UNIT CODE 500311119 UNIT OF COMPETENCY : MODULE TITLE : PLAN AND ORGANIZE WORK PLANNING AND ORGANIZING WORK

MODULE DESCRIPTOR : This module covers knowledge, skills and attitudes required to plan and organize work. SUGGESTED DURATION: PREREQUISITE : 8 Hrs

SUMMARY OF LEARNING OUTCOMES: Upon completion of this module the students/trainees will be able to: LO1. LO2. LO3. LO4. Set work objectives. Plan and schedule work activities. Implement and monitor plans/activities. Review and evaluate work plans and activities.

LO1. SET WORK OBJECTIVES.

How to set and write SMART objectives

This is a guide to assist staff with setting and writing work objectives that are SMART and aligned with faculty/centre's operational plan and ECU's strategic priorities.

What is a Work Objective? Why Set Work Objectives? What is SMART? What's in it for me? What's in it for an organization?

What is a Work Objective? A work objective is a mutually understood agreement about a specific work outcome that a staff member is expected to achieve. It is not a list of all the activities (often action items)/ responsibilities of the staff member's role.
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It is a direct link between the work the employee performs and the faculty/centre's operational plan and strategic priorities. Why Set Work Objectives? Setting SMART work objectives allows you to understand exactly where your role fits within the University and what your responsibilities are. You gain a better understanding of the value and contributions you bring to the University. SMART work objectives focus on outcomes rather than activities and allow you to measure your own success. With clear work objectives in mind, you are in a better position to review and revise these objectives as work demands change during the MPS cycle. SMART work objectives also enable your supervisor to focus your MPS discussion on measurable performance outcomes and facilitate the discussion of your development and career plans as part of the meeting. You can also seek ways to improve effectiveness, efficiencies and outcomes of the faculty/centre and to the overall performance outcomes of the University.
What is SMART?

SMART work objectives are:

Specific Measurable Achievable Realistic Timely

Staff is strongly encouraged to be familiar with and utilise the SMART principles when setting their work objectives, indicators and targets. As a guide, consider the following statements:
Specific

Is it clear and well defined Is it clear to anyone that has a basic knowledge of the work area

Measurable

Know if the goal is obtainable and how far away completion is Know when it has been achieved

Achievable

Agreement with all the stakeholders what the goals should be Is there a realistic path to achievement

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Realistic

Within the availability of resources, knowledge and time

Timely

Enough time to achieve the goal, is there a time limit Not too much time, which can affect work performance

What's in it for me? You have as much responsibility in contributing to your work objectives and performance as your supervisor has in ensuring that work objectives are met and performance is of a high standard. Staff loyalty and commitment stems from their involvement in the process. Thus, staff are encouraged to draft their work objectives following the SMART principles, aligning them with faculty/centre's operational plan and be prepared to present these to the supervisor for discussion. What's in it for Staff?

Setting objectives in consultation with the supervisor allows staff the opportunity to express the way the job gets done, raise concerns or ideas about what is to be accomplished. 'Sharing the load' increases the staff member's commitment and motivation to achieve the agreed objectives. Ensures that the staff member understand what the expectations and standards are. Clarifies what the priorities are and allows them to allocate their time and resources effectively. Provides a clear understanding of how the work will be measured and evaluated, enabling the staff member to assess their own performance, and make any improvements where required.

What's in it for Supervisors?

Setting objectives in consultation with the staff member defines how each employee will contribute to the achievement of the team objectives, and those of the supervisor. Ensures work objectives achieve the goals of the faculty/centre. Provides the basis for the next MPS discussion and identifies areas of concern, where staff may require additional support or resources to achieve the agreed objectives.

How to write SMART objectives

This page elaborates on the qualities of good work objectives and outlines the process for writing them. This section assumes you have already referred to our information explaining work objectives, outlining what SMART objectives are and how they will benefit you.

Action Verbs Understanding your faculty/centre's operational plan Clarify what the key priorities are http://www.hr.ecu.edu.au/mps/html/mps-smart-eg.cfm

Determine time bound Draft and Redraft

Action Verbs
One strategy to writing quality objectives is to use action verbs, as they are much easier to measure. Examples include:

to write to recite to identify to sort to complete to present to solve to compare to build to produce to maintain to improve

Understanding your faculty/centre's operational plan

Spend some time reading, thinking and asking questions about your faculty/centre and its operational plan. What are the key work challenges it faces? What processes require improvement? What policies or practices need review? What are the resources and support available?

