Management Consulting/operation management
"we are all operation managers" comment on this statement
I agree with the statement
we are all operation managers
an act or instance, process, or manner of functioning or operating a process of a practical or mechanical nature in some form of work OUTPUT.
Management is the process of getting activities completed efficiently and effectively with and through other people.
using the Management functions of :
1/explain the four functions of management
The Four Management Functions:
Planning is the ongoing process of developing the business' mission and objectives and determining how they will be accomplished. Planning includes both the broadest view of the organization, e.g., its mission, and the narrowest, e.g., a tactic for accomplishing a specific goal.
Planning is the first tool of the four functions in the management process. The difference between a successful and unsuccessful manager lies within the planning procedure. Planning is the logical thinking through goals and making the decision as to what needs to be accomplished in order to reach the organizations objectives. Managers use this process to plan for the future, like a blueprint to foresee problems, decide on the actions to evade difficult issues and to beat the competition. Planning is the first step in management and is essential as it facilitates control, valuable in decision making and in the avoidance of business ruin.
Quality in the results that are achieved and how the results are reached doing what is right, respect for others, value those that lead and take pride in all they do, and the value of teamwork to reach common goals.
Organizing is establishing the internal organizational structure of the organization. The focus is on division, coordination, and control of tasks and the flow of information within the organization. It is in this function that managers distribute authority to job holders.
Staffing is filling and keeping filled with qualified people all positions in the business. Recruiting, hiring, training, evaluating and compensating are the specific activities included in the function. In the family business, staffing includes all paid and unpaid positions held by family members including the owner/operators.
In order to reach the objective outlined in the planning process, structuring the work of the organization is a vital concern. Organization is a matter of appointing individuals to assignments or responsibilities that blend together to develop one purpose, to accomplish the goals. These goals will be reached in accordance with the companys values and procedures. A manager must know their subordinates and what they are capable of in order to organize the most valuable resources a company has, its employees . This is achieved through management staffing the work division, setting up the training for the employees, acquiring resources, and organizing the work group into a productive team. The manager must then go over the plans with the team, break the assignments into units that one person can complete, link related jobs together in an understandable well-organized style and appoint the jobs to individuals. .
Directing is influencing people's behavior through motivation, communication, group dynamics, leadership and discipline. The purpose of directing is to channel the behavior of all personnel to accomplish the organization's mission and objectives while simultaneously helping them accomplish their own career objectives.
Organizational success is determined by the quality of leadership that is exhibited. "A leader can be a manager, but a manager is not necessarily a leader," . Leadership is the power of persuasion of one person over others to inspire actions towards achieving the goals of the company. Those in the leadership role must be able to influence/motivate workers to an elevated goal and direct themselves to the duties or responsibilities assigned during the planning process.. Leadership involves the interpersonal characteristic of a manager's position that includes communication and close contact with team members.
Controlling is a four-step process of establishing performance standards based on the firm's objectives, measuring and reporting actual performance, comparing the two, and taking corrective or preventive action as necessary.
The process that guarantees plans are being implemented properly is the controlling process. Controlling is the final link in the functional chain of management activities and brings the functions of management cycle full circle. This allows for the performance standard within the group to be set and communicated. Control allows for ease of delegating tasks to team members and as managers may be held accountable for the performance of subordinates, they may be wise to extend timely feedback of employee accomplishments.
Importance of Management Planning
The four functions of management planning, organizing, leading and controlling, assume a great worth in the success of any business every day. In all organizations, each employees individual contribution to the success of the company is of enormous importance as the companys goals would not be met and success would not be reached.
How managers use their power, influence, and authority can determine their effectiveness in meeting the goals of the organization.
Responsibility is the obligation to accomplish the goals related to the position and the organization. Managers, at no matter what level of the organization, typically have the same basic responsibilities when it comes to managing the work force: Direct employees toward objectives, oversee the work effort of employees, deal with immediate problems, and report on the progress of work to their superiors. Managers' primary responsibilities are to examine tasks, problems, or opportunities in relationship to the company's short-and long-range goals. They must be quick to identify areas of potential problems, continually search for solutions, and be alert to new opportunities and ways to take advantage of the best ones. How effectively goals and objectives are accomplished depends on how well the company goals are broken down into jobs and assignments and how well these are identified and communicated throughout the organization.
