Manage People Performance

In: Business and Management

Submitted By xuliusss
Words 3951
Pages 16
BSBMGT502B MANAGE PEOPLE PERFORMANCE
Element of competency:
1. Allocate work
2. Assess performance
3. Provide feedback
4. Manage follow-up
How can you plan a work schedule?
Being effective in your workplace means getting a job done with the least amount of time and fuss. To do this you will need to:
 Identify what work needs to be done
 Identify what resources (people and equipment) you need to complete the work.
How do you know what work needs to be done?
It is a good idea to keep track of the work you need to do by making a list of all the tasks and duties you and your work team must complete.
Make sure your list includes not only obvious jobs such as orders that need to be filled, but also less obvious jobs such as maintaining equipment, cleaning and preparing for the job. These tasks may seem minor, but can cause big problems if they are forgotten.
Whose job is it?
One of the difficulties of identifying your work tasks is knowing what work you are responsible for and what is the responsibility of others.
You should be clear about what you need to do and what other people can be expected to do. This requires a good deal of communication between your workers and workers in other areas. Always check before you assume that a task is someone else‟s responsibility.
BSBMGT502B Manage people performance March 2008 Version 1 Page 4 of 35
What resources will you need?
What resources you need will depend on how much work you have to do, and what type of work it is. Some jobs require special equipment and skills so you will need to arrange these things well in advance.
Once you have decided what jobs you need to do, estimate what people and equipment you will need to complete them. Make sure you have enough people with the right skills and the correct operating equipment before you start work each day.
How can you best manage your work…...

Similar Documents

Manage People Performance

...Operations Plan Will Jacob Bromwell Continue to Manufacture Products in the USA? Jacob Bromwell has manufactured all its products in the USA since its inception in 1819. Although manufacturing in the United States is not the most cost-effective solution, our “Made in USA” appeal is a critical component of our marketing message and distinguishes us from our direct competitors.[i] Furthermore, “Made in USA” is becoming increasingly embraced by younger, more stylish consumers.[ii] This is a major competitive advantage, and therefore, we will continue to manufacture all our products in America. How Will Jacob Bromwell Improve Operational Efficiency? We have determined that it is more cost-effective to shut down our plant in Michigan City, Indiana, and outsource our manufacturing to a third-party contract manufacturer in the United States. After months of research, we have secured agreements with contract manufacturers. These companies will manufacture, assemble, and label our products at their facility. These companies also specialize in short-run metal stamping, and are experienced, knowledgeable, established (some in business for over 35 years), and are cost-competitive. Under this new model, the manufacturing operations of the business that were previously done in-house will be outsourced, including: product manufacturing, component parts manufacturing, product assembly, and labeling. During Year 1, we will take advantage of MistyMate’s large warehouse...

Words: 693 - Pages: 3

Manage People and Organization

... Section One Roles and Duties of Managers The definition of management is the process of working with and through people and other resources to accomplish organisational goals efficiently and effectively. The nature of management is through doing things efficiently and effectively to maintaining and improving productivity, and thereby better organisational performance. If organisations could have a balance between effectiveness, efficiency, and equity, it proved successful management. The role of managers can be described as following: liaison, resource allocator, and monitor. • Liaison Liaison is one of the interpersonal roles, which responsible for maintaining self developed network of outside contacts and informers who provide favors and information. In the Tang’s expansion stage, Brian Tang as a liaison must effectively promote communicate with outside, such as doing financing work to increase company’s funding and that have to communicate with investors. • Resource allocator Resource allocator is one of the decisional roles, which responsible for the allocation of organisational resources in all aspect and making or approving all significant organizational decisions. Brian Tang as the founder and the current chairman allocate resources on his own, for instance when company got a government loan, it introduce a series of branded products which satisfied the market demand; when company expand its scale, it structured into 7 departments in order to better management...

Words: 1758 - Pages: 8

Manage People Performance

...Manage People Performance Task 1 BSBMGT502B By Elisabete S. Torres 1. Report Housefriend’s is a homewares retailer specializing in bathroom fittings, bedroom fittings, mirros and decorative items. Housefriend’s caters to the furnishing market for new and renovated dwellings. Counting with a chain of eight stores situated around the greater of each state’s capital city. 2. Organization Information Housefriend’s is a home wares retailer specializing in bathroom fittings, bedroom fittings, mirrors and decorative items. Housefriend’s caters to the furnishing market for new and renovated dwellings. Counting with a chain of eight stores situated around the greater of each state’s capital city. Mission Housefriend’s mission is to be the major retailer company in the houseware sector across the state, providing more choice to customer whilst maintaining the higher quality overseas manufactured lines. Vision Housefriend’s aims to provide customer with a wider selection of merchandise with great customer service and high product quality. Value * Quality * Excellent service * Qualified professionals * Health and safety standards * Strong Customer focus * Flexible service hours * Affordability * Imported houseware items 3. Operational Plan Operational Goal | Team goals | Progress | Goal | Focus | KPI | Reason/ barriers | Team | Goal | Deliverable | KPI | Time frame | | To be the major retailer in our sector......

