MANAGING BUSINESS ACTIVITIES TO ACHIEVE RESULTS

Table of ContentsInterrelationships Between Organizational Process And Function Structure4LO1 - Structure4Functions6Interrelationships between different functions:7Process and Relationships between Objectives, Vision and Mission Statement81.2 Methods for Mapping:11Identifying the Process Margins:11Make the list of the functions and their process accordingly11Make the Classification of Steps and Process11Draw the Symbols to show Functions accordingly111.3 Evaluate the output of the Process and the Quality Gateways12Customers Requirement12Gateway Process13Business Process Measurement13LO2- Develop Plans To Implement Operational Plan15Design plans which promote goals and objectives for own area of responsibility15Trainings Goals and Objectives15Plan for Promoting Goals and Objectives15Ethical and Regulatory Requirements172.1 - Write objectives, which are specific, measurable, achievable, realistic and time-based172.3 Implement appropriate systems to achieve objectives in the most efficient way, on time, to budget and meeting organizational standards of quality18Gantt Chart18Risk Factors Analysis182.4 Carry out work activities meeting the operational plan through effective monitoring and control20Primary activities20Secondary activities22Six Sigma For Quality Management23LO3 -Appropriate Systems to Improve The Organizational Performance25Total Quality Management253.2 Demonstrate a quality culture to ensure continuous monitoring, evaluation and development of the process27Monitoring and Controlling Processes27Performance Management for Human Resource29Performance Management for Organisation29Building up Quality Culture313.3 Recommend improvements which align with the organizations objectives and goals and which result in improvements323.4 Report on the wider implications of proposed changes within the organization34LO4- Health and Safety Management35Risks assessment354.2- Legislation and Regulations364.3-Health and Safety at Work384.4- Practical Implication39References40

Interrelationships Between Organizational Process And Function StructureLO1 - StructureThe structure not only supports the organization in identifying the relationship and reporting line, the process, monitoring, authorized controls and decision-making procedure (Hitt, et al., 2011) but also has substantial effect in knowledge management; hence, a failure in structural implementation can lead to the fatal flaw in strategic adjustment (Johnson, et al., 2007). One of the most challenging issues of an international company has to face is that the leaders have to plan for an effective management regarding to the diversification of the products it offers to customers and the fluctuation of the market it penetrates in once the business develops and expands (David, 2012) since the very basic point is a company will divide the responsibility and profession once it grows beyond the firming level of size and complexity (Johnson, et al., 2007). Therefore, a firm has the goal to build up an effective structure to adapt with two main requirements: the structure has to achieve the synergy to make the whole system can operate as an intertwining body in a stable way; in the other hand, the structure also has to offer a range of flexibility and authority to make good condition for business level units can implement and adapt with customers requirement in a specific market accordingly (Wheelen & Hunger, 2012). Therefore, understanding and applying the appropriate structure would create an important strategic advantage for the company. In the case of IKEA, the company applies the multidivisional structure concerning to dividing the geographic areas with four regions: AMEA (Asia, Middle East, Africa), Americas, Europe, and Greater China (includes of Hong Kong, Taiwan and China). Below is the sample organization chart of Americas in Commercial Department:

