)

�  They may be for a one off situation (Single use plan) or for multiple use (standing plans).

�  They may involve groups of managers or be for personal use.

By establishing a hierarchy of interconnecting plans, an organisation can continually monitor and control its direction and overall effectiveness. These elements represent success factors for the organisation. An organisation cannot complete one element without the other. The aim is not to produce a plan. It is to produce consistent successful results through a planning process.

 

Benefits of planning

¡  Provide direction

¡  Establish and coordinate effort

¡  Reduce wasteful activities

¡  Facilitate control

¡  Improve performances

¡  Anticipate change

 

A strategic plan determines the future direction of the organisation. A well thought out strategic plan ensures long term success through competitive advantage. This advantage is developed through an understanding of the environment and organisational resources. These plans are the highest level plans made within an organisation. They are long term – usually 3-10 years. They identify the core business and goals of the organisation, it’s strengths and weaknesses, where it can be vulnerable to threat from competition or takeover and where it can develop further opportunities based on existing skills, knowledge or experience (SWOT analysis) (Strength, Weakness, Opportunities Threats)

You have to decide your Strategic plans first so then you can work out what your operational plans are. An operational plan clearly details what has to be done to achieve the goals and objectives of the strategic plan and we will discuss operational plans shortly.

     

 In general usage, a financial plan can be a budget, a plan for spending and saving future income. This plan allocates future income to various types of expenses, such as rent or utilities, and also reserves some income for short-term and long-term savings. A financial plan can also be an investment plan, which allocates savings to various assets or projects expected to produce future income, such as a new business or product line, shares in an existing business, or real estate.

Financial forecast or financial plan can also refer to an annual projection of income and expenses for a company, division or department. A financial plan can also be an estimation of cash needs and a decision on how to raise the cash, such as through borrowing or issuing additional shares in a company.

 

�     A marketing plan is a written document that details the necessary actions to achieve one or more marketing objectives. It can be for a product or service, a brand, or a product line. Marketing plans cover between one and five years.

�     A marketing plan may be part of an overall business plan. The marketing strategy is the foundation of a well-written marketing plan. While a marketing plan contains a list of actions, a marketing plan without a sound strategic foundation is of little use.

�     A marketing plan includes the level of demand for the product or service and the strengths and weaknesses of competitors

�     A marketing plan generally contains:

�     Description of the product or service, including special features

�     Marketing budget, including the advertising and promotional plan

�     Description of the business location, including advantages and disadvantages for marketing

�     Pricing strategy

�     Market Segmentation

    

An operational plan is derived from the strategic plan, and is a detailed action plan to accomplish the established objectives of an organisation or entity.

 

It generally describes:

�  Short-term business strategies (what needs to happen in order to for the organisation or entity to achieve the Strategic plan).

�  How a strategic plan will be put into operation

�  The basis for, and justification of, an annual operating budget

Operational plans can be both of the short or long term. 

Operational plan format

The operational plan is normally completed in sections by the individual or group who are responsible for the operational plan delivery.

 

There are five key areas to successful planning

�     Develop perspective. This is where the person or entity investigates the current situation and finds that there is a need for something to change or happen in order to improve the   current situation of the organisation.

�     In other words is at this point that gaps and failure are identified and new prospectives and objectives are developed. The achievement of this objectives will demonstrate the changes or improvement of the situation of the organisation  

�     Prepare for planning. At this stage the person or entity comes to terms with identifying resources required to ensure the successful achievement of stated objectives.    

�     Hence the need to define who, what, how, where and by whom planned objective must be achieved

Create the plan. While initially plans are created as an abstract thought, at this stage of the planning cycle they became formal. They are likely to be written down, drawn up or otherwise stored in a form that is accessible to multiple people across time and space. This allows more reliable collaboration in the execution of the plan.

Implement the plan. In this phase all actions identified in the plan are implemented and are executed accordingly by the designated people and according to scheduled timelines. In other words the plan take physicality and all planned activities take place.

Monitor and evaluate the plan.

This is the final phase of the planning key areas. The monitoring process ensures that all actions included in the plan do take place and measures resources inputs and outputs in a quantitative and qualitative fashion.