Clarify what the key priorities are

Find out from your supervisor, what the key work priorities and outcomes to be achieved are for the faculty/centre, taking into consideration your role and how it fits within the work area. Decide on 3-5 key work priorities that relate to your position and then begin drafting specific work objectives, taking into account, what outcomes are to be achieved.

Draft and Redraft

Be prepared to review, redefine and rewrite your work objectives. Are the objectives you are writing specific, measurable, achievable, realistic and timely? Do they adhere to the SMART principles? You should also consider what the conditions, acceptable levels of performance and measures of success will be when drafting objectives.

Examples of SMART objectives

This page features examples of SMART work objectives and a breakdown of why they are SMART. This section assumes you have already referred to the information provided on explaining work objectives, outlining what SMART objectives are and how they will benefit you and writing SMART objectives.

SMART examples for General Staff SMART examples for Academic Staff

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For General Staff

Example One - Scholarships Objective Increase the number of scholarships available to Business & Law students by introducing 3 new scholarships for students to apply in 2013. Each scholarship awarded will be a minimum br 30,000 per scholarship. Breakdown of Objective

Specific - says what the staff member will do (increase the number of scholarships offered to Business & Law students) Measurable - states how many scholarships to be introduced (3) and how much is to be awarded ($3,000 per scholarship) Achievable - staff member has the necessary contacts and resources from previous years, other faculties and relevant policies to refer to Relevant - links with the faculty's goal to increase student attraction and retention numbers Timely - indicates that new scholarships must be ready for students to apply by 2013.

Example Two - Events/ Project Co-ordinator Objective To achieve attendance of at least 150 guests at the national Education conference on 31 March 2013 by sending a promotional email to all relevant Education Professionals within Ethiopia by 30 November 2013. Breakdown of Objective

Specific - says what the staff member will do (achieve attendance and send promotional email to all Education Professionals) Measurable - states the minimum attendance rate (at least 150 guests) Achievable - staff member has a listing of all guests to send invitation and conference is held at a time convenient that does not conflict with other conferences Relevant - links into other forums about the Education sector to be conducted later in 2013 Timely - event to be held on 31 March 2013 & all promotional materials to be distributed by 30 November 2013.

Example Three - Administrative Officer Organize and provide administrative support to General Winagte committees, including the development and distribution of agendas and minutes at least 2 weeks before and after the meeting. Breakdown of Objective

Specific - says what the staff member will do (organise and provide admin support) Measurable - states to whom the admin support is to be provided for (committees X, Y, Z) Achievable - staff member has a listing of all the relevant committees and its members, dates, venue, catering resources Relevant - supports the executive management team in ensuring meetings are conducted throughout a given period Timely - agendas and minutes to be distributed to committee members at least 2 weeks before and after the meeting.

Other examples

Provide accurate and timely information about [specify services] to [number] of customers in accordance with approved ECU policy and procedures within [time]. Provide information technology support for approved applications in accordance with Information Delivery Systems (IDS) procedures for the period [date].

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Reduce the average time for resolving customer service issues from [X] minutes to [X] minutes by the end of the calendar year. Review and deliver an office procedures manual, updating it with relevant and accurate procedural information by [date].

For Academic Staff

Learning and Teaching

Demonstrate through student subject evaluation data score of at least [80%] for all teaching subjects in Semester 1, 2013.
Breakdown of Objective

Specific - says what the staff member will do (achieve a COC score above the minimum % for all teaching subjects) Measurable - states the use of UTEI scores as a benchmark (80 % score) Achievable - staff member has the necessary resources and support to teach Relevant - links in with faculty's goal to improve overall teaching standards across the faculty Timely - to be achieved by end of Semester 1, 2013

Research and Creativity Publish 3 quality research papers in a refereed journal in accordance with approved ECU research criteria by 31 December 2013. Breakdown of Objective

Specific - says what the staff member will do (publish research papers in refereed journals) Measurable - states the use of UTEI scores as a benchmark (min. accepted % score) Achievable - staff member has the necessary resources and support to teach Relevant - links in with faculty's goal to improve overall teaching standards across the faculty. Timely - to be achieved by end of Semester 1, 2013

Other examples

Facilitate course co-ordination in accordance with agreed performance standards for the faculty for Semester 1, 2013 Attain national recognition of leadership in the profession or discipline by publishing research outcomes and/or presenting a paper at a national or international [conference name] to be held on [date].