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FunctionsLook at the structure, the top of executive management level would be Chief Executive Officer (CEO) Richard Solomons. The CEO will stay in IKEA headquarter which is based in Denham, United Kingdom. In order to support for CEO, a corporate central service is established. The corporate central service will be responsible for planning and implementing the strategy regarding to the corporate-level. The strategy is planned for the whole organization. The functions of the corporate centre includes: Business Reputation and Responsibility: it is responsible for championing and protecting the reputation of IKEA and all IKEAs brands. The responsibility also includes group legal services, risk management, corporate responsibility and public affairs, internal audit and company secretariat. Global Communications: it is responsible for building IKEAs prestige as the provider of Great Furniture Store s Guests Love (IKEAs motto) and assisting in the delivery of IKEA's longer term journey to become one of the world's great companies (IKEA Vision). Global Finance: it is responsible for planning the commercial finance, strategy and corporate development, investor relations, procurement, monitoring the financial reporting. Global Sales and Marketing: it is responsible for the brand management, reservation channels, relationship marketing, loyalty programmers, and global sales strategy. Global Human Resources (HR): it is responsible for the development and implementation of company-wide HR strategies, human capital management programmers, policies and strategies in order to maintaining the HR retention. The main focus would be leadership development, talent development, career service, performance management and employees communication as well as engagement. Global Technology: it is responsible for supporting the technical direction for the whole organization and business objectives, providing and augmenting core revenue-generating and user-facing systems, and integration of property technologies, with additional focus on financial, corporate and human resources applications.Beside the corporate central service, there are also heads of the regional departments of Europe, Americas, AMEA and Greater China. These top regional departments have the responsibility in collaborating with the corporate centre in order to gain the acknowledgement and implementation of the strategy. Then they will be authorized to plan the appropriate business policies for their own regions accordingly.Interrelationships between different functions: The corporate centre functions will have the interdependent relationship with each other together. The Global Human Resources (HR) will be responsible for the whole organisation internal policy. For the selection, they give out the Competencies Based Interview, job analysis and job descriptions in order to help the Furniture Store s have the guidelines to select the right employees for other departments. Moreover, the HR is also responsible for planning the policy, regulations and other employees programs. The two important procedures from HR are training and performance management. While training especially the orientation training helps the employees feel confident when starting the job and encourage the harmonic collaboration among departments, the performance management will help the department head to catch up with the performance of the employees and help them in doing the personal development plan. For example, in IKEA, there is a sales standards so-called IKEA Great Ways of Sales with the Key Performance Indicators (KPI) that help the managers to assess the performance of staffs. After that, they will discuss together about the Personal development plan (PDP) to enhance and improve the performance. HR will be responsible for manage these PDPs. Therefore, in order to have a smooth management toward the organisation policies and other HR documents as well as files, the Technology function will be responsible for maintaining the business support programs. For HR, it would be Cadena HRM Series software. For Sales & Marketing, it would be Delphi and especially for Finance & Revenue Management, it would be Holidex, Opera and Fidelio. Especially with Holidex, this one is the worldwide reservation system of IKEA and the very first Furniture Store reservation management system all over the world. The Holidex helps the IKEA Furniture Store s in managing the revenue as well as the room rates in order to make the appropriate forecast and budget. Therefore, Technology will help the Sales and Marketing department in giving out the rate, managing the occupancy and analyse the revenue status. For HR, with Cadena HRM Series, the Furniture Store s can manage which training programs have been made, how the other departments conduct the internal training programs and manage the continuous quality improvements within IKEA. Process and Relationships between Objectives, Vision and Mission StatementIKEA is the largest Furniture Store company measured by total number of rooms. It has 4653 Furniture Store s worldwide and 679,050 rooms. Therefore, in order to make the whole system operates appropriately, IKEA has to create a common scope culture for employees to share and behave together. Hence, the cultural process of IKEA is born. Regarding to Johnson, Scholes, & Whittington (2007), the cultural process is related to the firms culture and norms standardisation; the control of this process is indirect and internalised as the employees become part of the culture. The cultural process of IKEA relates to the IKEA Vision which is illustrated in the image below:

The IKEA vision combines four main aspects: 1. Unique resources: the resources include the brands that IKEA owns and people that work in these brands. 2. IKEA Culture: in order to take advantage of human resources appropriately, IKEA creates the cultural values for the employees to share together. It is so-called IKEA Winning Ways, it includes of five philosophies: Do The Right Thing Celebrate Difference Work Better Together Aim Higher Show We Care. The performance, working attitudes of the employees will be reviewed and based on these Winning Ways. The performance review will be conducted per half year. 3. Quality measurement: in order to have a common measurement for a large amount of IKEA Furniture Store s portfolio, IKEA creates a balance scorecard so-called IKEA Steering Wheels includes four quadrants which are related to each other: Our People Guests Experience Responsible Business Financial Returns. In each quadrant, there are factors that are used to evaluate the performance:

These factors are called key success factors or key performance indicators (KPI). These KPIs are measured in both qualitative and quantitative proportions. 4. Objectives and mission statement: the vision of IKEA is Become one of the worlds great companies and the mission statement is Great Furniture Store s Guests Love with four statements: a) Guests love to stay with usb) People love to work herec) Owners love our brandsd) Investors love our performanceIn summary, the IKEA process can be summarized in this process map:

