Kidney’s Harbor Cafe comprises several Systems and processes. The main ones are listed below: If Nan CE Human Resources Sales and Marketing Suppliers 2- Outline the strategies you will use to monitor and evaluate the performance of these key systems and processes. To be able to monitor performance we have to know our current position. Our current position in our systems and processes is in the beginning stage.
We have to achieve a higher level of process in order to be seen successful by our customers and stakeholders. For example, the HER system needs to be enhanced to encourage the employment of high quality employees. Evaluation tools at Sydney Harbor Cafe : Program evaluation sheets Face-to-face interviews: We will have regular interviews face-to-face with revises and current employees as well as external stakeholders to get feedback on the evaluation of the HER system.
Participant comments throughout the training: during any training, participants’ comments are to be recorded and documented for feedback and evaluation Amount and appropriateness of employees and task numbers: The number of employees and their tasks is to be evaluated regularly Kidney’s Harbor Cafe perceived value through its employees Individual pre- and post-training tests for comparisons: employees are to be tested before and after training Assessment of current employees: through test tasks, and training projects
Observations and feedback by peers, managers and instructors: peers, managers, and instructors are to provide feedback on a weekly basis about a selected employee These evaluation tools could be used to measure and evaluate a range of systems and processes such as: Measure a reduction in number of customer service mistakes (e. G. Incorrect coffee order). Measure reduction in number or severity of risks in the workplace (from the equipment used in the cafe) Measure change in customer retention, sales volume, and profitability on each sale after the training program has been implemented. Measure reduction in time to complete tasks (each order)
Measure changes in staff turnover, number of complaints, growth, attrition, wastage, failures, non-compliance, and quality ratings, achievement of standards and accreditations and customer retention. Evaluating Kidney’s Harbor Cafe systems and processes will help to maintain their position in the market, as well as improve and expand. 3- Select one of the key business processes and undertake an analysis of supply chain, operational and product/ service delivery systems. Operational Delivery Systems Typically the operational delivery systems in an organization would be incorporated into the organizational strategic plan.
This plan would include Key Results Areas (Kara) and Key Performance Areas (Kips) in the context of operational delivery and the system that will support it. The operational delivery system would look at every aspect of the business and consider every area that will have an impact on the organizational aims, goals and objectives to ensure the system supports the strategic direction. The following is an example of an operational delivery system for Kidney’s Harbor Cafe: Operational delivery systems for Kidney’s Harbor Cafe: Absenteeism: It is company policy to carry a 10% spare level contracted manpower for each key account or area.
Therefore, spare officers will be available on each shift to cover for any unforeseen absenteeism such as ALLOW or sick. These spares are site specific trained, and are used on these sites only. A list of volunteers who are available on very short notice to come in on a voluntary overtime basis, to cover for extra people needed, or unforeseen absenteeism is posted on the staffing list. Transport / Covering of shifts: Company transport is not provided to employees under normal circumstances. Employees are required to transport themselves to their work. Communication: All sites will have a base station and handheld radio.
The signals are through a repeater network, and therefore very stable, and reliable. There will be an agreed minimum back up equipment for these radios. The cafe will be visited by deployment supervisors and management to ensure all is in order. All supervisors and managers will have mobile telephone communication in addition to radio communication. Vehicles: For all our sites, there will be a deployment vehicle with a supervisory team, which will be shared with other clients. We have a ratio of about 10 clients per vehicle. Uniforms: When joining the company, the following items will be used by the staff. Bomber jacket 1 x Rain suit 1 x Jersey 2 x Shirts 2 x Pants 2 x Pairs of socks The cafe manager and other management will wear corporate clothing. The uniform will be re-issued on an annual basis. Record / document keeping and reporting: On each site there will be the following documentation: Occurrence Book Information Book Supervisory Book Cafe Instructions Service Delivery System of Sydney Harbors Cafe Human Resource System: The service delivery system consists of: Structural Delivery system Facility design Location Capacity planning Managerial Service encounter Quality Managing capacity and demand
Information The approach to service design is: production-line Limit Discretion of Personnel Division Of Labor Us bustiest Tech oenology for People Standardize the Service Customer as Co-producer Self Service Smoothing Service Demand Customer Contact Degree of Customer Contact Separation of High and Low Contact Operations Information Empowerment Employee Customer 4- Describe the current performance measures and assessment tools and techniques used for this business process.