INFLUENCE AND POWER
Formal job definitions and coordinating strategies are not enough to get the work done. Managers must somehow use influence to encourage workers to action. If they are to succeed, managers must possess the ability to influence organization members. Influence is the ability to bring about change and produce results; people derive influence from interpersonal power and authority. Interpersonal power allows organization members to exert influence over others.
Power stems from a variety of sources: reward power, coercive power, information power, resource power, expert power, referent power, and legitimate power. Reward power exists if managers provide or withhold rewards, such as money or recognition, from those they wish to influence. Coercive power depends on the manager's ability to punish others who do not engage in the desired behavior. A few examples of coercion include reprimands, criticisms, and negative performance appraisals. Power can also result from controlling access to important information about daily operations and future plans. Also, having access to and deciding to limit or share the resources and materials that are critical to accomplishing objectives can provide a manager with a source of power. Managers usually have access to such information and resources and must use discretion over how much or how little is disseminated to employees. Expert power is based on the amount of expertise a person possesses that is valued by others. For example, some people may be considered experts with computers if they are able to use several software programs proficiently and can navigate the Internet with ease. Those who do not have the expert knowledge or experience need the expert's help and, therefore, are willing to be influenced by the expert's power. When people are admired or liked by others, referent power may result because others feel friendly toward them and are more likely to follow their directions and demonstrate loyalty toward them. People are drawn to others for a variety of reasons, including physical or social attractiveness, charisma, or prestige. Such politicians as John F. Kennedy were able to use their referent power to effectively influence others. Legitimate power stems from the belief that a person has the right to influence others by virtue of holding a position of authority, such as the authority of a manager over a subordinate or of a teacher over a student.
In some respects, everyone has powerhe power to either push forward or obstruct the goals of the organization by making decisions, delegating decisions, delaying decisions, rejecting decisions, or supporting decisions. However, the effective use of power does not mean control. Power can be detrimental to the goals of the organization if held by those who use it to enhance their own positions and thereby prevent the advancement of the goals of the organization.
Truly successful managers are able to use power ethically, efficiently, and effectively by sharing it. Power can be used to influence people to do things they might not otherwise do. When that influence encourages people to do things that have no or little relationship to the organization's goals, that power is abused. Abuses of power raise ethical questions. For example, asking a subordinate to submit supposed business-trip expenses for reimbursement for what was actually a family vacation or asking a subordinate to run personal errands is an abuse of power. People who acquire power are ethically obligated to consider the impact their actions will have on others and on the organization.
Employees may desire a greater balance of power or a redistribution of authority within the existing formal authority structure. People can share power in a variety of ways: by providing information, by sharing responsibility, by giving authority, by providing resources, by granting access, by giving reasons, and by extending emotional support. The act of sharing information is powerful. When people don't share information, the need to know still exists; therefore, the blanks are filled in with gossip and innuendo. When people are asked to take on more responsibility, they should be provided with tasks that provide a challenge, not just with more things to increase their workload that don't really matter. People need the legitimate power to make decisions without having to clear everything first with someone higher up in the organization. People who have power must also have the necessary range of resources and tools to succeed. Access to people outside as well as inside the organization should be provided and encouraged. People should be told why an assignment is important and why they were chosen to do it. Emotional support can come in the form of mentoring, appreciation, listening, and possibly helping out.
Sharing power or redistributing authority does not necessarily mean moving people into positions of power; instead, it can mean letting people have power over the work they do, which means that people can exercise personal power without moving into a formal leadership role. The ability to influence organization members is an important resource for effective managers. Relying on the title "boss" is seldom powerful enough to achieve adequate influence.
Authority is seen as the legitimate right of a person to exercise influence or the legitimate right to make decisions, to carry out actions, and to direct others. For example, managers expect to have the authority to assign work, hire employees, or order merchandise and supplies.
As part of their structure, organizations have a formal authority system that depicts the authority relationships between people and their work. Different types of authority are found in this structure: line, staff, and functional authority. Line authority is represented by the chain of command; an individual positioned above another in the hierarchy has the right to make decisions, issue directives, and expect compliance from lower-level employees. Staff authority is advisory authority; it takes the form of counsel, advice, and recommendation. People with staff authority derive their power from their expert knowledge and the legitimacy established in their relationships with line managers. Functional authority allows managers to direct specific processes, practices, or policies affecting people in other departments; functional authority cuts across the hierarchical structure. For example, the human resources department may create policies and procedures related to promoting and hiring employees throughout the entire organization.