1.2 Methods for Mapping: In order to conduct the mapping of the process, there would be some steps need to be taken: Identifying the Process Margins:In order to carry out this step, the whole process must be analyzed through the secondary data research of the organisation and answer these questions: (1) What is the starting point of the process? (2) What is it going through in each step?(3) What is the boundaries of each function in the whole process? Make the list of the functions and their process accordinglyIn this step, the organisation and flow charts would be made to show the reporting line, the information flow, decision making process and the given tasks accordingly. Make the Classification of Steps and ProcessUsing the arrows and the line to show the flow of the information in the whole processDraw the Symbols to show Functions accordingly Using the square shape to show the specific functions Using the line to show the flow of the information Using the arrow to show the starting point and ending point of the flow Using different colors to show the different levels of the function

1.3 Evaluate the output of the Process and the Quality Gateways The quality gateway is the point of organization in which all requirements have to pass in order to avoid the incorrect requirements from getting through the design and implementation stages (Robertson & Robertson, 2006). The quality gateway are set up with one or two staffs that are authorised to make decision whether requirements be able to pass or not. In order to achieve good quality regarding to requirements, a process would be: Elicitation: identifying the customers requirements and expectations through discussion with stakeholders. Analysis: firming set of requirements and clarifying conflicts, missing, ambiguous, overlapping and unrealistic requirements. Representation: the requirement must be filed accurately, unambiguously and understandably. Validation: checking whether the requirements follow the quality standards. In another hand, the measures of the business process in order to identify critical success factors (CSF) in order to strengthen the operation process. In the case of IKEA, for example, here is a typical process in order to carry out a order and delivery in a Furniture Store : Customers RequirementThe clients contact the Furniture Store and is directed to an Event Sales Executive. The salesperson will take complete details the requirement of customers include of: 1. Clients name. For example: Mr. Michael John2. Clients purpose of the convention or event. For example: ASEAN Clean Water Conference. 3. Clients requirements detail for the convention. For example: the clients want to have a Full Day Meeting on 28 August 2014 for 180 pax; inclusive of 02 coffee breaks (03 types of canaps); 01 buffet lunch; the ballroom set up in classroom; stage 3.6 x 7.2 meters; podium with microphone, 02 standby wireless microphones. 4. The salesman then ask for the clients contact details such as phone number, e-mail in order to follow up this sale lead.After exchanging the information and details, the salesman closed the deal and the conference will be conducted. The salesman will then create Banquet Event Order (BEO) to send for Banquet Manager the quality gateway of Banquet team before sending the BEO to customers for confirmation. Gateway ProcessThe Banquet Manager will have a look toward and check the BEO to see whether all of requirements can be done by Banquet team and discuss with sale department for any implementation if needed. For example, for above requirements of customers, Banquet Manager will want the salesperson to gather more information: Should classroom set up be in chevron or fishbone? Is the table cloth color should be black or white? Does the customer need the flower on podium? Is the revenue breakdown appropriate? For example, if the cost of buffet lunch and coffee break are 30++ (++ means excluding service charge and VAT); however, the salesperson only charged the customers 35++. Is there any approach that can make change with customers requirements? The salesperson will contact with the customers to discuss further with the details and collaborate with Banquet Manager to adjust. Business Process MeasurementIn the case of IKEA, the business process will be measured on the basis of customer satisfaction surveys. For illustration, regarding to the conference above, the customer will rate the satisfaction by questionnaire on the basis of SERVQUAL philosophy (Buttle, 1996) of RATERS (reliability, assurance, tangles, empathy and responsiveness): 1. Reliability: it is the ability of the organisation to perform the promised service dependably and accurately. 2. Assurance: in this aspect, it rates the staffs knowledge and courtesy as well as their abilities to carry out trust and confidence. 3. Tangibles: it is the appearance of the tangible facilities, human resources, and communication materials. 4. Empathy: it is used to rate whether the employees deliver the caring spirit, individualized attention to customers. 5. Responsiveness: it is used to rate the degree that employees are willing to support customers in a professional manner and with prompt service.