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How to Write a Work Plan

A work plan is an outline of a set of goals and processes by which a team can accomplish those goals, offering the reader a better understanding of the scope of the project. Work plans, whether used in professional or academic life, help you stay organized while working on projects. Through work plans, you break down a process into small, achievable tasks and identify the things you want to accomplish. Learn how to write a work plan so that you can be prepared for upcoming projects.
EditSteps

1.

Identify the purpose for your work plan. Work plans are written for various reasons. Determine the purpose up front so you can prepare properly. Keep in mind that most work plans are for a certain period of time (i.e., 6 months or 1 year).

In the workplace, work plans help your supervisor know what projects you will be working on over the next several months. These often come right after an annual performance review or as teams undertake large projects. Work plans can also be the result of strategic planning sessions your organization holds at the beginning of a new calendar or fiscal year.
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In the academic world, work plans can help students create a schedule for a large project. They can also help teachers plan their course material for the semester. For a personal project, work plans will help you delineate what you intend to do, how you intend to do it, and by what date you intend to have it done. Personal work plans, while not strictly necessary, will help the individual keep track of his/her goals and progress.

2.

Write the introduction and background. For professional work plans, you may have to write an introduction and background. These provide your supervisor or manager with the information they need to put your work plan into context. Writing an introduction and background is often unnecessary for an academic work plan.
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The introduction should be short and engaging. Remind your superiors why you are creating this work plan. Introduce the specific project(s) you will be working on during this time period. The background should highlight the reasons you are creating this work plan. For example, recite details or statistics from recent reports, identify problems that need to be addressed, or build off of recommendations or feedback you received during previous work projects.

3.

Determine your goal(s) and objectives. Goals and objectives are related in that they both point to things you hope to accomplish through your work plan. However, remember the differences, too; goals are general and objectives are more specific.
o

Goals should focus on the big picture of your project. List the desired ultimate outcome of your work plan. Keep it broad; for example, make your goal be to complete a research paper or to learn more about writing. Objectives should be specific and tangible. In other words, you should be able to check these off your list when you accomplish them. For example, finding people to interview for your research paper would make a good objective. Many work plans break down objectives into short-, middle-, and longterm objectives if they vary significantly. For example, a company's short-term goal to increase viewership 30% in three months may vary significantly from its long-term goal to strengthen brand visibility in social media outlets over the next year. Objectives are generally written in the active voice and use action verbs with specific meanings (e.g. "plan," "write," "increase," and "measure") instead of verbs with vaguer meanings (e.g. "examine," "understand," "know," etc.).

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4.

Consider ordering your work plan by "SMART" objectives. SMART is an acronym used by individuals searching for more tangible, actionable outcomes in work plans.

Specific. What exactly are we going to do for whom? Lay out what population you are going to serve and any specific actions you will use to help that population. Measurable. Is it quantifiable and can we measure it? Can you count the results? Did you structure the work plan so that "health in South Africa would increase in 2020?" or did you structure it so that "cases of HIV/AIDS in newborn South African babies would decrease 20% by 2020?" Remember that a baseline number needs to be established to quantify change. If you don't know the incidence rate of HIV/AIDS among South African newborns, it's going to be impossible to reliably say that you decreased incidence rates by 20%. Achievable. Can we get it done in the time allotted with the resources we have available? The objective needs to be realistic given the constraints. Increasing sales by 500% is reasonable only if you're a small company. Increasing sales by 500% if you dominate the market is near impossible. In some cases, an expert or authority may need to be consulted to figure out if your work plan objectives are achievable. Relevant. Will this objective have an effect on the desired goal or strategy? Although it's probably important for overall health, does measuring the height and weight of high-schoolers directly lead to change in mental health procedures? Make sure your objectives and methods have a clear, intuitive relationship. Time bound. When will this objective be accomplished, and/or when will we know we are done? Specify a hard end date for the project. Stipulate which,
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if any, outcomes would cause your project to come to a premature end, with all outcomes having been achieved.

5.

List your resources. Include anything that will be necessary for you to achieve your goals and objectives. Resources will vary, depending on the purpose of your work plan.
o

At the workplace, resources can include things like financial budget, personnel, consultants, buildings or rooms, and books. A detailed budget may appear in an appendix if your work plan is more formal. In the academic arena, resources may include access to different libraries; research materials like books, newspapers, and journals; computer and Internet access; and professors or other individuals who can help you if you have questions.

6.