Authority can also be viewed as arising from interpersonal relationships rather than a formal hierarchy. Authority is sometimes equated with legitimate power. Authority and power and how these elements are interrelated can explain the elements of managing and their effectiveness. What is critical is how subordinates perceive a manager's legitimacy. Legitimate authority occurs when people use power for good and have acquired power by proper and honest means. When people perceive an attempt at influence as legitimate, they recognize it and willingly comply. Power acquired through improper means, such as lying, withholding information, gossip, or manipulation, is seen as illegitimate. When people perceive the authority of others as illegitimate, they are less likely to willingly comply.
In order for managers to achieve goals in an efficient manner, part of their work may be assigned to others. When work is delegated, tasks and authority are transferred from one position to another within an organization. The key to effective delegation of tasks is the transference of decision-making authority and responsibility from one level of the organization to the level to which the tasks have been delegated. In order to effectively delegate work, some guidelines should be followed: Determine what each worker can most effectively accomplish; decide whether the worker should just identify a problem or also propose a solution; consider whether the person can handle the challenge of the task; be clear in the objectives of the task; encourage questions; explain why the task is important; determine if the person has the appropriate resourcesime, budget, data, or equipmento get the job done on a deadline; create progress reviews as part of the project planning; and be prepared to live with less than perfect results. Authority should be delegated in terms of expected results. Generally, the more specific the goal, the easier it is to determine how much authority someone needs.
Some employees resist delegation for a variety of reasons. Initiative and responsibility involve risk that some people try to avoid. People tend to play it safe if risk results in criticism. Those who feel they already have more work than they can do avoid new assignments. Some people doubt their own abilities and lack the self-confidence to tackle new assignments. Delegation is an excellent professional development tool so long as it expands a worker's expertise and growth. Delegation can also compensate for a manager's weakness. A successful team is developed by building on the strengths of its members.
People develop most when stimulated to broaden themselveshen challenged. More authority can add challenge; too much challenge, however, can frustrate people and cause them to avoid new responsibilities. Delegation should involve acceptable challengenough to motivate but not so much as to frustrate.
In today's workplace, managers are compelled to rely more on persuasion, which is based on expert and referent power rather than reward, coercive, or inappropriate use of power. A manager who shares power and authority will be the one with the greatest ability to influence others to work toward the goals of the organization.
OPERATION MANAGEMENT REQUIRES
COMPETENCE TO ACHIEVE RESULTS.
competency IS DEFINED AS
- the quality of being adequately or well qualified physically and intellectually for the job position
COMPETENCIES ARE DEFINED AS
-those measurable skills, abilities and personality traits that identify successful employees against defined roles within an organisation.
Core competencies are those competencies that any successful employee will need to rise through the organisation; the level of accomplishment may vary but the essential competency will remain the same. Competencies can, of course, change over time and should not be regarded as immutable.
Competencies in organizations tend to fall into two broad categories:
1.Personal Functioning Competencies. These competencies include broad success factors not tied to a specific work function or industry (often focusing on leadership or emotional intelligence behaviors).
- 2. Functional/Technical Competencies. These competencies include specific success factors within a given work function or industry.
FROM THE ABOVE, YOU HAVE
1.Personal Functioning Competencies
THIS IS APPLICABLE TO ALL OPERATION MANAGERS. WHETHER IT IS
List of 31 Core Competencies
The following is a summarized list of the 31 competencies listed by "cluster" (similar
competencies related to a common skill set for all operation).
I. Competencies Dealing with People
1. Establishing Focus: The ability to develop and communicate goals in support of the
2. Providing Motivational Support: The ability to enhance others' commitment to their work.
3. Fostering Teamwork: As a team member, the ability and desire to work cooperatively with
others on a team; as a team leader, the ability to demonstrate interest, skill, and success in
getting groups to learn to work together.