The evaluation stage is concerned with the efficiency and effectiveness identification of the processes and systems used to achieve the desired objective or goal of the plan. it also provides an opportunity for the people involved to find better, cheaper and faster ways to achieve the goal (Continuous Improvement Process).

 

Definition of an “Operational plan”

Operational plan refers to specific types of plans that show exactly how the organisation or part of it will achieve the goals set by the organisation.  An operational plan contains the details about how the strategic plan will be achieved for the area in which you work. Operational plans should be written, formal and structured in a logical and sequential way to guide the daily operations of workers and management in the organisation. These plans also inform senior management of how the organisation is progressing towards the strategic objectives.

 

Frontline managers who are planning for their department usually implement them. They provide managers with a blueprint so that they can check that the organizations activities are effectively meeting short term goals. They work best when the team is involved in the development of the plan. Operational plans usually detail what needs to be done on a daily, weekly or monthly basis and cover periods of up to one year. The content of these plans will vary according to the type of organisation, however some areas that might be included in an organisational plan are:

�  Marketing

�  Communication

�  Human resources

�  Finance

�  Purchasing

�  Production

�  Research and development

�  Service and/or delivery

 

The term operational plan can be interpreted as any plan that may be required to support day-to-day workplace operations like:

�  Introduction of a new product or service

�  Staff re-organisation, e.g. rosters or meetings

�  Impacts of marketing initiatives or campaigns/advertising

�  An office relocation or refurbishment

�  Upgrading of facilities

�  Changes in work practices or procedures

�  Business expansion or contraction

�  Introduction of new system

�  Staff training      

     

�  You and three friends are planning a holiday to a destination of your choice.

a.    Write here the goal of your holiday.  

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b.    Make a plan for your Holiday.

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c.    Write a clear ‘Mission statement’

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d.    Provide details that will support your planning process. Include who will be going on the holiday, how long for, where about and why.

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e.    What: What are the likely expenses you will encounter?

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f.     What are the likely legal issues you may encounter?

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g.    When: When are you planning the trip?

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h.    Where: Where will the group be going on holidays?

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i.      How: How much will it cost and how you came to a decision as a group?

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Single-use plans are implemented for “one-off projects” or programs and are usually sales or market driven. Single-use plans are often re-assessed throughout their development and implementation.

 

Examples of Single-use plans

�  The Sydney Olympic games

�  A food and wine festival stall

They cannot be replicated exactly for use at another function because the demographics and geographical location will differ.

 

Multiple use plans are those plans that can be used more than one time. These plans are designed to be repeated whenever there is a need.

Example of Multiple use or standing plans.

¡  Evacuation plan

¡  Recruitment plan

¡     These plans are standard in an organisation and they repeat in the same way every time they are put in action. None of the plan criteria and action change ever even if the circumstances or reason for their need change.

�  What are some other examples of single use plans?

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�  What are some other examples of multiple use or standing plans?

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Operational plans are impacted directly and continually by external and internal factors or environments. It is therefore fundamental that people involved in the making of plans have a good understanding of the environment and how do those environment impact on the plan and what are the consequences of these factors.

 We will look at these as below.

 

�  The internal environmental factors within the organisation that mainly affect planning can include:

�     Leadership styles – The managerial style (authoritarian, democratic or lassaiz-faire) of  the management team.

�     Company structure  - The hierarchy of control of the organisation and what people and policies are affected by the plan. Who should be informed about the plan, what procedure the organisation has in place to make decision.

�     Company policies and procedures – The rules and regulation that govern the organisation to which everyone has to abide and adhere to.

Communication systems – The formal and informal way with which information is exchanged among people within the organisation.

Capabilities and resources – The systems and processes in place to change inputs (ingredients, ideas, material and equipment) into output (the finish product or service).

Human resources – The people that work in the organisation, their skills, knowledge, attitudes and experiences.

Financial resources – The capital (money, assets, investments) that the organisation has to manage its operations.