Comment on the effectiveness of these measures A variety of strategies and tools can be used to evaluate the effectiveness of he assessment tools and techniques used to identify the performance measures. N Kidney’s Harbor Cafeg’s Financial processes, a SOOT analysis could be used in the context of evaluating the assessment tools and techniques in addition to: questionnaires: Regularly ask employees and managers to fill in questionnaires about their feedback on financial aspects of their salary, financial process feedback from internal stakeholders feedback from external stakeholders: Consult with external stakeholders about the financial process reports: Write monthly reports about the financial recess, its performance, and ways of improvement based on feedback from employees and internal and external stakeholders product or service quality feedback : get a quality feedback on the financial system Kips: Set KIP and monitor its achievement Kara: Investigate KARA and link them to Kips and draw results on the financial process Task 2 5- Analyses any available performance related information and variance from plans for all key result areas (KARA) for the organization.
Benchmarking your organization’s performance against the performance of market leaders in your industry is one of the strategies used to analyses reference and identify any variance from the plans for key results areas of the organization. A Performance Analysis Report (PAR) is another way to source operations trend data to analyses and identify any differences between where the organization is and where it needs to be. There are providers Of this service who design, develop and manage performance and provide reports on KARA and Kips in accordance with organizational requirements and provide essential analysis of your company’s operating performance.
A PAR can provide analysis and advice across a wide range of issues or across he entire operational capability of the organization by: Analyzing and comparing key sales and operations measures to the industry as a whole and to other similarly-sized organizations. Highlight corporate strengths and isolate areas for improvement with management commentary to help interpret statistics and ratios. Facilitate financial planning using “what-if” scenarios using a range of templates (Microsoft Excel, Access, company specific) to provide company statistics and data. Businesses large and small analyses reports to better understand trends, review past performance and to predict future performance. Reports may be analyses by management team members or specialized analysts who are highly skilled in business intelligence interpretation.
Performance reports many include quantitative data such as sales results or marketing campaign outcomes, or qualitative data such as customer survey comments. Effective performance analysis requires a step-by-step process that starts with goal setting and ends with a Summary Of findings and an action plan. How to analyses performance reports The following steps will assist in analyzing performance reports and are taken from an article from this very useful website http://www. How. Com/ 1 . Determine the purpose or goals of your analysis. If you recently hired a new reporting analyst and have been asked to check her work, the purpose of your analysis may be to uncover errors or problems.
If company sales are trending downward, the purpose of your analysis may be to find the root causes Of the poor performance. 2. Determine the time frame for your analysis. You may want to compare performance this year to performance last year or from a specific date to the current date. Ensure that your performance time frame is long enough to identify trends and meet your analysis goals. . Gather data and reports that align with your goals and time frame. If you are using Microsoft Excel, consider hiding or excluding data elements that do not apply. The sorting, filtering and pivot table functions may also be very helpful. 4. Review the data and reports, and look for information related to your analysis goals.
Attempt to find patterns, elements that stand out, significant changes, and numbers that look too high or too low. It may be helpful to use a manual or online highlighter, and/or note taking, so you can remember and refer back to anything that catches your eye. 5. Interpret the information. Identify and document the trends you uncovered when you reviewed the data and reports. Draw out the findings that are most important and directly align with your analysis goals. 6. Summaries your findings in a memo, report or email. Start with an executive summary that describes your analysis and highlights the key findings. Include the appropriate level of detail and your recommendations for next steps.
It would then be appropriate to analyses the findings against the plans to determine any variance between the original planning and the KARA and Kips of the organization. The results of the analysis would be submitted to management with an action plan on how to fill any gaps identified between the original targets and the achieved results. This action plan could take the form of a SOOT analysis, a PEST analysis and/or an organizational training needs analysis to determine the gaps or shortfall and inform the action plan on how to fill any identified gaps In order to meet the agreed KARA and Kips. 6- Conduct an analysis of trends and opportunities in the mind gusty relevant to the organization.