4. Empowering Others: The ability to convey confidence in employees' ability to be
successful, especially at challenging new tasks; delegating significant responsibility and
authority; allowing employees freedom to decide how they will accomplish their goals and
5. Managing Change: The ability to demonstrate support for innovation and for organizational
changes needed to improve the organization's effectiveness; initiating, sponsoring, and
implementing organizational change; helping others to successfully manage organizational
6. Developing Others: The ability to delegate responsibility and to work with others and coach
them to develop their capabilities.
7. Managing Performance: The ability to take responsibility for one's own or one's employees'
performance, by setting clear goals and expectations, tracking progress against the goals,
ensuring feedback, and addressing performance problems and issues promptly.
8. Attention to Communication: The ability to ensure that information is passed on to others
who should be kept informed.
9. Oral Communication: The ability to express oneself clearly in conversations and
interactions with others.
10. Written Communication: The ability to express oneself clearly in business writing.
11. Persuasive Communication: The ability to plan and deliver oral and written
communications that make an impact and persuade their intended audiences.
12. Interpersonal Awareness: The ability to notice, interpret, and anticipate others' concerns
and feelings, and to communicate this awareness empathetically to others.
13. Influencing Others: The ability to gain others' support for ideas, proposals, projects, and
14. Building Collaborative Relationships: The ability to develop, maintain, and strengthen
partnerships with others inside or outside the organization who can provide information,
assistance, and support.
15. Customer Orientation: The ability to demonstrate concern for satisfying one's external
and/or internal customers.
II. Compentencies Dealing with Business
16. Diagnostic Information Gathering: The ability to identify the information needed to clarify
a situation, seek that information from appropriate sources, and use skillful questioning to
draw out the information, when others are reluctant to disclose it
17. Analytical Thinking: The ability to tackle a problem by using a logical, systematic,
18. Forward Thinking: The ability to anticipate the implications and consequences of situations
and take appropriate action to be prepared for possible contingencies.
19. Conceptual Thinking: The ability to find effective solutions by taking a holistic, abstract, or
20. Strategic Thinking: The ability to analyze the organization's competitive position by
considering market and industry trends, existing and potential customers (internal and
external), and strengths and weaknesses as compared to competitors.
21. Technical Expertise: The ability to demonstrate depth of knowledge and skill in a technical
22. Initiative: Identifying what needs to be done and doing it before being asked or before the
situation requires it.
23. Entrepreneurial Orientation: The ability to look for and seize profitable business
opportunities; willingness to take calculated risks to achieve business goals.
24. Fostering Innovation: The ability to develop, sponsor, or support the introduction of new
and improved method, products, procedures, or technologies.
25. Results Orientation: The ability to focus on the desired result of one's own or one's unit's
work, setting challenging goals, focusing effort on the goals, and meeting or exceeding them.
26. Thoroughness: Ensuring that one's own and others' work and information are complete and
accurate; carefully preparing for meetings and presentations; following up with others to
ensure that agreements and commitments have been fulfilled.
27. Decisiveness: The ability to make difficult decisions in a timely manner.
III. Self-Management Competencies
28. Self Confidence: Faith in one's own ideas and capability to be successful; willingness to take
an independent position in the face of opposition.
29. Stress Management: The ability to keep functioning effectively when under pressure and
maintain self control in the face of hostility or provocation.
30. Personal Credibility: Demonstrated concern that one be perceived as responsible, reliable,
31. Flexibility: Openness to different and new ways of doing things; willingness to modify one's preferred way of doing things.
WHAT DIFFERENTIATES ONE OPERATION FROM ANOTHER OPERATION IS
2. Functional/Technical Competencies
SAY, FOR FINANCE OPERATION
Taking risks, adapting quickly to change, leading the change process
Positively influencing people and events
3.Impact & Influence
Persuading, convincing or influencing
Understanding business plan goals
Working cooperatively and productively with others to achieve results
Managing and continually improving one's own performance
Understanding and meeting or exceeding client needs
Knowing what results are important, and focusing resources to achieve them
Clearly conveying and receiving messages to meet the needs of all
Aligning behaviour with department values, principles and goals
Developing and maintaining win/win relationships and partnerships
Ensuring contracted services are delivered effectively to clients
Effectively managing internal and external resources to achieve organizational goals
Taking a broad scale, long term view, assessing options and implications
SAY, FOR MARKETING OPERATION
Regularly measures market,
competitive, and business
performance in order to
A-2 Develops &
Identifies trends and seeks
possible causes and rationales
re. opportunities and problems.
