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TVET PROGRAM TITLE: Accounting and budget service –Level IV

MODULE TITLE: Planning and Organizing Works /activities
MODULE CODE BUF BUF ACB4 17 0812

MODULE DESCRIPTION:
This module aims to provide the trainees the knowledge, skills and attitude required in
planning and organizing work. It may be applied to a small independent operation or to a
section of a large organization.
LEARNING OUTCOMES:
At the end of the module the trainees will be able to:
LO1 Set objectives
LO2 Plan and schedule work activities
LO3 Implement work plans
LO4 Monitor work activities
LO5 Review and evaluate work plans and activities
LO1 Set objectives
1.1` Objectives are consistent with and linked to work activities in accordance with
organizational requirement
key terms:-
 objective
 organizational requirement

Objective
An objective is a specific step, a milestone, which enables you to accomplish a goal.

. objective is a specific result that a person or system aims to achieve within a time frame and
with available resources.
In general, objectives are more specific and easier to measure than goals.
Objectives are basic tools that underlie all planning and strategic activities
They serve as the basis for creating policy and evaluating performance.
Some examples of business objectives include
 minimizing expenses,
 expanding internationally, or
 making a profit
Setting objectives involves a continuous process of research and decision-making. Knowledge
of yourself and your unit is a vital starting point in setting objectives.

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Strategic planning takes place at the highest levels; other managers are involved with
operational planning. The first step in operational planning is defining objectives – the result
expected by the end of the budget (or other designated) cycle.

Setting right objectives is critical for effective performance management. Such objectives as
higher profits, shareholder value, and customer satisfaction may be admirable.

Objectives can be:-

 Specific
 General

Characteristics of objective:
 Consistency
 Time frame
 Commitment of team member
 Realistic and attainability

 focus on result on activities

 measurable

The objectives should be "SMART." They should be:

 Specific: clear about what, where, when, and how the situation will be changed;
 Measurable: able to quantify the targets and benefits;
 Achievable: able to attain the objectives (Knowing the resources and capacities at the
disposal of the community)
 Realistic: able to obtain the level of change reflected in the objective; and
Time bound: stating the time period in which they will each be accomplished

Organizational requirements

 Quality assurance and/or procedures manuals

 Goals, objectives, plans, systems and processes
 Legal and organizational policy/guidelines and requirements
 Safety policies, procedures and programs
 Confidentiality and security requirements
 Business and performance plans
 Ethical standards
 Quality and continuous improvement processes Formal
1.2 Objectives are stated as measurable targets with clear time frames
1.3 Support and commitment of team members are reflected in the objectives

Commitment of team members

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Commitment means be willing to accept duties and responsibilities

 The commitment of team members to work together effectively to

accomplish the goals of the team is a critical factor in team success.

 The team members develop commitments are key in team building and
team success.

 To assess the commitment level of team members to work on a team you

should take the following points in to account.

 Team Choice: Do team members want to participate on the

team? Do they perceive that they had a choice about working
on a particular team?

 Work Is Mission Critical: Do team members believe the team

mission is important? Are members committed to accomplishing the
team mission and expected outcomes?

 Team Members Feel Valued: Do team members perceive their

service as valuable to the organization and to their own careers?

 Challenge, Excitement and Opportunity: Are team members excited

and challenged by the team opportunity?

 Recognition: Does your organization have a track record of

providing recognition for successful teams and their projects

1.4 Identifying realistic and attainable objectives

Identifying realistic

 Realistic - representing what is real not abstract or ideal realistic

portraiture a realistic novel in naturalistic colors.
Successful planning requires being realistic about what is achievable
within the restricted amount of time available.

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Carefully analyzing your project, and planning accordingly, will achieve

positive results.

 Opportunity knock

Working with timescale's limits your opportunity and creates

restrictions.

 First Priority

Your priority, when planning a project, is to prioritize all the

tasks required to complete the job.

 Strike a Balance

Your objectives should incorporate a mix of urgent, complex

tasks and routine, mundane work that is non-urgent, along with
jobs that can be spread throughout the day.

Easy Steps for Realistic objective

1. Identify your objectives. Knowing how much work your project

requires will enable you to priorities your workload.
2. Be realistic about timescale's. Most tasks take a longer amount of time
than most people anticipate. Filtering in sufficient time to complete tasks
– with or without setbacks occurring – will help identify possible pitfalls
in your planning.
3. Balance your day. Planning your project so that urgent, non-urgent and
flexible tasks are combined will enable you to achieve a good balance of
what is realistically achievable within a timescale.
4. Delegate. Freeing up time to tackle any problems that may arise can
only be done by delegating tasks to other skilled people. Doing this will
increase the timescale within your project.

Lo1 self check written test

Name ________________________________ID_______________
Instruction: - answer all the question listed below if you have some clarification fee-free to ask
you trainer 10%

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1. What was the two basic objectives applied in workplace?

Note:- satisfactory range 8 points above & unsatisfactory points below 5 points you can ask
your trainer for the copy of the correct answer

LO2 Plan and schedule work activities

2.1 Tasks/work activities to be completed are identified and prioritized as directed

Work Activities
 Work Activities Organizing, Planning, and Prioritizing Work — Developing specific
goals and plans to prioritize, organize, and accomplish your work.

