R G A N I Z A T I O N A L

O
AND
OP E R A T O N A L
P L A N .
EXMUNDO, JUAN,
LLAGAS,MABASA,PISUENA
WHAT IS AN OPERATIONAL
PLAN?
AN OPERATIONAL PLAN IS A DETAILED PLAN OR
OVERVIEW THAT DESCRIBES HOW A TEAM, SECTION OR
DEPARTMENT CONTRIBUTE TO AN ORGANIZATION’S
GOALS. IT IS IMPORTANT TO UNDERSTAND THE
DIFFERENCE BETWEEN AN "OPERATIONAL PLAN" AND A
"STRATEGIC PLAN". THE STRATEGIC PLAN IS ABOUT
SETTING A DIRECTION FOR THE ORGANIZATION,
DEVISING GOALS AND OBJECTIVES AND IDENTIFYING A
RANGE OF STRATEGIES TO PURSUE SO THAT THE
ORGANIZATION MIGHT ACHIEVE ITS GOALS. THE
STRATEGIC PLAN IS A GENERAL GUIDE FOR THE
MANAGEMENT OF THE ORGANIZATION ACCORDING TO
THE PRIORITIES AND GOALS OF  STAKEHOLDERS. THE
STRATEGIC PLAN DOES NOT STIPULATE THE DAY-TO-DAY
TASKS AND ACTIVITIES INVOLVED IN RUNNING THE
ORGANIZATION.
MDM Inc. | Social Media Strategy
THE OPERATIONAL PLAN ANSWERS THESE
QUESTIONS:
WHAT WHEN

TThe Operational Plan answers these the individuals who are assigned to
questions fulfill any strategies or tasks

WHO HOW MUCH

the individuals who are assigned the individuals who are

to fulfill any strategies or tasks assigned to fulfill any strategies
or tasks
The
Difference of Strategic and an
Operational Plan
A STRATEGIC PLAN IS A GENERAL GUIDE FOR THE MANAGEMENT OF A
COMPANY TO FULFILL ITS GOALS. IT IS SIMPLE ENOUGH THAT IT IS
INTENDED TO FOR A LONG-TERM EXECUTION UNTIL IT IS CHANGED
AGAIN. HOWEVER, THE STRATEGIC PLAN IS THE BASIS OF THE
FORMULATION OF THE OPERATIONAL PLAN. THE OPERATIONAL PLAN
GOES INTO DETAIL OF EVERY ACTIVITY AND PROCESS THAT THE
MANAGEMENT WILL TAKE IN ORDER TO ACHIEVE THE GOALS OF A
COMPANY. THE OPERATIONAL PLAN INCLUDES HOW THE COMPANY
WILL USE ITS FINANCIAL RESOURCES AS WELL AS THE DAILY TASKS
THAT THE MANAGEMENT WILL GIVE TO THEIR EMPLOYEES. THIS WILL
CHANGE ANNUALLY TO ADAPT TO THEIR BUSINESS TO BETTER THEIR
PROCESS OF ACHIEVING THE COMPANY’S GOALS.
DEVELOPING OPERATIONAL PLAN
AN

Every strategy must have an owner or someone who overseers and is

responsible for a plan. Leaders of a section of a company will be
tasked to oversee the plan.
NOT EVERY STRATEGY REQUIRES MONEY, BUT
MOST WILL. IF PEOPLE HAVE TO BE PAID TO DO
WORK, THEN THERE WILL BE FINANCIAL
RESOURCES NEEDED FOR REMUNERATION. IF
VOLUNTEERS ARE INVOLVED, MONEY MAY BE
NEED TO BE SET ASIDE FOR FOOD AND/OR
OTHER PERKS FOR THEM. MANY STRATEGIES
WILL INVOLVE ADMINISTRATION COSTS IN THE
FORM OF TELEPHONE CALLS, PRINTING AND
PHOTOCOPYING AND POSTAGE. SOME
STRATEGIES WILL NEED PURCHASES OF
EQUIPMENT, OR MATERIALS, OR PROMOTIONAL
Allocating
COSTS SUCH AS ADVERTISING.
THE POINT IS THAT THOUGHT HAS TO BE Financial
GIVEN TO ALL POSSIBLE COSTS THAT
MIGHT BE INCURRED IF A STRATEGY IS
IMPLEMENTED. IF THERE IS AN
Resources
INADEQUATE ALLOCATION OF MONEY FOR
THE IMPLEMENTATION OF A STRATEGY,
CHANCES ARE IT WILL FAIL.
THE IMPLEMENTATION OF ANY STRATEGY NEEDS A
TIMELINE, THAT IS A TIME PERIOD DURING WHICH WORK
IS PERFORMED TO ACHIEVE THE DESIRED OUTCOME. THE
TIME PERIOD CAN BE AS SHORT AS A DAY, OR IT CAN BE
SEVERAL MONTHS. THE TIME PERIOD COULD BE IN THE
NEAR FUTURE, OR IT MIGHT BE SCHEDULED FOR A
FUTURE YEAR.
THE PURPOSE OF INSERTING A TIMELINE FOR EACH
STRATEGY IN THE OPERATIONAL PLAN IS TO GIVE ORDER
TO THE GREAT MANY TASKS THAT NEED TO BE DONE. Setting a
THERE ARE ALWAYS LIMITED RESOURCES AND
THEREFORE, AT ANY GIVEN TIME, DECISIONS NEED TO BE
MADE AS TO PRIORITIES AND WHERE WORK EFFORT
Timeline
SHOULD BE FOCUSED. THERE IS NO USE FOCUSING
WORK EFFORT ON STRATEGIES THAT DON'T NEED TO BE
COMPLETED AS YET WHILE NO WORK IS PERFORMED ON
STRATEGIES THAT ARE URGENT.
CALENDAR OF EVENTS
Other Important Components
the time when a certain event will take
place -
RESOURCE MAINTENANCE
SCHEDULES