Words: 2046 - Pages: 9

Manage People Performance

...Manage people performance BSBMGT502B Performance management project Task Number 1 Housefriends Homewares. Business description Mission Housefriends is a home furnishings retail franchise that consists of 8 stores nationwide. It specialises in the sale of bathroom fittings and decorative furnishings to retail customers for use in household bathrooms and bedrooms, and can be used by customers undertaking new build work or renovation work. Its stores are located in each capital city and area located in the greater or peripheral city zones. Vision The franchise has recognised the current and expected growth in the economy as a result of rapid population growth will continue for the foreseeable future. It has been determined that this growth will present growth opportunities to its franchise and has therefore established the goal of becoming the major retailer in their sector across the city within 3 years. As part of this growth it will establish new stores in areas expected to see high growth and also in each regional centre Utilising a wider product range and enhancing its customer service Housefriends is confident of fulfilling its growth ambitions Value Housefriends’ confidence in its ability to fulfil these goals comes from its plan to provide customers with a wider selection of merchandise with great customer service. Current operational plan Trading hours: | Housefriends are open 8.30am – 5.3pm Monday to Friday and 9.00am – 3pm on Saturdays. | ......

Words: 3673 - Pages: 15

Manage Own Performance in a Business Environment

...Unit 201 Manage own performance in a business environment 1.1 Outline guidelines, procedures codes of practice relevant to personal work There are a number of guidelines and procedures in place to enable me to do my job not only to the best of my ability but in a professional manner. Whilst in the warehouse there are procedures that need to be followed. When entering the building, I need to sign a fire register with time I’ve arrived and also every time I leave the building, even if I go out only for a launch. In case if there is a fire. Before entering a shop floor, I got to wear Hi-Viz (High Visibility Vest), for anyone being able to see me, especially for truck drivers. It must be done to avoid accidents. Also if I’m not wearing Safety shoes (hardtop toe shoes), I must stick to walk ways at all times and keep a good distance from any trucks or moving objects. 1.2 Explain the Purpose of planning work, and being accountable to others for own work Planning is essential to manage my time to complete the actions of my work. Planning helps to be organised on a day to day, weekly and monthly basis. While planning I have to obtain as many details about the piece of work I do to enable myself to produce work as efficiently as possible. I can write my plans down on a to-do list - Writing down everything has two purposes. Firstly, I’m planning my job and the tools I need. Secondly, I’m making a written account of my job for others to see. In......

Words: 1979 - Pages: 8

The Best Way to Manage People

...Introduction In this essay I will be discussing ‘the best way to manage people’. Moreover, I will demonstrate a clear understanding whilst applying significant theory as well as relevant case study material gathered whilst studying the ‘Managing People’ module, in order to support my arguments. In relation to the overall theme of my essay the inclusion of a further sophisticated discussion of the main features based around the assignments criteria will be critically evaluated throughout. The main key areas I will articulate clearly are as follows : Culture’s impact upon people management, the issues a manager of groups and teams needs to consider, the limitations of leadership theory for management practice, managerial practises ensuring their workforce is motivated, management ethics and possible dilemmas that may occur. All five of the assignment’s main features will be conversed in detail in conjunction with concluding either the ‘one best way’ or a ‘holistic approach’ in terms of the ‘best way to manage people’. A key term associated with people management is organisational behaviour which is the study of human behaviour within organisations. It is a study that can be used to identify individual skills and differences in the workforce and how they can use these skills both individually and when in a group. The main aspect is that of structure within organisations and the various power dynamics used all being influenced by the time and space it is done within.......