There are many trends that could impact on the achievement Of the organization’s objectives. Trends such as: Macro – Raising prices, consumerism, and employee attitudes toward work, world and national economy, technological developments. Industry – Structure, marketing strategies, financing, governmental regulation, products. A SOOT analysis is a great tool to analyses and monitor trends in the external environment to identify events or trends which impact on the achievement of organization’s objectives. A SOOT analysis is a tool that is used to determine the strengths, weaknesses, opportunities and threats that may impact on an organization. SOOT is an acronym used to describe the particular Strengths,
Weaknesses, Opportunities, and Threats that are strategic factors for a specific company. A SOOT analysis should not only result in the identification of a corporation’s core competencies, but also in the identification of opportunities that the organization is not currently able to take advantage of due to a lack of appropriate resources. The SOOT analysis framework has gained widespread acceptance because it is both simple and powerful for strategy development. However, like any planning tool, SOOT is only as good as the information it contains. Thorough market research and accurate information systems are essential for the SOOT analysis to identify key issues in the environment.
Assess your market: What is happening externally and internally that will affect our company? Who are our customers? What are the strengths and weaknesses of each competitor? (Think Competitive Advantage) What are the driving forces behind sales trends? What are important and potentially important markets? What is happening in the world that might affect our company? What does it take to be successful in this market? (List the strengths all companies need to compete successfully in this market. ) Assess your company: What do we do best? What are our company resources – assets, intellectual property, and people? What are our company capabilities (functions)? Assess your competition: How are we different from the competition?
What are the general market conditions of our business? What needs are there for our products and services? What are the customer-market-technology opportunities? What are the customer’s problems and complains with the current products and services in the industry? What statements does a customer make? (good or bad comments – feedback) Opportunity: an area of “need” in which a company can perform profitably. Threat: halogen posed by an unfavorable trend or development that would lead (in absence of a defensive marketing action) to deterioration in profits/sales. An evaluation needs to be completed drawing conclusions about how the opportunities and threats may affect the organization.
External: MACRO- demographic/economic, technological, social/cultural, political/legal MICRO- customers, competitors, channels, suppliers, publics Internal: Resources The organization Competitor analysis is critical. Identify the actual competitors as well as substitutes. Assess competitors’ objectives, strategies, strengths and weaknesses, and reaction patterns. Select which competitors to attack or avoid. The Internal Analysis of strengths and weaknesses focuses on internal factors that give an organization certain advantages and disadvantages in meeting the needs of its target market. Strengths refer to core competencies that give the firm an advantage in meeting the needs of its target markets.
Any analysis of company strengths should be market oriented/customer focused because strengths are only mean inning when they assist the firm in meeting customer needs. Weaknesses refer to any limitations a company faces in developing or implementing a strategy. Weaknesses should also be examined from a customer perspective because customers often perceive weaknesses that a company cannot see. Being market focused when analyzing strengths and weaknesses does not mean that non-market oriented strengths and weaknesses should be forgotten. Rather, it suggests that all firms should tie their strengths and weaknesses to customer requirements. Only those strengths that relate to satisfying a customer need should be considered true core competencies.
The following area analyses are used to kick at all internal factors affecting an organization: Resources: Profitability, sales, product quality brand associations, existing overall brand, elated cost of this new product, employee capability, product portfolio analysis Capabilities Goal: To identify internal strategic strengths, weaknesses, problems, constraints and uncertainties The External Analysis examines opportunities and threats that exist in the environment. Both opportunities and threats exist independently of the organization. The way to differentiate between a strength or weakness from an opportunity or threat is to ask: Would this issue exist if the company did not exist? If the answer is yes, it should be considered external to the firm. Opportunities refer to favorable conditions n the environment that could produce rewards for the organization if acted upon properly. That is, opportunities are situations that exist but must be acted on if the firm is to benefit from them. Threats refer to conditions or barriers that may prevent the organization from reaching its objectives.
The following area analyses are used to look at all external factors affecting an organization: Customer analysis: Segments, motivations, unmet needs Competitive analysis: Identify completely, put in strategic groups, evaluate performance, image, their objectives, strategies, culture, cost structure, strengths, weakness Market analysis: Overall size, projected growth, profitability, entry barriers, cost structure, distribution system, trends, key success factors Environmental analysis: Technological, governmental, economic, cultural, demographic, scenarios, information-need areas Goal: To identify external opportunities, threats, trends, and strategic uncertainties The SOOT Matrix helps visualize the analysis. Also, when executing this analysis it is important to understand how these elements work together.
