SITXMGT001 Monitor Work Operations

 

Assessment 1 Your task:  Answer the following quesons. Each queson must be completed. Queson 1 The process of monitoring work operaons is oen broken down into six stages. Name 3 of these. · Planning and preparing – goal-seng and deciding dec iding how to achieve those goals. · Organizing – allocang and arranging for the planned tasks to be done. · Stang – organizing enough sta and the correct sta to carry out the tasks.

Queson 2 Monitoring the expected service provisions of your sta is an important part of a frontline supervisor’s job. How oen should this be done? Monitoring work should be a connual process, rather than a periodic review. This fact should be impressed upon all sta during their inducon process. It should from an everyday part of your dues as a supervisor.

Queson 3 Once workows have been established, what should you do to determine whether the workows you have implemented are in line with achieving organisaonal goals? Monitoring the process; ask for feedback; evaluating the result.

Queson 4 List 3 ways to idenfy quality problems with your service.  Grooming  Behavior  Producvity.

Queson 5 In house training’ is one example of a process or system which you may need to make adjustments to in order to resolve quality issues. List 4 other processes or systems from your industry. · Impr Improv ovin ing g ssus usta tain inab abil ilit ity y of of o ope pera rao ons ns · Impr Improv ovin ing g econ econom omic ic su sust stai aina nabi bili lity ty · Impr Improv ovin ing g envi enviro ronm nmen enta tall su sust stai aina nabi bili lity ty · Im Impr prov ovin ing g so soci cial al sust sustai aina nabi bili lity ty

Queson 6 How can encouraging a culture c ulture of open communicaon and innovave thinking help you improve eciency and service levels?

 

This Th is is li like ke a bra brainin-sto storm; rm; it can bring out mor more e ide ideas as wit with h how to ser serve ve dif differ ferent ent bac backgr kgroun ound d customers; create an open, decentralized organizational structure; follow up on ideas from customers and employees; tolerate failure; encourage experimental attitudes; encourage improvements in your  business.

Queson 7  List 3 ways to idenfy current and emerging trends in your industry. · Internet · Con Co nfe fere ren nce cess and and se semi min nar arss · Product launches

Queson 8 Sustainability is usually associated with the environment, however it can also refer to the operaons of a business. Other than environment, what are the 2 other areas of operaonal sustainability? · Kee Keep p inno innova vaon on that that ca can n keep keep new parts parts o off cust custome omers rs · Min inim imiize th the e was waste te an and d cos costt

Queson 9 What is the purpose of having a logical, well dened workow? The eciency of your operaons will go a long way to determining the amount of income you can make; Having a highly sucient, streamlined operaon means that costs are minimized and the amount of me and eort spent on keeping customers happy is maximized; An inecient operaon will result in escalang costs, confusion and poor customer service.

Queson 10  List 3 business benets of having an ecient and eecve workow? · Using all the available resources at the appropriate mes · Carrying out the work in a mely, appropriate fashion · Maintaining consistency in product and service quality

Queson 11 Considering the task to be delegated’ is the rst step in the delegaon process. List 3 more steps in delegang work or job tasks to sta. Explain the task, why, when and why the task should be done in the specifying way; · Provide training and demonstraon, as required · Connually check if the employee has any quesons and encourage them to ask quesons; · Give them posive feedback.

 

Queson 12 A Gan chart can help you monitor your workow progress against melines to a help ensure e nsure objecves are being met on me. List 3 things you need to do to develop a Gan chart. · th the e amou amount nt of of m me e ea each ch tas task k is is ex expe pecte cted d to take take · the me fram frames es iin n wh which ich indivi individua duall tasks tasks are to to be comple completed ted · An And d th the e rela relao ons nshi hip p betwe between en var vario ious us task tasks. s.

Queson 13 Coaching and mentoring sta, can help them priorise their job tasks and workload. Name 3 funcons of coaches or mentors. Facilitator or Guide Being a guide or a facilitator, the coach helps the person become aware of the internal issues and happenings within the organizaon and interpret the “unwrien rules” that may be crucial to the learner. Instructor or Teacher As an instructor or teacher, the coach must educate the person with the right skills and impart the knowledge needed to perform the job eciently. The coach must also be adept in displaying these skills and knowledge. Organizer and Planner The coach or mentor is largely responsible for preparing the plans and acvies needed for coaching.

Queson 14 ‘Giving credit where credit is due’ is one eecve e ecve way of providing feedback and guidance to your sta. List 3 other examples. · Get tto o kno know w them them – such as family family situaons, situaons, an iinteres nterestt of each of y your our ssta ta members members.. · Reward them personall personally y – by knowin knowing g what what kind kind of reward is a aracv racve e for each of th the e member sta; · Give tthem hem exibil exibility ity -- It is very iimport mportant ant to judge your sta sta o on n their their outco outcomes mes ra rather ther th than an the me spent at work.