 

�  The external environment impacting on plans can include:

�     Marketplace factors - E.g. a growing or a shrinking market

�     Competitors in the same marketplace - Lots of competitors or a few

�     Industry trends - Any changes within the industry

�     Economic factors - Is the economy in a boom or recession

�     Politics - Tax, wages and regulations, laws made

�     Technological factors - What changes will affect your company

�     World situations - The forces that are beyond the control of individual organizations

Social and cultural changes – Peer groups pressure and cultural influences

Trends and developments in the marketplace – Customer demand and product and services sales trends

 

�  Discuss in small teams the impact of both Internal and External forces that may affect your plans. List in relative importance all of the above internal and external factors.

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 You always have to consider all legal issues surrounding any activity or planning that you are undertaking in a hospitality business. The main areas of concern to consider from a legal perspective could be any combination of the following:

�  Changes to licensing laws in your state

�  Legal Operational opening and closing times

�  Service of alcohol to minors and intoxicated persons

�  Correct Legal food handling issues

�  Legal use of chemicals

�  Legalities surrounding waste disposal

�  Employment terms and correct payment of wages and superannuation

�  Correct payment of taxes to the A.T.O. e.g.: GST and Income and Payroll tax

�  Discrimination and Harassment laws

 

 

�  In small teams or individually pick any three of the legal issues from above and discuss what would happen to your company if you broke the law in these three areas?

 

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�     To be effective “Operational Plans”, like all plan need to include the elements that makes them work. Operational plans managers must evaluate the situation the organisation is in at the moment prior the planning process takes place and measure the areas that require improvements.

�     It is important that before a plan is devised and formalised the person or entity involved in the planning process consider and address the points listed below.  

  

Planning elements include:

�  Operational analysis – This element refers to the examination of a particular area of work with which the organisation is unsatisfied with and for which an operational plan is required to resolve the issue or situation the organisation find itself in.

�  Key results areas – Refers to the areas identified in the operational analysis which the plan must consider to attain the desired results.

�  Short term objectives – This element refers to the identification and creation of specific desired targets that must be met by the operational plan and they are an indicator that the plan is being rolled out correctly.

�  Action plans - A series of actions, tasks or steps designed to achieve an objective or goal.

�  Indicators of performance (KPI’s) – Key Performance Indicators are financial and non- financial measures used to quantify objectives to reflect performance of an organisation. Before formalising the plan an organisation will need to know what objectives needs to be achieved and how will me measured and quantified.

�  Budgets – Is a reasonable expectation of future income and expenses of the operational plan. This element cost the resources required to create and implement the plan and it also forecast the monetary return of the plan.

We need to understand what is occurring in our workplace to manage and plan effectively. A situation analysis can help us to achieve this.  A Situation analysis is a marketing term, and involves evaluating the situation and trends in a particular company’s market. It is normally the first part of a Marketing Plan so it will only be covered here as brief, additional information.

A Situation Analysis normally consists of the following components:

�  Background of the company – where the company is and where it wants to go

�  Research on the marketplace – eg: business, customer, government markets.

�  Customer analysis and market segmentation- work out exactly who your customer is

�  S.W.O.T. analysis of the business and environment - ( strengths, weaknesses, opportunities, threats)

�  Competitor analysis – find out your direct and indirect competitors

This type of situational analysis can help the organisation define what operational tasks need completing in the workplace.

Planning is an ongoing process, with the achievement of one plan often leading to starting on another one.

1.    Establish a realistic goal: Make this measurable and time oriented. Set a target, as this will make achieving your goal easier.

2.    List all the things that will need to happen: Brainstorm all the tasks, using the four “W’s and one “H” trigger (What? Who? Where? When? How?)

3.    Sequence the activities: Some things will need to be done before we can begin to do others. We can do some things simultaneously.

4.    Communicate your plan: Make sure everyone who will be involved in it or is affected by it is informed. Involving others increases your chances of success.

5.    Implement the plan: This is where the plan is put into action.

6.    Monitor progress: Make sure your original target and time frames are being achieved and make adjustments as required. Monitoring is a form of checking the progress.

7.    Evaluate and Analysis: Make sure that original targets and time frames are being achieved. Plans need to be analysed and evaluated to improve future planning.

Thinking things through and planning them out helps you take charge of events and circumstances. Plans are projected courses of action aimed at achieving future objectives. They provide clear goals and map the activities needed to reach your goals efficiently and effectively. Without planning managers would not know what to organise, lead or monitor.

