Managing Business Activities to Achieve Results

T up to(p) of Contents Understand the importance of traffic actiones in delivering outcomes based upon furrow goals and objectives 2 Be able to develop means for ingest argona of responsibility to pass operational plans 3 Be able to monitor clutch systems to improve judicatureal performance 4 Be able to manage health and prophylactic in the workplace. 1 1. 1 evaluate the inter birth mingled with the disparate processes and functions of the organisation 1. 2 disengage the methodology to be used to map processes to the organisations goals and objectives 1. 3 evaluate the output of the process and the forest gate moods 2 2. 1 design plans which promote goals and objectives for own area of responsibility 2. 2 economise objectives, which are particular proposition, measurable, achievable, realistic and time-based to align people and other resources in an effective and efficient way2. 3 utensil appropriate systems to achieve objectives in the most efficient way, on time, to b udget and meeting organisational standards of quality 2. 4 flow out work activities meeting the operational plan through effective monitoring and take hold 3 3. 1 design systems to manage and monitor quality standards specified by the organisation 3. acquaint a quality culture to ensure continuous monitoring, valuation and development of the process 3. 3 preach improvements which align with the organisations objectives and goals and which result in improvements 3. 4 report on the wider implications of proposed changes within the organisation 4 4. 1 occupy out risk assessments as required by legislation, regulation and organisational requirements ensuring appropriate action is taken 4. 2 demonstrate that health and guard duty regulations and legislation applicable in specific work situations are correctly and effectively applied 4. carry out a systematic critical review of organisational health and safety policies and procedures in order to ensure they are effective and compl iant 4. 4 carry out practical application of health and safety policies and procedures in the workplace. 1. 1 The Interrelationship Between the polar Processes and Functions of the organisation Your businesss functions are the things it does production, sales, marketing, research and billing, for example. The organizational structure defines the relationship and interactions between the parts of your business, and identifies how the chain of check runs through the different levels.You bear set up your business structure around your organizational functions, scarcely even if you dont, function and structure will influence each(prenominal) other. Functional Structure Most businesses marry a in operation(p) organizational structure Different functions go into separate departments that report to department managers, who wherefore report to someone higher up. If you adopt a functional structure, it has the advantage of clear lines of authority, and allows each employee to s ubdue on her particular mission. The drawback is that you can end up with departments that dont chide to each other or assemble well.A customer may get bounced from department to department if his bother doesnt relate to one particular function. shareal Structure A divisional organizational structure spreads functions crosswise different branches If you have different product lines, the division for each product line has its own marketing, R&D, sales and accounting departments. The advantage of this address is that each branch has the personnel to carry out all necessary functions. The drawback is that with employees in each division performing identical functions, you could end up with a agglomerate of redundancy and inefficiency.Matrix Structure Using a ground substance structure in your business can take in you greater flexibility in business functions than a more hierarchical organization. In a matrix structure, each employee works in a function-based department, such as marketing or finance, but they can be assigned to projects under different managers and teamed with employees who have different functions. This structure adapts organizational function to changing organizational needs. The drawback is that the chain of command in a matrix may become cloudy and conflicted.Organizational Charts If you or your staff have trouble visualizing a proposed structure, you can use an organizational map to see it clearly. The virgin York and Erie Railroad developed the first organizational charts in the 19th century as a way to improve management efficiency. A chart shows the lines of authority and control running between different departments and levels of management. A well-designed chart will make it prospering to see who makes decisions, who reports to whom and how your organization divides up its operating functions.Managing Business Activities to progress to ResultsTable of Contents Understand the importance of business processes in delivering out comes based upon business goals and objectives 2 Be able to develop plans for own area of responsibility to implement operational plans 3 Be able to monitor appropriate systems to improve organisational performance 4 Be able to manage health and safety in the workplace. 1 1. 1 evaluate the interrelationship between the different processes and functions of the organisation 1. 2 justify the methodology to be used to map processes to the organisations goals and objectives 1. 3 evaluate the output of the process and the quality gateways 2 2. 1 design plans which promote goals and objectives for own area of responsibility 2. 2 write objectives, which are specific, measurable, achievable, realistic and time-based to align people and other resources in an effective and efficient way2. 3 implement appropriate systems to achieve objectives in the most efficient way, on time, to budget and meeting organisational standards of quality 2. 4 carry out work activities meeting the operational plan through effective monitoring and control 3 3. 1 design systems to manage and monitor quality standards specified by the organisation 3. demonstrate a quality culture to ensure continuous monitoring, evaluation and development of the process 3. 3 recommend improvements which align with the organisations objectives and goals and which result in improvements 3. 4 report on the wider implications of proposed changes within the organisation 4 4. 1 carry out risk assessments as required by legislation, regulation and organisational requirements ensuring appropriate action is taken 4. 2 demonstrate that health and safety regulations and legislation applicable in specific work situations are correctly and effectively applied 4. carry out a systematic review of organisational health and safety policies and procedures in order to ensure they are effective and compliant 4. 4 carry out practical application of health and safety policies and procedures in the workplace. 1. 1 The Interrelationsh ip Between the Different Processes and Functions of the organisation Your businesss functions are the things it does production, sales, marketing, research and billing, for example. The organizational structure defines the relationship and interactions between the parts of your business, and identifies how the chain of command runs through the different levels.You can set up your business structure around your organizational functions, but even if you dont, function and structure will influence each other. Functional Structure Most businesses adopt a functional organizational structure Different functions go into separate departments that report to department managers, who then report to someone higher up. If you adopt a functional structure, it has the advantage of clear lines of authority, and allows each employee to concentrate on her particular mission. The drawback is that you can end up with departments that dont talk to each other or cooperate well.A customer may get bounced from department to department if his problem doesnt relate to one particular function. Divisional Structure A divisional organizational structure spreads functions across different branches If you have different product lines, the division for each product line has its own marketing, R&D, sales and accounting departments. The advantage of this approach is that each branch has the personnel to carry out all necessary functions. The drawback is that with employees in each division performing identical functions, you could end up with a lot of redundancy and inefficiency.Matrix Structure Using a matrix structure in your business can give you greater flexibility in business functions than a more hierarchical organization. In a matrix structure, each employee works in a function-based department, such as marketing or finance, but they can be assigned to projects under different managers and teamed with employees who have different functions. This structure adapts organizational function to changing organizational needs. The drawback is that the chain of command in a matrix may become cloudy and conflicted.Organizational Charts If you or your staff have trouble visualizing a proposed structure, you can use an organizational chart to see it clearly. The New York and Erie Railroad developed the first organizational charts in the 19th century as a way to improve management efficiency. A chart shows the lines of authority and control running between different departments and levels of management. A well-designed chart will make it easy to see who makes decisions, who reports to whom and how your organization divides up its operating functions.