 Communicating with Supervisors, Peers, or Subordinates — providing information to

supervisors, co-workers, and subordinates by telephone, in written form, e-mail, or in
person.

 Scheduling Work and Activities — Scheduling events, programs, and activities, as well as
the work of others.

 Coordinating the Work and Activities of Others — getting members of a group to work
together to accomplish tasks.

 Making Decisions and Solving Problems — analyzing information and evaluating results
to choose the best solution and solve problems.

 Interacting with Computers — Using computers and computer systems (including

hardware and software) to program, write software, set up functions, enter data, or
process information.

 Getting Information — observing, receiving, and otherwise obtaining information from

all relevant sources.

 Documenting/Recording Information — entering, transcribing, recording, storing, or

maintaining information in written or electronic/magnetic form.

 Developing and Building Teams — Encouraging and building mutual trust, respect, and
cooperation among team members.

Identifying Objects, Actions, and Events — Identifying information by categorizing,

estimating, recognizing differences or similarities, and detecting changes in circumstances
or events
2.2 Tasks/work activities are broken down into steps in accordance with set time frames and
achievable components

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Breaking down tasks

 It is often advisable to break down large tasks into smaller,

manageable subtasks.

How to Break Down Tasks

Steps

1. Think about why you procrastinate/differ.

2. Break up a large, difficult project into several smaller pieces.
3. Set deadlines for completion. Try assigning yourself small-scale
deadlines. For example, commit to reading a certain number of
pages in the next hour.
4. Work in small blocks of time. Instead of in long stretches. Try
studying in one- to two-hour spurts, allowing yourself a small
break after each stint.
5. Start with the easiest aspect of a large, complex project.
6. Enlist others to help. Make a bet with your family, friends or co-
workers that you will finish a particular project by a specified time,
or find other ways to make yourself accountable.
7. Eliminate distractions.

Task breakdown structure

A work breakdown structure (WBS), in project management and systems

engineering, is a deliverable oriented decomposition of a project into smaller
components. It defines and groups a project's discrete work elements in a way
that helps organize and define the total work scope of the project.

A work breakdown structure element may be a product, data, a service, or any

combination. A WBS also provides the necessary framework for detailed cost
estimating and control along with providing guidance for schedule development
and control

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2.3 Task/work activities are assigned to appropriate team or individuals in accordance with
agreed functions

2.4 Resources are allocated as per requirements of the activity

Definition of Resource Allocation

Resource allocation is a process and strategy involving a company deciding where scarce
resources should be used in the production of goods or services.

Resource allocation is the distribution of resources – usually financial - among

competing groups of people or programs

A resource can be considered any factor of production, which is something used to produce
goods or services.

Resource allocation is used to assign the available resources in an economic way.

It is part of resource management. In project management, resource allocation is the scheduling

of activities and the resources required by those activities while taking into consideration both
the resource availability and the project time

How to allocate resources

Steps
1. Consider resource availability when estimating task durations: -
This step is crucial but often overlooked. Resources must be
considered during the construction of the schedule, not just
afterwards.
2. Create and organize all your resources: - The best way to keep your
resources organized is through the resource sheet.
3. Assign each work task to a resource:
4. Check the resource allocation in the resource graph view:-After
creating your schedule and assigning resources, you can check for
over-allocation.

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Examples of resources are:-

 Personnel

 Equipment and technology

 services

 Supplies and materials

 Sources for accessing specialist advice

 Budget

2.5 Schedule of work activities is coordinated with personnel concerned

key term:- Schedule of work activities

Schedule of work activities may cover:-

 Daily
 Work-based
 Contractual
 Regular

Lo2 self check written test

Name ________________________________ID_______________
Instruction: - answer all the question listed below if you have some clarification fee-free to ask
you trainer 10%
1. Describe how you plan and schedule work activities?
2. Explain what resource allocation mean?
3. Give tangible examples for resource?
4. What are the schedule of work activities?
Note:- satisfactory range 8 points above & unsatisfactory points below 5 points you can ask
your trainer for the copy of the correct answer
LO3 Implement work plans
3.1 Work methods and practices are identified in consultation with personnel concerned
key terms:- Work methods and practices
A work method statement, sometimes referred to as a safe work method statement or SWMS
or a safe work procedure, is a part of a workplace safety plan.
It is predominately used in construction to describe a document that gives specific instructions
on how to safely perform a work related task, or operate a piece of plant or equipment

Work methods and practices may includes:-

 Legislated regulations and codes of practice
 Industry regulations and codes of practice
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 Occupational health and safety practices

1.2 Work plans are implemented in accordance with set time frames, resources and
standards
key terms:-
 Work plans
 standards

Work plans may be carried out through:-

 Daily work plans
 Project plans
 Program plans
 Resource plans
 Skills development plans
 Management strategies and objectives

A work standard is a written description of how a process should be done.