 

Planning involves two important elements:

1.    Clear goals

2.    Planning abilities (A mix of critical, conceptual thinking skills and organisational, technical skills).

 

A goal is something the organisation or department want to achieve. It offers to benefit the department  and/or the organisation in some way and will be the motivation for your action.

�  Goals are desired outcomes for individuals, groups and entire organisations.

�  Goals need to be clear and concise explaining the reasons why effectively.

�  Goals provide the direction for all management decisions and form the basis for which actual work accomplishments can be measured.

�  Goals will be set once the organisation has defined its vision, mission and objectives.

�  When you write your goal clearly express what do you want to achieve.

�  Make your goal a general statement describing your broad purpose or intent, expressed in positive language.

�  What do you want!

Objectives are a clear, specific measuring post indicating progress towards achieving a goal. It is like a shorter term goal. Once the goals have been established, written down and communicated, a Manager is ready to develop plans for pursuing the goals

 

The goal setting process consists of five steps

1.    Review the mission statement

2.    Analyse situation and resources

3.    Determine the goals

4.    Write down the goals and communicate them

5.    Review results and see if the goals are being met. If not change them

 

How do objectives fit into a plan

Plans should specify who is responsible for achieving each result, including goals and objectives. Dates should be set for completion of each result, as well. Responsible parties should regularly review status of the plan. Be sure to have someone of authority "sign off" on the plan, including putting their signature on the plan to indicate they agree with and support its contents. Include responsibilities in policies, procedures, job descriptions, performance review processes, etc.

Manager in charge of creating and implementing operational plans use the SMART acronym to remember the criteria that need to be included when determining an objective that the plan must achieve. SMART means:

S pecific                                  list percentages, times, dates levels

M easurable                            must know how you have achieved the result (quantifiable)

A chievable                             must be within the authority and resources

R ealistic                                 must be a challenge but within capacity

T rackable/Timeframed          should be at the right time and in the right time frame for best results

 

�  How would you write goals for your team and ensure they are achieved?

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�  Write your own S.M.A.R.T. goal for a workplace?

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�  How would you solve the following work goals? Ask your team for help.

 

To achieve a 70% capacity in a restaurant?

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To ensure a high level of customer satisfaction with a dining experience?

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To ensure that meals arrive at the table within ten minutes of ordering?

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CSF’s are the key areas of activity in which favourable results are necessary for a company to reach its goal. CSF’s are those things that must go right for the organisation to achieve its mission. They focus the attention on major concerns and are easy to communicate and monitor. CSF’s can also be called Key Result Areas (KRA’s).

 

KPI’s are financial and non-financial measures used to quantify objectives of staff to reflect the level of performance of an organisation.. KPI’s are used in Business Intelligence to assess the present state of the business and to prescribe a course of action. They help an organisation to measure progress towards their organisational goals.

A KPI is a key part of a measurable objective, which is made up of:

�  A direction

�  A benchmark

�  A target

�  A time frame

 

KPI’s should not be confused with CSF’s

Example

Objective: “Increase Average Revenue per Customer from $10.00 to $15.00 be EOY 2009”.

In this case, ‘Average Revenue per Customer’ is the KPI.

 

For the example above, a critical success factors would be something that needs to be in place to achieve that objective; for example a product launch

 

�  Write your own K.P.I. and C.S.F. for a staff member who works in a Bar

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If your business is doing well in terms of profits, then chances are the operational plan is working well. One way of keeping track of the finances is via a budget. Budgets are a forecast in monetary or quantitative terms; it’s the level of operational activity at which a business will operate during a given period. Once strategic and operational plans have been established the managers must identify what resources are required which will ensure that the goals are achieved. Budgets are a financial plan with measurable outcomes. Budgets translate management policies and goals into measurable outcomes.

 �  Budgets provide organised estimates of:

�  Revenue

�  Expenditure

�  Staffing levels needed

�  Equipment needs

 

 Budgets:

1.    Allow for the evaluation of business decisions

2.    Sets targets in quantifiable terms

3.    Provides benchmarks

4.    Is a good means of communication

5.    Summarizes large amounts of information

6.    Allows for controls and checks

7.    Ensures accountability by managers

 

Money (or funding) is a basic necessity of any organisation, since it is used to pay for the human and physical resources of a company. This resource is provided mostly by lending institutions, such as commercial banks, although there are private providers as well. Such borrowing may be long term or short term.