Figure 1. A sample of guest satisfaction results of IKEA (IHG, 2012)

LO2- Develop Plans To Implement Operational PlanIn order to make an appropriate implementation for Admiral-Dendi Clothes and Accessories business operation, a plan is carried out. Design plans which promote goals and objectives for own area of responsibilityTrainings Goals and ObjectivesThe goals and objectives of training and development responsibility would be include in three aspects: Orientation: the employees will be carried out the orientation training program in order to have an overview regarding to the company and the products as well as services provided. Products Information: this is the basic training in order to help the employees to acknowledge regarding to the products of Admiral-Dendi Clothes and Accessories. Selling Skills and Attitudes: the employees will be trained with higher level regarding to the sales skills and services to the customers. Plan for Promoting Goals and ObjectivesThe training plan will be conducted in order to make implementation concerning to those goals above. The planning process is made in the reference of Decision-making process of Robbins & Coulter (2012):Step 1 Identifying the problem: the problem that the store can encounter is the employees may not get along with the companys procedure in the first time. Therefore, they would need to be delivered with traning sessions in order to be confident with the companys process. Step 2 Developing alternatives: the employees can be trained in the store or they will be applied in sales skills classes in other facilities.Step 3 Selecting the best alternatives: the employees can be only trained in the store by the supervisor. No budget is allocated for sending the employees to classes. Step 4 Implementing the alternative: the training sessions will be conducted right after recruiting the store supervisor. Step 5 Monitor and control: the store supervisor will make the supervision in the store regarding to the skills and service attitudes of the employees. Training SubjectsDescription

Orientation TrainingBasic information regarding to the store as well as the service theme.

Product and Service TrainingBasic knowledge regarding to the products and services that the store provide to customers. The employees are required to understand clearly concerning to the products, prices, and other characteristics of accessories.

Sales Skills and AttitudesThe employees will be trained with the store training program so-called Be My Guest. This training subject will base on the employees knowledge and experiences in serving the customers.

Training Monitor and AuditThe store supervisor will audit during the process of employees working routine. The assessment review will be made monthly to rate the performance of the employees

Support Training This is the re-training sessions for the employees to communicate with the about the services and products provided and enhance their skills in selling and delivering the services.

Ethical and Regulatory RequirementsOne of the difficult challenges that the store has to face is that the revenue would have chance not to meet the requirement and goals. Therefore, the store will have the duty to meet the ethical standards with below actions: Ensuring the standard working hours for the employees, no forcing of overtime working without paying extra salary and bonus. Ensuring all of employees can be provided with the same level of training. No discrimination or exploitation of employees. For instance, forcing the employees to work without training and after a while, providing bad feedback in the aspect of their attitude. Providing appropriate equipment for the employees to conduct their daily tasks. The recruitment department must ensure there is no discrimination during the recruitment and selection process. No recruitment of child labour. Ensuring the fire, life safety and other dangerous protection equipment for the employees. 2.1 - Write objectives, which are specific, measurable, achievable, realistic and time-basedS.M.A.R.T (Specific, Measurable, Achievable, Realistic, Time Bounded) Milestones: Earn 10% market share within the first year of operation. Achieving high brand recognition within London in 6-months. Achieving the net profit of 20,000 in the first year of operation, the second year would be 45,000 and the third year would be 80,000. Reducing the cost of goods sold by 4% in the second year. Reducing the inventory cost by 3.5% in the second year of operation. Supporting the local community by dealing with suppliers who provide the environmental friendly solutions in customizing the products. 2.3 Implement appropriate systems to achieve objectives in the most efficient way, on time, to budget and meeting organizational standards of qualityThe management will control the plan through the Gantt Chart and Risk Factor Analysis in order to help Admiral-Dendi Clothing and Accessories to achieve the objectives: Gantt Chart

Regarding to the Gantt Chart above, the management would require the total of 93 days in order to make the plan to be operated in process to achieve the objectives. Risk Factors AnalysisRegarding to Project Management Institute (2013), the risk analysis includes the processes of conducting risk management planning, identification, analysis, response planning, and controlling risk on a project. Below is the risk analysis for Admiral-Dendi Clothing and Stores:

DescriptionRisk Scale(1: lowest; 5: highest)Action

Financial budget situation leads to the shortage of cash or financial supply during the project operation. 5The financial situation is very important for the implementation of the project. The management needs to plan very carefully regarding to the allocated resources and financial budget in order to avoid the cash-trap.

