Index

Index.....................................................................................................1
1: Business Process................................................................................2
1.1: Importance of Business Process.......................................................2
1.2: Business Process Modeling To Achieve Results..................................2
2: Operational Planning..........................................................................4
2.1: Elements f Operational Plan For Own Area of Responsibility..............5
2.2: Developing an Operational Plan........................................................5
3: Concept of Organizational Performance ImprovementMonitoring the
Appropriate System...............................................................................6
3.1: Organizational Performance Improvement Models to Achieve Results 7
4: Managing Workplace Health and Safety Issues to Achieve Results........8
4.1: Health and Safety Management System............................................9
References...........................................................................................12

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1: Business Process
Business process is an integrated set of processes to perform a typical business task. It can be
performed by trained human resource, machine or both with linked activities by transforming an
input into a final refined output. In any business model input, a process and output are directly
related to each other. Business process can be categories into three types; (1) Management
Process, (2) Operational Process and (3) Supporting Process. Elzinga, et al. (1995) has explained
all types of business processes. He said that management processes govern the business core
operations, include strategic management and corporate governance and operational processes
are the core process at departmental level like purchase, manufacturing, marketing & sales.
Supporting processes include all supportive process like IT, Human Resource, Account and
Finance. Elzinga, et al. (1995) defines the business process management as it is a systematic,
structured approach to analyze, improve, control, and manage processes with the aim of
improving the quality of products and services.

1.1: Importance of Business Process

This saying tells importance of business process in organization structure if you always do what
you always did, youll always get what you always go (Carter, n.d.). Management should focus
to bring change in their process to be more efficient, try to cut the cost and customer satisfaction,
customer service. Best business process can be map excellently with competitive human
resource, advance technology and efficient business processes. Processes should goes right
across the organization, sales process start with marketing and production mean set best targets
for cost and profit calculation account department involve which should deliver best price, this
will help to close sale. Timely production depends on best supply chain management and
ultimately organization adopt best business process win all set targets.

1.2: Business Process Modeling To Achieve Results

Business process management include all the methods like tools and technique to support the
final design, management, enactment, operational analysis, human involvement in processes,
supporting application, documentations and other sort of information as described Smith &
Fingar (2003). Business process management helps in process improvement at operational level
with the help of highly professional and accurate process aware information system. During
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business processes management it is compulsory to assess measurement and controls, whether

organizational objectives meets or not. The objectives and goals of stake holder should be seen
in business process management. Change always comes when you are unsatisfied with business
model or process and plenty of room of growth identified. Therefore it is very important before
finalizing business process change, stake holder goals must communicated explicitly and it
should be traceable during proposal, approval and in implementation. In Business process model
symbolic notation can be used to present business processes. This term is influenced by system
engineering and mathematics. Business process modeling is well known term but methodologies
for business process modeling is different in the eyes of management experts, it depends on the
situation and final output, what result or outcome you want to extract in specific situation. The
use of symbolic diagram in business process modeling communicate all major processes of
organization which also indicate complexity of business processes may involved or not in
specific business process. And such finding effects organization planning in business process
improvements. Melao and Pidd (2000) states that there are 25 business process modeling
methodologies 72 different BPM techniques and 102 tools available for business process
modeling.
When organizational stake holder wants to monitor and calculate changes according to goals and
objective a very popular method of business process proposed method is being applied as
Lamsweerde (2001) illustrates. It is used to couple existing and future formal and informal goals
of stakeholder with reasonable methodologies and business process modeling notation can be
achieved through satisfied relationship between concepts which are represented before. Business
process modeling notations are developed by www.bpmi.org. These methods totally generate
business processes according to stakeholder goals, every process of business play effective role
to attain goals of organizations. Business process is combine effort of human resource,
machinery and effective communication tools and in business process modeling notation these
processes and sub processes shows in flow objects (Event, Activities and Decisions) and
connecting objects (Control Flow Linked). Business processes models and organizational goal
and objectives are interlinked and directly related to each other, if management see successful
implementation of strategic goals, this help to create a rich organizational culture within
organization, executive force should be enough motivated and mentally
changes and perform according to new set principle and business processes.
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trained to accept

2: Operational Planning
Organizations use strategic management as a tool to handle everyday work activities. To do so
managers develop plan and strategies. A well implemented plan yields the best results and in the
long run provides a strategic path to achieve organizational goals and objectives. Operational
planning is the everyday execution of strategies in a well managed way. Operational planning
plays a critical role in strategy execution. Operational planning guarantees that program activities
are best placed to achieve strategic results. It is a management approach and a part of strategic
management to achieve long term goals and objectives. An operational plan is essential to
achieve the organizational goals and objectives as defined by Matlock (2005), because it consists
of schedule programs and plans necessary to perform related actions to accomplish results. A
good operational plan starts with a comprehensive planning and after that directs the organization
to necessary activities. MBO (Management by Objectives) defines the sole roles and
responsibilities of every individual working within the organization. In MBO goals and
objectives of employees has been defined for a specific period of time. Similarly in operational
planning roles and responsibilities of every employee are being defined. In this management
approach work activities are being classified in to units.