 

�  The costs of a plan can be shown in a basic budget.

 

What are the approximate costs for the activity?

Will the changes affect the turnover of the business? If yes, then by how much?

How will the plan be paid for? Where is the money coming from?

 

 There are many ways of paying for your plan.

Don’t just look at cash. Changes in the way you do things may result in major savings in labour costs. By purchasing and installing new or updated equipment, the savings may be in higher productivity. Increasing customer comfort may lead to increase spending. By making something more visually appealing, it may lead to increased sales.

 

�  You will need access to the internet for this activity.

�  In small teams or individually research “Coca Cola Amatil Australia” and ascertain what their company did to their main production plant to save money on labour cost, and then report your findings to the rest of the class. 

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Look at the following example for the purchase of a new ice machine

 

Purchase of ice machine

Purchase price:                             $2000.00

Installation:                                   $ 300.00

Running costs:                               $ 200.00

 TOTAL:                                 $ 2500.00

 

Normally the business purchases ice @$3.00 per bag and uses an average of 20 bags per week, so $3.00 x 20bags X 52 weeks = $3120.00

 

Other variables and costs may also be included:

Staff member drives to collect the ice: The return trip takes 20 min, so 3 trips per week is one hour of staff time at $12.00 per hour = $ 624.00 p/annum

A freezer will be needed to keep the ice which is an additional cost this requires floor space and will also incur running costs

Wastage may also be an issue

So total current costs are $3120.00 + $624.00 = $ 3744.00

A saving of                                                      $1244.00

 

An effective manager must be able to interpret the strategic plan and convert that plan into tangible, workable operational objectives and strategies. As a manager you are required to ensure that staff is able to meet the targets and goals established. This involves an understanding of and an ability to organise and manage work operations.

Scheduling work it means to organise work in a manner that enhances efficiency and customer service quality. It can be seen to involve prioritising work, and then organising an appropriate workflow to achieve the set targets. Scheduling work means planning and allocating what tasks have to be done in a specific period of time and by whom.

To plan and allocate tasks effectively for staff, you need to know who your staff is and what they are capable of achieving within a specific time frame. An effective manager also need to know how to delegate effectively task to others.

 

�     Operational managers must be able to schedule all tasks that are part of the plan and not only the tasks that are deployed during the implementation process. The initial work of an operational manager is to envisage what has to happen in order to maximise the efficiency of the plan, ensuring that everyone involved in the planning process is aware of what need to happen and have a clear understanding of the task.

   

    The four Management Functions

Planning: Setting goals and targets to achieve organisational goals. Overseeing the development of plans, systems and processes for achieving goals within a set budget.

Organising: Co-ordinating resources, staff, plant and facilities to achieve goals.

Leading/Staffing: Providing the direction, support, encouragement, guidance and feedback staff need to do their job well.

Monitoring: Supervising staff and monitoring and adjusting systems and procedures to make sure goals are achieved as planned.

     

The essential elements of scheduling work are:

�  Prioritising work

�  Determining staff workloads

�  Contingency planning

�  Organising workflow

�  Delegating work effectively

�  Motivating staff

 

Prioritising means deciding on and placing tasks in their relative order of importance. This order must match with the identified goals and targets of the organisation and the objectives of individual work units/teams or departments. Managers look to organisational goals for a lead as to which task should take the highest priority. Prioritising doesn’t necessarily mean that you do the most important things first, but it does mean that you fit them in ahead of less important jobs. As the old saying goes “First things, first”. Always involve staff in the process wherever possible.

 

There are different types of tasks:

1.    The essential tasks that absolutely, positively must be done no matter what with no excuses.

2.    Those tasks that are non-essential but that add quality to the performance of the department/unit.

3.    Those tasks that it would be nice to do if there is sufficient time – but which are in no way important or essential.

                 

�     Understanding the job role and workload of the staff chosen to be playing a part in the plan is fundamental to the workability of the plan. Managers must be abreast with what task staff has to complete during the workday and decide if there is sufficient and reasonable time for the action that is required to occur in the plan.