Queson 15 You must keep management informed if the workow you have designed impacts on sta. What are 2 possible impacts implemenng a new workow may have on stang requirements? · The cha han nge gess of sch sched edul ule e · The task ask cch hange angess of of som some e stu stu   

Queson 16 List 5 aspects of sta behaviour or producvity that you should monitor. · ·

Quality of work Quanty of work

 

· · ·

Aenon tto o details Customer service Teamwork

Queson 17 What are 4 common signs that there may be some performance problems or issues you might need to deal with? · Absenteeism · Time wasng · Tardiness Bad re relaonship ·

Queson 18  How can simply sharing what you know to sta members improve the performance of the business? · Gather the group; · State the p prroblems · All Allow ow ever everyon yone e to ssugg uggest est iidea deas, s, ssolu oluon onss an and d iimpr mprove ovemen ments ts · Dis Discus cuss, s, analys analyse, e, test test a and nd improv improve e the the sugges suggeson onss

Queson 19 Brainstorming is a fantasc way of creang, developing, challenging and tesng ideas. List 3 ways you can make sure your brainstorming sessions are eecve. · Be posive · Make variaons · Generate lo lots o off id ideas eas · Don on’t ’t rush rush to ju judg dgem emen entt · Don’ Don’tt rres estr tric ictt wha whatt you you ca can n say say

Queson 20 List 3 types of administraon documents or workplace records you might need to complete and submit in your industry. · Sta records · Perf erformance repo eports · Sa Sallary ary a an nd o ov ver erm me e pa paym ymen ents ts

Queson 21  List 5 types of customer service related re lated problems from your industry that would require your aenon as a supervisor. · Mi Misu sund nder erst stan andi ding ng cust custom omer erss nee need; d;

 

· · · ·

No Non— n—sm smil ile e cost costum umer er serv servic ice e Indu Indulg lge e in what whatev ever er ccus usto tome merr wan wants ts Not using po polite wa ways Argu Arguin ing g llou oud d wi with cu cusstome tomerr

Queson 22 List 5 common management problems or issues that you as a supervisor, may deal with on a regular re gular basis. · Dicult customer service situaon · Breakdown and failure of equipment e quipment · Budget variances · Inadequate training · Service delivery failure

Queson 23 Consider the following scenario.  A customer arrives to nd that you have no record of a booking he claims he made with one of your sta members several weeks ago.  What is a possible short term acon you could take to resolve the problem? Make apologies to customer rst, then check if we sll have available table for them, arrange them as soon as possible, serve them on person, oer them free entrée or dessert.

Queson 24 Considering the previous scenario. What is a possible long term acon you could take to resolve the problem? Find out the possible reason of losing the track of booking, ask for feedback of the problem of the reservaon system, and collecng the improvement ideas, making the improvement to the reservaon system as soon as possible.

Queson 25  What is the advantage of involving sta in the decision making process? · The whole is always greater than the sun of its parts; · Groups can come up with dierent approaches that an individual may not have thought of.; · The likelihood of decisions or soluons being accepted is increased; · If the person who are aected by the decision are involved in problem solving, then they will already understand the issues involved when it comes me to implement the soluon.

Queson 26  When a sta member raises a problem with you, write 2 quesons you could use to encourage them to help solve the problem. · Who knows what is going on here? · What are you trying to do?

 

Queson 27  How oen shoul you review decisions you have made to see if they are sll eecve? According to the size of the business, the review can c an be a formal or informal basis, it is easier for a small business to organize an impromptu review and brainstorming session than it is for a larger business.

Queson 28 Give an example of industrial awards or condions in your industry, that may aect how you roster sta, etc. Awards are designed to protect employees' wages and condions.

Queson 29 Name a website could you use as a reference to check the awards and condions of your workplace. www.fairwork.gov.au

Queson 30 For your department and your industry, list 4 job posions, and briey describe the tasks and requirements of each posion. 2 of the posions must be management posi posions ons within your sector (the posions must difer rom the examples provided below ) For example: Posion

Tasks and Requirements

F&B Manager

Oversees bookings, training, budget, orders beverages

Restaurant

Ensures correct restaurant setup, service standards

Supervisor

Looks aer secons of the restaurant

Head Waiter

MANAGEMENT POSITION 1: General Manager MANAGEMENT POSITION 2: Front oce manager POSITION 3: Server POSITION 4:

TASKS AND REQUIREMENTS: Manage all the general task of industry. TASKS AND REQUIREMENTS: Sell all the front desk works. TASKS AND REQUIREMENTS: Serve food and beverage to customers TASKS AND REQUIREMENTS:

 

Barista

Queson 31  List 4 principles of me management. Planning Org Organ aniise and and pr prio iori riz ze e Avoid distracon Delegate

Makes coee and bakery items.