Wrong understanding of customers trend4The wrong view toward the market can lead to the products do not meet the requirements or expectations of the clients. The negative outcome of this can lead the store to over-order the inventory and large amount of wasteful supplies. In order to avoid this, the management must carry out the market research carefully to catch up with the customers trend of clothing and accessories.

Wrong assessment of tasks delegation 2The wrong delegated tasks to management can make the monitor and control of the process would encounter the fault in the operation. However, it can be implemented by assigning proper tasks for other members of management.

Failure in recruitment of qualified staffs4The unqualified staffs can lead to the poor performance of the store. Therefore, the human resource management must be appropriate in the first place.

Risk of employees attitude and skills in providing the products and services. 2This can be implemented easily with the internal training programs.

2.4 Carry out work activities meeting the operational plan through effective monitoring and controlMonitoring is defined as collecting the project performance data in comparison to a plan, carry out the performance measure, report and distribute performance information (Project Management Institute, 2013). In order to have better monitoring, the value chain helps the firms in clarifying the activities within and around an organisation that play a role in the procedure of creating products or services (Johnson, et al., 2007). Porter in a book by Wheelen (2012) stated that the value chain involving of primary activities and secondary activities. Bygrave & Zacharakis (2011) claimed that organizations need to conduct the analysis of activities within the value chain since there is no existence of ready reliable source.

Figure 2. Value Chain (Johnson, et al., 2007)

Primary activitiesInbound LogisticsSupplier: the clothes will be placed order through the supplier so-called Medieval Collectibles (http://www.medievalcollectibles.com/). There would be an acquirement of license for the cosplay accessories imports. Location: London, in the central business district of Regent Street and Oxford Street. OperationStore supervisor would be assessed the skills in handling guest requirements, transaction issues, leading staffs and giving the solutions for other issues arose within the store, responsible for the information interchanged among staffs concering to shifts swap, supervising the store fulfilment. Cashier would be responsible for the right pricing during the transaction process, providing finance information for the accountant and other cashier in the shifts swap. Accountant is responsible for the accounting balance in the end of the day.Security staff is responsible for the safety and anti-thieves within the store, fire life safetey and other health risk factors. Sale staff will do the selling and consulting for customers, guiding the customers to the cashiers, recording the customers feedback and providing the products information for customers. Outbound LogisticsAfter the supervisor check the quality of the supplied products, the clothing stuffs will be put out for exhibition right in the only distribution channel the store. Marketing and SalesEnhancing the relationship marketing through the applying the customers loyalty programmes and sales promotions for the out-date products, enlarging the customers database. Encouraging the sales revenue and creative ideas of the customers through the clothing and accessories design contest. Promoting the new website to encourage the e-commerce sales. Managing the quality efficiently through the surveys on website and store for both users and non-users.ServicesThe store will be decorated with the Medieval and Dungeon & Dragons theme with swords, cuirass and lanterns. The main color tone would be olive gold and brown. Secondary activitiesFirms InfrastructuresPoint-of-Sale (POS) system will be equipped for the staffs in order to help them keep track with customers products requirements. Moreover, the POS system also helps them to manage the sales situation of each item within the store for easy budgeting and planning.At the store, there will be fingerprint machine in order to control the shifting of the staffs and the cameras to help the security staffs in effective anti-thieves operation. The store is also equipped with the fire extinguisher for fire life safety, a first-aid kit in case there are health risks happening. Human Resources ManagementCreating a personnel management plan to indicate the necessary positions to operate the stores: store supervisor, cashier, accountant, security staff, and sale staff. The interviews will be conducted to make appropriate selection regarding to the persons who are responsible for the allocated positions.After the interview, the selected staffs will be signed the labour contracts with complete information about the rights, duties and benefits and be informed about the start day. The selected staffs will be equipped with the stores uniforms taken from the stores clothes models in order to not only guarantee the integrity and professional looking but also helping to promote the stores products. All staffs will be provided with the training documents, rules and regulations, shift allocation form, the store fulfilment records and the handling guest complaints form, the products description to gain the products knowledge, the SOP (standard operation procedures) to ensure the smooth transaction and consultation toward customers. Conducting the orientation training for all staffs. After the training programmes, the staffs are ready to work.Technology DevelopmentTraining the sales software for the staffs to ensure they will key the right numbers of price, quantity, products code into the system. This system will be connected online to the main system in the headquarter to keep track with the daily sale revenue. The staffs are also introduced to the store and inventory management system in order to keep track with the warehouse fulfilment daily. The store supervisor will be trained with the human resources system to allocate the daily shifts of the staffs. Accountant will be trained in order to use the electronic accounting system in the right way to manage the account figures. The sale staff will have extra training program with the specific sale and consulting skills.ProcurementA system so-called material requirement planning (MRP) will be applied. The MRP can help the store supervisor to make the prompt implementation or adjustment regarding to the customers requirement. The careful material planning can help the store to avoid shortage or surplus of stock.