Identifies and gathers data
needed to prove or disprove
A-3 Analyzes Data
Analyzes relevant data. Draws
conclusions and generates
insights. Prioritizes solutions and
Creates or revises Business
Review or Recommendation
document to recommend top
solutions and opportunities.
Attends monthly forecast
meetings and provides accurate
A-6 Tracks Sales
Monitors performance and
highlights issues for review at
Engages internal stakeholders in
bringing key problems and
opportunities to the forefront.
Engages external stakeholders
to better understand problems or
Influences stakeholders by
recommended solutions or
opportunities with rationale in a
manner relevant to each
Develops company life cycle
strategy for the therapy area to
gain long-term competitive
advantage in the market.
Develops the brand positioning
Creates a plan specifying
Marketing Mix and weighting of
efforts across regions,
segments, seasons, indications,
Secures appropriate company
priority and resource allocation.
SI-1 Engages &
Persuades management and
other therapy area team
members of the rightness of
Ensures adoption of brand
positioning by all internal
Ensures relevance of brand
positioning with key external
Obtains commitment of internal
resources to brand strategic
Tactics Innovation & Evaluation
Identifies tactical alternatives
and selects tactics that will move
customers along the Adoption
Pathway and achieve
Briefs internal/external resource
groups to design tactics.
Tests tactics (especially for the
sales force) to ensure they are
effective with different target
Delivers tactics on time, by
customer segment, with
sufficient differentiation to
support Sales customer-access
T-5 Measures &
Measures ROI of major tactics.
Modifies tactics based on sales
rep and customer feedback and
other brand performance data.
TI-1 Engages &
Engages internal stakeholders in
identifying and evaluating
TI-2 Engages &
Engages external stakeholders
in identifying and evaluating
Gains internal stakeholder
commitment to implementation
SAY, FOR PRODUCTION
Successful executives apply a variety of techniques to deliver results. They establish clear, measurable objectives for the organizations and the people they manage. They adjust organizational operations to capitalize on lessons learned from both successes and failures. They make tough decisions to solve complex problems. They appropriately allocate resources to correspond to organizational priorities. They understand their clients' requirements and focus on delivering high quality products and service to satisfy those requirements.
Competency 1: Managing Organizational Performance
Sets key individual and organizational performance objectives
Effectively addresses individual and organizational performance issues
Adjusts the way work is performed to meet changing conditions and demands
Instills a sense of pace and urgency into the organization and seeks to maintain momentum
Takes corrective actions to ensure that critical programs meet budget and schedule requirements
Adopts new management systems and technology to improve quality and productivity
Competency 2: Accountability and Measurement
Takes responsibility for achievement of established performance objectives
Acknowledges personal failures as well as achievements
Establishes accountability for achieving objectives
Establishes systems to monitor progress and identify problem areas
Reaches agreement with other executives on common goals and mutual accountability
Assesses organizational successes and failures and applies lessons learned
Competency 3: Problem Solving
Provides clear direction but gives space for initiative and creativity
Addresses organizational barriers that impede success
Anticipates the impact and consequences of decisions
Analyzes and addresses the interaction of complex variables
Recognizes organizational and political interests
Engages stakeholders in making critical decisions
Makes tough decisions
Seeks win-win solutions in the face of opposing viewpoints
Helps resolve problems external to the organization that affect overall FAA performance
Competency 4: Business Acumen
Justifies resource requirements to internal and external stakeholders (e.g., cost-effectiveness and return on investment)
Works collaboratively to fund the right priorities from an FAA-wide viewpoint
Addresses National Aviation Priorities in budget and resource plans
Allocates and manages human, financial, and material resources effectively
Makes appropriate resource tradeoffs to achieve FAA long-term objectives
Tracks costs of doing business
Competency 5: Customer Focus
Leverages customer knowledge and insight
Shares information and ideas with customers
Establishes customer-oriented performance metrics
Plans for and adapts to changing customer relationships
Understands the needs, drivers, and constraints of stakeholders
Understands market and economic factors affecting FAA and the aerospace industry
DIMENSION 2. LEADING PEOPLE
Successful executives recognize that talented people working together accomplish the work of the FAA. They ensure that teams are established and properly supported. They establish organizations where all people are able to contribute. They make sure that employees' talents are cultivated and that developmental opportunities are available.