For the accomplishment of unit

achievement organizations develop plan at individual level. The individual plans are being
developed on the basis of assigned responsibilities. According to the www.sqa.org.uk, the area
of responsibility may be a branch or department or functional area or an operating site within an
organisation. So we can say that defining the operational plan for own area of responsibility
means to develop and implement an operational plan for a single business unit. Single business
unit can be a department or a functional area of an individual employee. Employees as a manager
or leader belong and have responsibilities to the organization and have to plan and implement
day to day operations to contribute in achieving the long term operational goals. The managers
should have a set of specific and implied generic skills to plan and implement operational plans
in their own area of responsibility. The common skill set consists of planning, risk management,
delegating, and innovating, monitoring, evaluating and building consensus. It is the top down
bottom up strategic planning in which goals and objectives have been established at unit
(department/functional area) level. In order to more scatter the work the goals then set at office
level, then division level, then districts and section level. Performance measurement is essential

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to keep track the effectiveness of established unit plans because in strategic management and
MBO staff performance is being tied with their individual goals and objectives.

2.1: Elements f Operational Plan For Own Area of

Responsibility
Matlock (2005) address that developing an operational plan must answer the following
questions, "Why I need it? What needs to be done? And what I am currently doing? Answers
should give you a clear understanding of your objectives that what you want to do in order to
achieve results and suggest you a systematic way to develop and implement an operational plan.
Formulation of an operational plan for own area of responsibility is the part of short and medium
term planning in which usually goals and objectives has been set from six month to three years.
Rich literature is available on formulation of operational plan but in generic an operational plan
for own area of responsibility must have important elements. As Matlock (2005) stated that a
good operational plan for own area of responsibility should address;

Visionwhere you want to be in future

Goalsset your goals to determine and manage the direction of your work activities
Objectivesyour objectives must be SMART
Program to Achieve ObjectivesThe program should have potential to drive you in the

direction of achievement
Timelineyour plan must have the detail schedule about the execution of activities
Performance Management CriteriaTo determine the effectiveness of your
operational plan for own area of responsibility you must have linked a performance

management system
A Strong Communication NetworkYou must have a strong communication network
to communicate your goals and objectives to all employees

2.2: Developing an Operational Plan

An operational plan must be as simple and meaningful as possible. It should address three basic
characteristics as Matlock (2005) has described. Your operational plan must have a clear format
which can be understandable easily. Structure and goals and objectives of your operational plan
must not contradict with your organizatuonal strategic goals and objectives. Development of an
operational plan does not required a rocket science, it is simple but required a strategic
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framework. Following are the essential steps need to establish an operational plan for own area
of responsibility.
Establishing Goals
First of all you have to establish your own goals to achieve results. Goals should be clear,
understandable and easy to achieve.
Establishing Objectives
After establishing and setting the goals, in nest step you have to identify and set your objectives.
The objectives are the annual achievements you must realize. The objectives should not
challenge your operational goals but to support.
Measurements
In this step develop a scorecard to measure the performance of your operational plan in the light
of KPIs (Key Performance Indicator). You should have established standard KPIs for every task
before meausring the actual performance of your operational performance.
Communication
Establish a strong communication network to communicate goals, objectives,KPIs and
measurement results.
Implementation
In this step implement your operational plan in real world.

3: Concept of Organizational Performance Improvement

Monitoring the Appropriate System
A system to improve organizational performance is as essential for the organization as blood for
the body. Organizational performance based on the effective and efficient frequent mechanism of
establishment and monitoring of goals and together builds an organizational performance
improvement system as McNamara (n.d.) explain. Appropriate monitoring mechanism is
required to assess the continuous organizational performance. It is possible through a well
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organized and systematic method to address the results. While developing and implementing an
organizational performance improvement system you have to identify the elements which need
improvement. Potocki & Brocato (1995) has explained organizational performance improvement
system as a continuous quality improvement system and suggest a model to monitor and improve
organizational performance. Wilkerson (2005) also illustrates the same that organizational
performance improvement begins with identifying the areas of improvement and what people
expect from your program. It can be done through proper assessment methods. It could be very
helpful if you conduct regular assessments of performance improvement. Goals behind
monitoring the organizational performance improvement system should be ensuring, monitoring,
analyzing and improving the designed processes. Organizations manage change due to the
different internal and external elements which affect the organizational processes. The factors
could be technological change or advancement, regulatory changes or economical changes.
Organizations adopt different techniques and implement different strategies to monitor
organizational performance improvement system such as action learning and knowledge
management system.