Words: 1077 - Pages: 5

Managing People & Performance

...September 2012 Managing People and Performance Assignment Student ID#: 82081035 Word Count: 4779 Managing People and Performance Assignment brief Provide a very short introduction to your organisation, and your role, to provide a context for your assignment. Based on your own organisation (or part of the organisation): a) Identify, with justification, a critical issue relating to people that impact on effective performance within the organisation. In justifying your chosen issue, you should analyse the organisational context using the course materials to show how the issue has arisen, and the impact that it has. (40% of the marks) b) Based on your analysis, develop your recommendations and an outline plan to address the issue to improve organisational performance with clear justification for your proposed approach. (20% of the marks) c) Identify the benefits that you expect to achieve from your recommendations and how these might be measured to know if the benefits have been achieved. Include theories and models from the course materials to support your expectations of the potential benefits. Also identify any major risks that might jeopardise the success of your recommendations. (30% of the marks) d) You should finish your assignment with a reflective statement that includes: – how insights from your elective pathway have influenced your choice of issue and impact on your analysis, recommendations and expected outcomes or your thinking about managing people – the......

Words: 5541 - Pages: 23

Manage People Performance

...Assessment Part A Performance management project Performance objective The objective of this assessment is to enable you to demonstrate your knowledge and understanding of performance management systems within legislative and organisational guidelines. Specifications You must submit: ● a completed Operational Plan (Appendix 2) ● a developed Performance Management Plan (Appendix 3) ● a completed Performance Development Plan (Appendix 4) ● a completed Coaching Session – Observer’s Evaluation Sheet (Appendix 5) ● a completed Coaching Session – Coach’s Self-Reflection Sheet (Appendix 6) ● one-on-one session notes ● Performance review notes. Your assessor will be checking whether: ● your completed Operational Plan addresses the: ○ revamped store layout ○ recruitment and induction plans ○ training of all staff on the sustainability features of major product lines ● your developed Performance Management Plan identifies: ○ work roles (in accordance with Operational Plan) ○ key result areas ○ indicators of success ○ date to be competed ● your developed Performance Development Plan: ○ identifies skills to be developed by the Employee that correlate with the KRAs and indicators of success indentified in the Performance Management Plan ● your completed Coaching Session – Observer’s Evaluation Sheet: ○ utilises the GROW model ○ identifies the performance issues with the Employee ○ utilises a number of communication skills such as:......

Words: 4437 - Pages: 18

Managing People &Performance Case

...so the new employees where not getting on-job knowledge despite getting technical training form organization. The dilemma for Mr. Anil was that what should do in such situation where anyone is not coming in front of management with any issue and also they are playing in between themselves. Whether he should talk with the old employees? There are chances that they may take this situation to show their united power and in future it could be a threat to the company. But if this problem does not solve, it will hamper company’s futures growth and its image in its esteem consumers. ----------------------- Lal Bahadur Shastri Institute of Management New Delhi HR Case Development Managing People &Performance ...

Words: 689 - Pages: 3

Manage People Performance

...he duties of a PC, the person so engaged is the PC forthe project.Note: Construction projects can only one PC at anyspecific time.(Refer to Reg 293 of the WHS (NUL) regulations). | A Work Health and Safety (WHS) Legislation was developed as a result of acomprehensive national review into work health and safety laws across Australia, whichinvolved substantial public consultation. This initiative provided a framework to protectthe health, safety and welfare of all workers at work and of all other people who might beaffected by the work. The WHS  Legislation (NUL) has beencommunicated acrossall Australia Jurisdictions, so that there is the same standard of health and safety protection, regardless of the work  being undertaken or the location of......

Words: 3678 - Pages: 15

Manage People Performance

...2 What resources might be required in a business organisation? Financial resources: Investing in new products/innovations Human resources: Having the skills, knowledge, experience and training to meet an organisations plans and goals Technological resources: Software systems Physical resources: Equipment, office space • 3 What are the likely repercussions if resources are not available to employees as needed? Resources are a necessity and a business cannot meet its organisational goals and results if employees do not have resources available. Activity 2 • Why are operational plans necessary? Operational plans are action plans for an organisation and are necessary to know what strategies and tasks must be undertaken, the people who are responsible for each strategy and task, the time in which the strategy and task must be completed and the amount of financial resources provided to complete each strategy and task. Activity 3 • 1 What procedures might be followed to allocate work? An action plan can be used to allocate work. They are drawn up by managers for staff which contain task assignments, milestones, timelines, resource allocations etc. The action plan is outcome focused and defines the organisations goals and objectives. • 2 Describe the criteria that should be considered when allocating work to individual employees. A manager or supervisor needs to look at individual employees competencies when allocating work. They must consider if they......