Competency 6: Building Teamwork and Cooperation
Uses teamwork effectively to achieve business results
Capitalizes on the diversity of talent to enhance team performance
Encourages differing opinions to be expressed and respected
Coaches teams toward goal achievement
Equips teams with resources to accomplish objectives
Anticipates barriers and resistance to change and looks for solutions
Works effectively across functions and cultures
Competency 7: Building the Model Equal Employment Opportunity (EEO) Program
Creates an environment in which people thrive and accomplish their best
Recognizes and rewards high performance
Encourages people to take pride in their work
Manages people effectively
Prevents or eliminates discrimination and harassment
Understands and responds to the differing needs of people
Competency 8: Developing Talent
Provides feedback to employees to facilitate their development
Coaches, mentors, and guides development of employees
Plans for the development and deployment of talent in the organization
Supports development of corporate talent in other parts of the agency
Focuses training and development investments on defined business priorities
Leverages assignments to provide developmental opportunities (e.g., details)
DIMENSION 3. BUILDING RELATIONSHIPS
Successful executives skillfully communicate and work with others. They establish a climate where ideas are openly exchanged. They establish networks inside and outside the organization to foster agency objectives. They seek consensus and collaboration, treating others with respect. They are reliable and ethical, honoring commitments and demonstrating high standards of behavior.
Competency 9: Communication
Communicates openly and honestly
Listens effectively and communicates understanding
Effectively interprets intent, influence, and non-verbal elements of communications
Fosters open communication and exchange of ideas and knowledge throughout the organization
Tailors communication style to fit different groups and circumstances
Facilitates lateral communication
Competency 10: Building Alliances
Represents FAA positions effectively to stakeholders
Understands the organization's impact on stakeholders
Fosters networks, alliances, and other business relationships
Finds and develops common ground among a wide range of stakeholders (e.g., labor, industry, public, international, other government entities)
Builds and maintains external stakeholder trust and confidence
Competency 11: Interpersonal Relations and Influence
Builds and sustains commitment to decisions
Collaborates with others to achieve results
Helps build consensus
Consistently treats others with respect
Builds rapport with other executives
Handles emotionally charged or controversial issues responsibly
Competency 12: Integrity and Honesty
Acknowledges personal failures as well as achievements
Leads with consistency, dignity, compassion and integrity
Demonstrates and fosters high standards and ethical behavior
Stands behind decisions
Presents viewpoints with courage and conviction
Models commitment to public service and the mission of the FAA
DIMENSION 4. LEADING STRATEGIC CHANGE
Successful executives lead fundamental changes in the ways that the organization operates. They are not satisfied with the status quo. Instead, they envision far-reaching changes and follow up with action to make sure that the changes occur. They successfully deal with ambiguity, learn from experience, and think creatively.
Competency 13: Vision
Builds a shared vision with others across the organization
Communicates organizational direction and priorities clearly
Anticipates political, economic, international, technological, and industry changes that will impact mission
Pursues opportunities to move the organization toward the vision
Articulates the connection between the efforts of employees and the mission of the agency
Engages others in translating vision into action
Competency 14: Strategy Formulation
Balances a long-term view of mission and purpose with short-term requirements
Determines objectives and sets priorities
Identifies immediate and longer range objectives
Analyzes implications of different strategic options and determines appropriate course of action
Addresses trends and future changes affecting the FAA
Translates strategy into concrete action plans that integrate multiple elements and programs
Competency 15: Agility
Works effectively under pressure (e.g., flexible, adaptable, resilient)
Changes viewpoints, behavior and work methods in response to new information
Copes with complex or ambiguous situations
Demonstrates a "can-do" attitude to achieving results
Recovers quickly from setbacks
Pursues self-development based on feedback
Learns from experience (failures and successes)
Competency 16: Innovation
Acts as a catalyst for organizational change
Models creative thinking and innovation
Challenges the status quo
Builds organizational readiness for change
Enables implementation of new ideas and innovative approaches
Supports and rewards individuals who take responsible risks
Champions implementation of new systems and technology
1.Provide leadership in the workplace, appropriate to the level
of autonomy accorded to individuals/teams.