 It guides consistent execution. At its best, it documents a current "best practice" and
ensures that it is implemented throughout a company.
 At a minimum, it provides a baseline from which a better approach can be developed.

Standard may focus on:-

 Performance targets
 Performance management and evaluation systems
 Occupational standards
 Employment contracts
 Client contracts
 Discipline procedures
 Workplace assessment guidelines
 Internal quality assurance
 Internal and external accountability and auditing requirements
 Training Regulation Standards
Safety Standards

Lo2 self check written test

Name ________________________________ID_______________
Instruction: - answer all the question listed below if you have some clarification fee-free to ask
you trainer 10%
1. Give the three examples of work methods and practice
2. Work plans may be done through
--------------------
--------------------
--------------------
--------------------
3. Standard may be determined by
A-----------------------------
B-----------------------------

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C-----------------------------
D-----------------------------
E-----------------------------
F------------------------------
Note:- satisfactory range 8 points above & unsatisfactory points below 5 points you can ask
your trainer for the copy of the correct answer

LO4 Monitor work activities

4.1 Work activities are monitored and compared with set objectives
What is monitoring at work?
Monitoring is to some extent a routine part of the employer/employee relationship
Monitoring Indicators are of four types, namely;
 Input indicators: describe what goes on in the project (eg number of bricks
brought on site and amount of money spent);
 Output indicators: describe the project activity (eg number of classrooms built);
 Outcome indicators: describe the product of the activity (eg number of pupils
attending the school); and
 Impact indicators: measure change in conditions of the community (eg reduced
illiteracy in the community).

4.2 Work performance is monitored according Organisational policies and procedures

key terms:- Organisational policies and procedures

Organisational policies and procedures may cover-

 manual or computer system documentation

 internal control guidelines
 legal obligations
 operations manuals
 organisational policies and procedures including:
 working with others
 participating in ongoing learning
 monitoring and evaluating own performance
 managing own time and priorities
 applying goals and visions
 suspension of credit facilities
Monitoring performance against quantifiable objectives
Methods:
 Sales reports
 Deadlines met
 Error reports
 Accuracy reports

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 Documents
 Proposals
 Plans
 Budget forecasts

4.3 Deviations from work activities are reported and recommendations are coordinated with
appropriate personnel and in accordance with set standards
4.4 Reporting requirements are complied with in accordance with recommended format
key terms:- Reporting requirements
Report Requirement such as:-
 Impartiality
 Accuracy
 Complete
 Written and oral
 onetime
4.5 Observe timeliness of report
4.6 Files are established and maintained in accordance with standard operating

LO5 Review and evaluate work plans and activities

5.1 Work plans, strategies and implementation are reviewed based on accurate, relevant and
current information
5.2 Review is based on comprehensive consultation with appropriate personnel on outcomes of
work plans and reliable feedback
5.3 Results of review are provided to concerned parties and formed as the basis for
adjustments/simplifications to be made to policies, processes and activities
5.4 Performance appraisal is conducted in accordance with organization rules and regulations
Performance appraisal is the formal system of periodic review and evaluation of an
individual job performance
It is a method of evaluating the behavior of workers of both quantitative and qualitative
nature
Performance appraisal may also defined as a structured formal interaction between
subordinate and supervisors

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Performance management can focus on the performance of an organization, a department,

employee, or even the processes to build a product of service, as well as many other areas
It occurs in both privately and public organization
Uses of performance appraisal
The main reason for appraising performance is to enable employees to use their effort and
ability
Generally the following are the main uses of performance appraisal
 Performance improvement
 Compensation adjustment
 Placement decision
 Training and development need
 Poor performance may indicate a need for retraining
 Career planning and development
 Equal employment opportunity
 Feedback to human resource
Performance appraisal process and problems in performance appraisals
Process of performance evaluation/appraisal
1. Establishing performance standard
2. Communicating standards to employees
3. Measuring performance
4. Comparing performance with standard
5. Discussing appraisal with employees
6. Taking corrective action
5.5 Performance appraisal report is prepared and documented regularly as per organization
requirements.
5.6 Recommendations are prepared and presented to appropriate personnel/authorities
key terms:- appropriate personnel/authorities

Appropriate personnel/authorities may include:-

 Management
 Line staff
 Supervisor
 Team leaders
 Management consultant
 Staffs
 Relevant profession

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5.7 Feedback mechanisms are implemented in line with organization policies

key terms:- Feedback mechanisms
Feedback mechanisms
 Verbal feedback
 Informal feedback
 Formal feedback
 Questionnaire
 Survey
 Group discussion

The end!
Assignment
Answer the following questions clearly & neatly
1. Discuss on the concepts of general and specific objectives
2. List best example of work activities
3. How you breakdown large task into smaller tasks?
4. What is resource allocation? And show how can you allocate resource as per the
requirement of tasks/work
5. Identify the schedule of work activities
6. Give appropriate examples for work plan and work standard separately
7. What are the organizational policies and procedures applied in the workplace?
8. Explain the concepts of performance appraisal & how it helps for organizational work
9. Explain the process of performance appraisal in detail

Thank you!!
By :- Asferaw A.

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