Identify any constraints. Constraints are obstacles that may get in the way of achieving your goals and objectives. For example, if you are working on a research paper for school, you may find that your schedule is too crowded to allow you to research and write properly. Therefore, a constraint would be your overwhelming schedule, and you would need to cut something out during the semester in order to complete your work plan effectively. Who is accountable. Accountability is essential for a good plan. Who is reponsible for completing each task? There can be a team of people working on a task (see resources) but one person has to be answerable to a task being completed on time.

7.

Write your strategy. Look over your work plan and decide how you will use your resources and overcome your constraints in order to reach your goals and objectives. List specific action steps. Identify what needs to happen each day or week for you to complete your objectives. Also list steps other people on your team will need to take. Consider using project management software or a personal calendar to keep this information organized. Create a schedule. Though you can create a tentative work schedule, realize that unexpected things happen and you need to build space into your schedule to prevent falling behind.

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LO1. SET WORK OBJECTIVES. ASSESSMENT CRITERIA: 1. 2. 3. 4. Objectives are relevant to work activities in accordance with organizational aims. Objectives are based on accurate, relevant and correct information. Objectives are stated as measurable targets with clear time frames. Objectives are communicated/disseminated to team members.

CONTENTS: 1. 2. 3. 4. 5. 6. Organizational policies & procedures Planning process Communication process Organizational aims Prioritizing and managing workloads SWOT analysis The students/trainees must be provided with the following:

CONDITIONS:

1. Training materials - Organizational policies and procedures - Reference materials on organizational planning - pen, paper 2. Students project

METHODOLOGIES: 1. 2. 3. 4. 5. Brainstorming Discussion Case studies Role playing Small group work

ASSEMENT METHOD: 1. Written 2. Direct observation 3. Interview

LO2. PLAN AND SCHEDULE WORK ACTIVITIES.

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ASSESSMENT CRITERIA: 1. Task / work activities are identified and prioritized. 2. Task/ work activities are scheduled . 3. Resources for each activity are identified and allocated. 4. Schedule of work activities coordinated with relevant staff. CONTENTS: 1. GANTT chart 2. Consultation and negotiation with stakeholders 3. Prioritizing and managing work loads CONDITIONS : The students/trainees must be provided with the following:

1. Equipment - computers 2. Training materials - GANTT charts - Reference materials on organizational planning - pen, paper 3. Students projects METHODOLOGIES: 1. 2. 3. 4. 5. Brainstorming Discussion Case studies Role playing Small group work

ASSEMENT METHOD: 1. Written 2. Direct observation 3. Interview

LO3. IMPLEMENT AND MONITOR PLANS/ACTIVITIES. ASSESSMENT CRITERIA:

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1. Work plans are implemented with set time frame, resources and required standards. 2. Work activities are monitored and reviewed against the set objectives. 3. Deviations from work activities are reported and recommendations are obtained/negotiated with appropriate personnel. 4. Reporting requirements comply with recommended format. 5. Files record are established and maintained. CONTENTS: 1. 2. 3. 4. 5. 6. 7. Developing work plans Implementation and monitoring Reporting Setting schedules Contingency approach ( planning) Coordinating schedules Motivation and team building The students/trainees must be provided with the following:

CONDITIONS :

1. Equipment - computers 2. Training materials - work plan schedules - monitoring tools and materials - pen, paper 3. Plant/enterprises - Students projects METHODOLOGIES: 1. 2. 3. 4. 5. Brainstorming Discussion Case studies Role playing Small group work

ASSEMENT METHOD: 1. Written 2. Direct observation 3. Interview LO4. REVIEW AND EVALUATE WORK PLANS AND ACTIVITIES. ASSESSMENT CRITERIA: 1. Review of work activities/outcomes is based on accurate, relevant and current information. 2. Review based on comprehensive consultation with appropriate personnel using reliable feedback tools.
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3. Results of review provided to appropriate personnel in recommended format. 4. Performance appraisal report is conducted and reported in accordance with organizational requirements. 5. Feedback mechanism are followed in accordance with organizational policies. CONTENTS: 1. 2. 3. 4. Report writing Collecting information/data gathering Feedback Performance appraisal The students/trainees must be provided with the following:

CONDITIONS :

1. Equipment - computers 2. Training materials - reporting formats - performance appraisal format - reference materials on research techniques - pen, paper 3. Plant/enterprises (simulation) - Students projects METHODOLOGIES: Brainstorming Discussion Case studies Role playing Small group work ASSEMENT METHOD: 1. Written 2. Direct observation 3. Interview

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