FACILITY USE SCHEDULES (I.E.

to maintain the company’s facility’s,
ALLOCATION OF PITCHES,
equipment and general work place
COURTS, OR EQUIPMENT TO
PARTICULAR GROUPS AT
PARTICULAR TIMES)
TRAINING PLAN

for coaches, officials and event

volunteers that will teach employees r
 Other Important Components

BUDGETARY INFORMATION

provides a breakdown of anticipated

expenditure per strategy/task

DETAILS OF CONSULTATIONS

-  information that will help in

formulating an operational plan er
ORGANIZATIONAL PLAN
Organization planning begins when the senior
management team identifies the company’s short-and-
long-term objectives. Once those goals have been
defined and refined so that they are clear and
attainable, it’s essential to formulate specific strategies
and plans to achieve those objectives. Organization
planning ensures that there is a vision for the business
so that the employees know and understand how their
day-to-day jobs contribute to the company as a whole.
THE GOALS A COMPANY SETS NEED TO BE
REALISTIC ENOUGH TO BE IMPLEMENTED
WITHIN THE ORGANIZATION’S RESOURCES.
IT’S GOOD TO REACH FOR THE STARS, BUT AT
THE SAME TIME, THE GOALS NEED TO BE
ATTAINABLE AS WELL. NOT BEING ABLE TO HIT
TARGETS THAT ARE WAY OUT OF REACH CAN
BE DEMORALIZING FOR THE COMPANY. A
GOOD GOAL SHOULD ALSO BE
QUANTITATIVELY MEASURABLE. THIS WAY,
THE COMPANY CAN TRACK ITS PROGRESS
THROUGHOUT THE FISCAL YEAR, CHECKING
TO SEE HOW FAR THEY HAVE COME AND HOW
MUCH FURTHER THEY HAVE LEFT TO GO. IT’S
ALSO IMPORTANT TO OUTLINE A TIME FRAME
TO ACHIEVE THE GOAL, SUCH AS WITHIN A
FISCAL YEAR OR A QUARTER. THIS WAY THE
COMPANY CAN SET PROJECT DEADLINES TO
KEEP EVERYONE ON TRACK.

.
As every organization is unique, no one structure or
method of staffing will work for every company.
However, certain factors should always be considered
in planning an effective organizational structure.
Companies need to research and evaluate the
strengths and weaknesses of various organizational
structure options, such as functional, divisional or
matrix structures, and consider which one will set
them up to best achieve their organizational
objectives. The company will also need to predict
their growth patterns, and how they fit in with their
overall plans. In addition, the organization will need
to see which structure will produce the most
significant operational efficiency and worker
satisfaction.
ORGANIZATION PLANNING CAN
APPLY TO ANY SIZE OF A
COMPANY, WHETHER IT’S A
SMALL ENTREPRENEURIAL
BUSINESS OR A MULTI-
NATIONAL CONGLOMERATE. IN
ANY SITUATION, IT’S CRUCIAL
FOR THE MANAGEMENT TEAM
TO DETERMINE THE GOALS OF
THE COMPANY AND LAY OUT
PLANS TO ACHIEVE THEM, IN
ADDITION TO THE RESOURCES
IT WILL TAKE TO MEET THOSE
GOALS.
COMMON TYPES
OF
ORGANIZATIONAL
STRUCTURES
 also commonly called a
bureaucratic organizational
structure, the functional
structure divides the
company based on specialty.
FUNCTIONAL This is the traditional
business with a sales
department, marketing
department, customer
service department, etc.
 the divisional structure refers to
companies that structure
leadership according to different
products or projects. One
DIVISIONAL example is Gap, though is has
three other retailers under its
heading (Gap, Old Navy, Banana
Republic) all three retailers’
function as their own company.
*It could also be based on geography where
different divisions are on different countries
 under this structure,
employees have multiple
bosses and reporting lines.
MATRIX Not only do they report to a
divisional manager, but they
also typically have project
managers for specific projects.
 the flatarchy structure essentially
removes unnecessary levels and
spreads power across multiple
positions. This leads to better
decision-making, but can also be
FLATERARCHY confusing and cumbersome
when everyone doesn’t agree. In
other words, it comes with pros
and cons just like the other
structures.
 REFERENCES:

https://www.syndicateroom.com/learn/gloss
ary/operational-plan
http://www.leoisaac.com/operations/ops00
3.htm
http://www.leoisaac.com/operations/top025
.htm
https://blog.mettl.com/talent-
hub/organizational-planning-the-ladder-to-
an-organizations-success
1g