Words: 890 - Pages: 4

Manage People Performance

...Manage People Performance (BSBMGT502B) Assessment- 1 Student Id: - DIC201106032 Introduction In every organization, workers are hired based on their qualification, experience, knowledge etc. Every worker’s performance level differs from the other. In this way, it is manager’s responsibility that he should allocate and manage the people’s performance. It is the key of success of every organization. In this report, I am going to describe a new business where I am playing the role of a manager. It is a fruit and vegetable shop, which provide fresh and high quality products to the customers at reasonable price. There are twenty-five people working in this business. Allocating Work As a manager, I should have time to develop my own skills. It is my duty to find out the employees needs. Therefore, meetings are held on regular basis to consult their needs and requirement. To be aware towards their feelings and interests. I should be tactful to handle the difficult situations. I am responsible to make relevant decisions for the employee’s problems. I am also responsible to maintain the friendly environment in the workplace as to make all the employees feel comfortable. It is the duty of a manager to provide neat and tidy place to the employees. 1. Head: - He is the most important person in the business who has invested to run this business 2. Manager: - As a manager, I do care of all the workers working in the business and keep all the financial reports in my record. I......

Words: 2111 - Pages: 9

Managing People Performance

...of your relationship with the applicant? | | In what capacity is/was the applicant employed by your business? | | What were the dates of their employment? | From: | | To: | | What duties and responsibilities does/did the applicant have? | | What the applicant’s reason for leaving? | | General performance questions | | How would you describe the applicant’s overall work performance? | | What would you say are the applicant’s strengths? | | What would you say are the applicant’s development areas (eg. weaknesses)? | | Have you had any concerns with their performance? If yes, please explain when these issues were identified? When were they discussed with the individual? What work are their doing to improve and what progress has been made? | | Can you comment on the applicant’s: * reliability * punctuality * attendance * professionalism * <insert other factors where relevant> | | Job-specific questions | | <In this section, you should prepare your list of questions based on the skills or attributes required for the job, for example: In this role, the applicant is required to be very well organised and be able to manage a very busy office. Please describe <applicant’s name> ability to organise their workload?> | | In closing | | Would you re-employ the applicant? Why/why not? | | Do you have any final comments? | | Thank you for taking the tame to provide feedback. If you wish to provide any further......

Words: 826 - Pages: 4

Manage People Performance

...BSBMGT502B MANAGE PEOPLE PERFORMANCE ASSESSMENT TASK :2 S2153 NAVIN RAJENDHIRAN MANAGE PEOPLE PERFORMANCE (BSBMGT502B) S2153 NAVIN RAJENDHIRAN MANAGE PEOPLE PERFORMANCE (BSBMGT502B) BSB MGT502B Manage people performance INDEX Content Page 1. Disciplinary process report………………………........ 2 a. Reason for Organizational lost …………………… 2 b. Sam’s claim of unfair dismissal……………………. 3 c. Legal and organisation requiremnets …………….. 3 d. Risk analysis………………………………………… 4 e. Misconduct and serious misconduct………………. 4 f. List of legislation……………………………………. 5 g. Policies and procedure …………………………….. 5 h. Supporting Documents ……………………………. 6 i. Performance review and disciplinary process…… 6 Assessment 2: Disciplinary process Student’s Name | Navin Rajendhiran | ID No. | S2153 | Assessor’s Name | Tardeesh Kaur | Phone No. | 0402380974 | Assessment Date/s | | Time/s | | 1. The reasons the organisation lost its unfair dismissal case with Fair Work Australia * This report discuss about the Performance management system and disciplinary process that a manager fail to progress in a security company, which leads bad employee to wins the hearing on dismissal case. There are several reasons that heads the organization to lose a dismissal case are shown below. * Formal disciplinary process is not pursued by......

Words: 1918 - Pages: 8

Manage People Performance

...Assessment project - Manage People Performance Part 1: Allocate work Task 1 a) The project will be based on case study provided “The hotel Group “ b) Following are the job roles required to complete project : * Executive team * Focus over the next 12 months is to develop and implement the operational plans to support the key organizational goals and strategic business objective. * Finance department * Focus in the next 12 months is to standardize financial management processes across all properties within the group. * Development team * Goal in the next 12 months is to maintain existing properties. Also, supporting the expansion into new properties and to implement design strategies to ensure consistency of experience across the hotel chain. * Marketing and sales * With focus in the next 12 months is to appeal to higher income and medium income markets by introducing a segmented approach to marketing. Develop and implement a direct marketing plan and to introduce a customer retention and loyalty strategies. * Frontline management * Target for the next 12 months is to maintain quality service, reputation and provide a unique hotel experience for all guests. c) Work plan Strategic Goal | Strategic Initiative | Increase the number of properties by 15% over next 8 years.Break into new market:i.e : New international regionExpand into larger hotel marketMaintain quality service reputation during expansionAttract and...

Words: 4973 - Pages: 20