1.1 Demonstrate high standards of performance.
1.2 Contribute to the Organisation's reputation.
1.3 Influence individuals and teams.
1.4 Make decisions.
2.Manage personal work priorities and development.
2.1 Manage self.
2.2 Negotiate, plan and organise personal work Priorities.
2.3 Develop and maintain personal competence.
3. Lead and participate in, and facilitate work team/group
appropriate to the level of autonomy in the workplace
3.1 Plan the establishment of work team/group.
3.2 Develop team commitment and co operation.
3.3 Participate in, and facilitate work team/group.
3.4 Manage and facilitate team performance.
4. Establish and manage positive relationships with
colleagues and customers.
4.1 Convey and receive information and ideas.
4.2 Develop trust and confidence.
4.3 Build and maintain networks and relationships.
4.4 Negotiate positive outcomes to rectify difficulties.
5.Value and stimulate the diversity of people and the environment.
5.1 Create an environment which recognises; diversity as an asset.
5.2 Promote action which harnesses the diversity in the work team/group.
6. Contribute to the development of a learning environment.¬
6.1 Contribute to planning learning arrangements.
6.2 Implement effective learning.
6.3 Assess workplace competence.
6.4 Monitor and review learning processes and effectiveness.
6.5 Record and report achievement of competency.
7.Manage resources to achieve planned outcomes.
7.1 Plan resource use.
7.2 Implement plan for use of resources.
7.3 Monitor human resource performance.
7.4 Monitor financial performance.
7.5 Monitor physical resource performance.
7.6 Review resource capability and utilisation.
7.7 Record and report resource usage.
8. Manage quality customer service.
8.1 Prepare implementation schedule.
8.2 Deliver products and services.
8.3 Establish monitoring systems and processes.
8.4 Monitor progress and adjust performance.
8.5 Record and report results.
9. Implement and monitor quality and continuous
9.1 Implement quality improvement system.
9.2 Monitor performance.
9.3 Consolidate quality improvements and identify opportunities
for further improvement.
10. Facilitate and capitalise on change and innovation in a
10.1 Develop creative and flexible approaches and solutions.
10.2 Manage work group/team response to emerging challenges and opportunities.
10.3 Implement and monitor change.
11. Develop and maintain a safe and fair work environment.
11.1 Access and share the relevant information.
11.2 Plan and introduce processes to implement workplace requirements.
11.3 Monitor and adjust performance.
11.4 Investigate non conformance.
12. Create and encourage a learning environment.
12.1 Plan learning strategies.
12.2 Plan and review assessment of workplace competence.
12.3 Evaluate the effectiveness of learning.
13. Plan and develop human, physical and financial resource
information for decision making.
13.1 Establish human, physical and financial information requirements.
13.2 Collect, analyse and report human, physical and financial information.
13.3 Manage information systems.
13.4 Prepare resource proposals.
13.5 Monitor and review the management of information.
14. Develop plans to meet customer and organization needs.
14.1 Contribute to a shared vision and values.
14.2 Contribute to strategic planning.
14.3 Research customer needs.
14.4 Identify opportunities for product and service enhancement.
14.5 Prepare business plans/budgets.
14.6 Communicate the outcomes of the planning process.
15. Participate in planning and reviewing quality and
continuous improvement processes.
15.1 Contribute to continuous improvement planning.
15.2 Review results.
16. Influence the development and direction of the organization.
16.1 Develop the organisation's mission and values.
16.2 Establish goals, objectives and strategies.
16.3 Achieve stakeholder ownership.
16.4 Develop individual managers and management teams.
17. Influence and monitor the organization's competitiveness.
17.1 Create systems to monitor internal and external environments.
17.2 Identify and forecast trends.
17.3 Identify competitive strengths and weaknesses.
17.4 Improve organizational systems and processes.
18. Manage financial planning and performance.
18.1 Interpret the organisation's financial status.
18.2 Prepare and negotiate budgets.
18.3 Monitor and control financial performance.
18.4 Record and report financial performance.
From the above , you will see that we are all operation managers
What differentiates is the technical aspects.