Management Intervention
It would be quite normal, perhaps even expected, that some tasks and activities
contained within the operational plan will not be successfully achieved.
The manager needs to monitor the progress of the operational plan and where
there is evidence that an element of the operational plan is not succeeding,
the manager needs to investigate the probable causes.
Causes of under-performance of the Operational Plan
For example:
- Employee lack skill, knowledge or motivation to complete their tasks
- Poor communication between staff
- A failure to set aside sufficient funds to complete a project
- The organisation's priorities have changed and resources have been
diverted elsewhere
- External factors have imposed changes
- Poor coordination of resources, for example human resources
- Insufficient timelines given to complete tasks
In monitoring the implementation of an Operational Plan the manager will
continually check whether outcomes are as expected. These investigations
may indicate whether the problem can be "fixed" or not.
There are two courses of action. If investigations show that the problem
cannot be fixed, then the strategy is abandoned. In this case, any remaining
resources will be utilised for other strategies. If the investigations provides
some evidence that the problem can be fixed, then the manager needs to decide
the best way to intervene and fix the problem.
Methods of intervention
The following are some examples of how and when managers may intervene
in situations where planned outcomes are not being achieved:
Staff Problems
- Coaching and mentoring staff to improve performance
- Providing off-the-job training to staff to improve performance
- Re-allocation of duties between staff
- Terminating staff and replacing them
Money problems
Operational plans may fail if budgets are not managed appropriate and the money supply runs out. Managers must intervene at the first sign of money problems:
- Reducing the cost of remaining projects until any shortfall is
made up
- Seeking additional funding to make up the shortfall
- Putting back the implementation of a strategy to a later date
- Abandoning activities and utilising the funds that become available
Communication Problems
- Identify problem communication areas and fix
- Provide training to staff to improve communication
- Identify additional communication strategies e.g. newsletters,
web sites
- Encourage organisational personnel to suggest improvements to
communication
- If disputes between staff exist, ensure they are settled or prevent the situation from reoccurring by
- Moving or terminating one party involved
- Ensure parties are not placed in potential conflict situations
- Relieve one or both parties of their responsibility
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