3.1: Organizational Performance Improvement Models to

Achieve Results
In management literature there is no hard and fast rules are available to design models to monitor
organizational performance improvement system. Majority of approaches used highly
customized form of models. Some are listed below;
Balanced Scorecard
It covers four indicators of performance improvement which is customer perspective, internalbusiness processes, learning, growth and financials. All factors indicate growth with respect to
goals.
Benchmarking
It is standard measure to compare performance with other organizations to know competitive
edge.
Business Process Reengineering
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This aims to increase performance by radically re-designing the organization's structures and
processes, including by starting over from the ground up.
Continuous Improvement
This approach focuses on improving organizational performance through customer satisfaction
with continuous and incremental improvement methods.
ISO9000
Is an internationally recognized standard of quality, and includes guidelines to accomplish the
ISO9000 standard
Knowledge Management
It is the technique in which collection of critical knowledge or areas used to maximize the
performance of organization.
Management by Objectives (MBO)
MBO is a management practice used to plan, establish, align and measure the overall
organizational performance with personal goals and objectives of human resource.
Strategic Planning
It is strategic direction of an organization with over all study of organization include vision,
mission and processes.
Total Quality Management (TQM)
TQM means 100% perfection in all processes by adopting best practices of management in all
departments.

4: Managing Workplace Health and Safety Issues to

Achieve Results
Within the organizations, resources are the most critical and risk oriented things. The resources
are financial, human and other assets like machinery and tools. To minimize the associated risks
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managers develop plan and strategies. An organisation will never be able to achieve the highest
standards of health and safety management without the active involvement of directors. External
stakeholders viewing the organisation will observe the lack of direction (N, 2008). The risks at
workplace can be hazardous and fatal in terms of illness, bad health and physical disabilities.
According to the OSHA (2008) fact sheet, only in USA approximately $170 billion cost is being
put away on workplace injuries and illness of workers. Whereas according to the Bureau of
Labor Statistics (2010), approximately 3.1 million non fatal workplace accidents were recorded
in USA. According to the HSE (Health and Safety Executive) Statistics (2010/11) only in UK 1.2
million people were injured at workplace in the year of 2010/11 and 175 people were killed. In
all over the world hundreds of departments at national and global level are working to minimize
workplace accidents and to develop an effective SHMS (Safety and Health Management
System). They have established laws, rules and regulations related to workplace safety and
working conditions. These departments are also providing guidelines for safe and effective
workplace. Organizations have to implement a systematic approach and strategies to cope with
workplace health and safety related issues by involving the employees from top to bottom level
management (Safeworksa, 2006).

4.1: Health and Safety Management System

Successful managers and leaders manage activities at workplace in order to achieve results and
ultimate organizational objectives. To manage workplace related activities they developed and
implement effective strategies and even a full fledge management system. Before developing a
safety and health management system for workplace managers should have look in to the
following critical elements; (1) management commitment, (2) employee involvement, (3)
workplace analysis, (4) hazard prevention and control, (5) employee training. Here the question
appears that who is the responsible to develop and manage the effective workplace management
system. This problem is native in nature and every organization could have different teams and
departments but some countries have some rules and regulations about this. WHS Act and
Regulations in Australia discussed in Queensland Government Gazette (2011) has some
guidelines about persons who are responsible to manage workplace related issues and activities
to eliminate workplace health and safety risks. These are the persons who engaged in conducting
a business or undertaking work for them, putting other people to conduct the work, people
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involved in installation, fixtures and fittings of plants and machinery, design, manufacturing,
import or supply plant, machinery and other workplace related tools and infrastructure. Before
managing the health and safety related activities at workplace you have to identify the major
hazards at your workplace. It will guide you through the rest of process of development of an
effective system and to manage the activities to achieve the desired results. OSHA has developed
a questionnaire to identify the health and safety related issues. Managers can easily recognize
issues by answering the some simple questions. This questionnaire contains simple and common
questions about facts and factors that might be caused for minor as well fatal health and safety
related hazards. The most common hazards at workplace are slipping and falling, toxic events,
particularly chemical and gas exposure, getting struck by objects, electrocution or explosion,
repetitive motion and ergonomic injuries, communicable disease, transportation accidents,
workplace violence, and hearing loss as reported by Spiro (2010). HSE has suggested to
managers a systematic approach aimed to develop understanding of principles and practices of
basic health and safety management issues. The HSE (2008) suggested systematic approach is a
cost effective in its nature to eliminate the financial and physical risks involved at workplace.

The 5 steps to manage health and safety related activities are;

Set your policy
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Your health and safety policy should be in written form and address activities like selection of
people, equipment and materials, and the work processes design and implementation activities.
Organize your staff
Your employees should have basic competencies to manage workplace activities. The
competencies are; (1) Committed, (2) Control, (3) Cooperative and (4) Communication skills.
Plan and Set Standards
In formulation processes of health and safety policy first plan your activities. Planning activities
should be in written form. This guide has suggested some important guidelines to plan health and
safety policy. After having a written plan you have to set your standards. The key points to set
standards are also included in this guide.
Measure your performance
In order to answer certain questions you have to measure your policy performance. It includes
monitoring system of activities.
Audit and Review
Through internal or external audit you can gauge that your policy, organization and systems
actually achieving results or not. It is the process to check the reliability and effectiveness of
implemented health and safety policies regarding workplace.

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References
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Improvement. JOHNS HOPKINS APL TECHNICAL DIGEST, 16(4), pp. 402-412.
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sqa.org.uk, n.d. http://www.sqa.org.uk. [Online]
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Wilkerson, D., 2005. How to build a performance improvement system in your

organization. [Online]
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[Accessed 10 September 2012].

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