When an organization matched internal strengths to external opportunities, it creates core competencies in meeting the needs of its customers. In addition, an organization should act to convert internal weaknesses into strengths and external threats into opportunities. FOCUS on your strengths. Shore up your weaknesses. Capitalist on your opportunities. Recognize your threats. Identify: Against whom do we compete? Who are our most intense competitors? Less intense? Makers of substitute products? Can these competitors be grouped into strategic groups on the basis of assets, competencies, or strategies? Who are potential competitive entrants? What are their barriers to entry? Evaluate What are their objectives and strategies? What is their cost structure?
Do they have a cost advantage or disadvantage? What is their image and positioning strategy? Which are the most successful/unsuccessful competitors over time? Why? What are the strengths and weaknesses of each competitor? And, Evaluate competitors with respect to their assets and competencies. Size and Growth What are their size and growth characteristics? What markets are declining? What are the driving forces behind sales trends? Profitability For each major market consider the following: Is this a business in which the average firm will make money? How intense is the competition among existing firms? How do you evaluate the threats from potential entrants and substitute products.
What is the bargaining power of suppliers and customers? How attractive/profitable are the markets now and in the future? Cost Structure: What are the major Cost and value-added components for various types of competitors? Distribution Systems: What are the alternative channels of distribution? How are they hanging? Market Trends: What are the trends in the market? Key Success Factors What are the key success factors, assets and competencies needed to compete successfully? How will these change in the future? Environmental Analysis This type of analysis is interested in environmental trends and events that have the potential to affect strategy.
This analysis should identify such trends and events and the estimate their likelihood and impact. When conducting this type of analysis, it is easy to get bogged down in an extensive, broad survey of trends. It is necessary to restrict the analysis to those areas relevant enough to have significant impact on strategy. This analysis is divided into five areas: economic, technological, political-legal, coloratura, and future. Economic What economic trends might have an impact on business activity? (Interest dates, inflation, unemployment levels, energy availability, disposable income) Technological To what extent are existing technologies maturing? What technological developments or trends are affecting or could affect our industry?
Government What changes in regulation are possible? What will their impact be on our industry? What tax or other incentives are being developed that might affect strategy development? Are there political or government stability risks? Coloratura What are the current or emerging trends in lifestyle, fashions, and other components of culture? What are the implications? What demographic trends ill affect the market size of the industry? (growth rate, income, population shifts) Do these trends represent an opportunity or a threat? Future What are significant trends and future events? What are the key areas of uncertainty as to trends or events that have the potential to impact strategy?
Internal Analysis Understanding a business in depth is the goal of internal analysis. This analysis is based on the resources and capabilities of the organization. Force Field Analysis Force field analysis is a management technique developed by Kurt Lenin (1943), a pioneer in the field of social sciences, for diagnosing situations. It will be useful when looking at the variables involved in planning and implementing a change program and will undoubtedly be of use in team building projects when attempting to overcome resistance to change. Lenin assumes that in any situation there are both driving and restraining forces that influence any change that may occur.
Driving Forces Driving forces are those forces affecting a situation that are pushing in a particular direction; they tend to initiate a change and keep it going. In terms of improving productivity in a work group, pressure from a supervisor, incentive earnings, and competition may be examples of driving forces. Restraining Forces Restraining forces are forces acting to restrain or decrease the driving forces. Apathy, hostility, and poor maintenance of equipment may be examples of restraining forces against increased production. Equilibrium is reached when the sum of the driving forces equals the sum of the restraining forces. Equilibrium This equilibrium, or present level of productivity, can be raised or lowered by changes in the relationship between the driving and the restraining forces.
For illustration, consider the dilemma of the new manager who takes over a ark group in which productivity is high but whose predecessor drained the human resources. The former manager had upset the equilibrium by increasing the driving forces (that is, being autocratic and keeping continual pressure on subordinates) and thus achieving increases in output in the short run. By doing this, however, new restraining forces developed, such as increased hostility and antagonism, and at the time of the former manager’s departure the restraining forces were beginning to increase and the results manifested themselves in turnover, absenteeism, and other restraining