�     Have an honest and realistic view of what it takes to undertake and complete the required tasks you want to assign to the staff members will ensure the support of the staff member.

It is possible to determine staff workloads by: �  determining the skill level of the employee

�  the level of responsibility within the company

�  identifying under-utilised or over utilised staff members?

�  asking the staff members for their input and feedback about extra work

�  considering time management factors

�  consider and evaluate work priorities and timing issues

�  avoiding overload staff with unnecessary tasks

 

When developing plans, management will need to identify

�  What they want staff to do

�  Timelines about when things are going to happen and by when

�  Specific details of how things are going to be done

�  Actions will need to be prioritised and listed in order

�  You will need to develop a system of how you will measure results

 

Written plans are also easier to communicate to others and are there for future reference. You can take remedial action quickly because your plan shows what should have been done, who should have done it, how it should have been done and when and where it should have been done. This makes it easy to spot where things are going wrong and fix them.

 

Contingency Plans

Contingency planning is the ability to have a “what if” plan in place. It is an alternative plan of action that avoids the business being disrupted in the event that economic and market conditions change. Contingency plans are built into a business plan and need to be included in the strategic planning process. It is also imperative that operational plans are ready to change. Contingency refers to specific alternate action “for every action there is a reaction” A contingency plan is sometimes referred to as a backup plan

 

Disadvantages of a Contingency Plan

�  Competitive disadvantage due to an inability to continue business functions

�  Loss of revenue and cash flow

�  Increased cost of production

�  Increased cost in insurance

 

Keep them flexible:

Plans sometimes don’t go as planned:

a.    A supplier cannot deliver on time and you don’t receive the material you need.

b.    Employees are absent from their shifts or resign from their job leaving a business short staffed.

c.    A flexible plan lets you adjust quickly to changing conditions but still move towards achieving the desired objective and result.

 

�  What would you do if your plan goes astray?

�  What is a contingency plan?

 

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The Planning Cycle

 

Plan:      This is where goals, objectives and targets are set

Do:         This is the process of doing the job to achieve the goals

Check:   This is where the actual performance is compared against a standard

Act:        This is where appropriate action is taken in regard to the performance

This cycle is continuous i.e. cyclical

 

 

 

 

 

 

 

 

 

Plan:               You plan to make improvement to a process or way of doing things by finding out what its current results are. Then you set a target to improve them.

Do:                  Next, you develop a plan to achieve your improvement target and trial them.

Check:            Then check your results. Has the plan worked? Does it need to be refined?

Act:                 Now, take action. Implement your plan. Standardise the changes to the way things were done before. Communicate them. Document them.

 

Plan:

Plan for change that brings about the improvement that the organisation require to change its current situation.

Here below are some techniques that can be used in the planning stage.

�  Flowcharting and mind mapping

�  Brainstorming in meeting

�  Consult specialist and professional

     

Here below are some tools that can be used in the planning stage.

�  Customers/ Suppliers mapping

�  Evaluation matrices

�  Cause and effect diagrams

 

Do:

Do changes on a small scale first to trial them.

Some tools and techniques that can be used in the planning stage are:

�  Small group leadership skills

�  Experiment design

�  Conflict resolution

�  On-the-job training

 

Check:

Check to see if changes are working and to investigate selected process.

Some tools and techniques that can be used in the planning stage are:

�  Data checksheets

�  Graphical analysis

�  Control Charts

�  Key performance indicators

 

Act:

Act to get the greatest benefit from changes.

Some tools and techniques that can be used in the planning stage are:

�  Process mapping

�  Process standardisation

�  Formal training for standard processes

�  Continuous Cycle

�  PDCA is an essential part of every supervisor’s job.

 

Remember! You need to have trained and efficient and motivated staff and supervisors working with you to be effective at the operational level. The planning of the workflow is very important as it enables the team to achieve a high level of productivity by increasing the efficiency and reduction in delays.

 

Remember you have to be organised before you can organise others!

 

�  What is the planning cycle?

�  What is the role of a manager?

�  How do we motivate staff?

�  How to prioritise your own work?

�  What are flowcharts?

�  How to Delegate work effectively?

�  Determining appropriate workloads for staff?