Six Sigma for Quality ManagementIn order to ensure the smooth service and quality to adapt with customers satisfactions. Admiral-Dendi Clothes and Accessories will apply the Six Sigma quality management method. Six Sigma includes the stages of DMAIC (Define Measuring Analyse Improve Control) to help the management to control the process and quality (Gale, 2009): (D) Define: the management will clarify areas or processes that need improvement. Then, the management will have the objectives or goals to implement and adjust together with the financial calculation to ensure the positive effect.(M) Measuring: aspects of key critical factors will be measured and the management also collected the relevant information. The management will be measured in this stage as well. (A) Analyse: the management will apply some approaches of analysis such as SPC (statistical process control), hypothesis testing, or pareto analysis in order to identify the problems or defects within the processes.(I) Improvement: corrective actions will be undertaken so as to reach the desired level of improvement. (C) Control: Admiral-Dendi Clothing and Accessories will make the implementation in order to manage the process continuously.

LO3 -Appropriate Systems to Improve The Organizational PerformanceTotal Quality ManagementQuality is when the products or services that are produced and provided by the organizations and firms can reliably satisfy the expectation of the customers (Knowles, 2011). Through many years with evolution, the quality management from the traditional methods of inspection and assurance has evolved and become Total Quality Management (TQM). TQM is considered as managing the production process with the main goal to be able to provide the outstanding products or services to meet and maybe exceed the customers requirements (Gale, 2009). The core concepts of TQM has developed from 14 points of Edwards Deming (Gale, 2009). The 14 points are: 1. The TQM is creating the constancy of purpose towards improvement of products and services2. Adopting the new philosophy in production process this means that the implementation of new philosophy must be conducted in the both management and employees, it is not just only the managers expect the employees to apply. 3. Terminating the dependence on inspection: this means that the organizations should avoid inspecting the large quantities of defective products by doing the quality management in the very beginning stage of production process. 4. Working with single supplier for one item. The more suppliers come, the more variation will appear in the stock.5. Making the improvement constantly and forever to improve the quality and reduce the cost. 6. On the job training in the organizations. This means that if the employees are not trained carefully, they cannot catch up with the complicated quality management processes and policies. 7. Establishing the proper leadership. Leadership is totally different with management in the definition of Deming. Leadership here will help the implementation in vision, objectives and strategy, production motivation instead of quota-based focus.8. Driving out the fear. The management by fear will be a counter-productive method because the employees will lose their interest in contributing to the organizations performance. 9. Breaking down the barriers among departments. Every department includes of R&D, marketing, sales, designing must work better together in order to recognize the trends of the customers, forecast the issues may occur during the production process and the implementation plan to enhance the experience of the customers. 10. Slogans and mottos elimination. Demings philosophy is that not the people who makes the defect products but the production process. Therefore, it is a counter-productive action if putting the slogan to encourage the people to always produce conforming products. 11. Management by objectives should be eliminated. The production target pressure is one of the reasons for bad products encouragement. 12. Removing the barriers to the pride of workmanship. 13. Encourage the education and self-improvement.14. The transformation is everyones job. The recent development of quality management was the appearance of ISO 9000. ISO 9000 is a series of international quality management standards which were built up by the International Organization for Standardization (ISO). The ISO set the standard guidelines for production processes in order to ensure that the products satisfy the customers requirements (Robbins & Coulter, 2012). The ISO 9000 standards have become the recognized standards all over the world for firms evaluation and comparison and achieving the ISO 9000 would be a certificate for the production quality of the company. For the case of RUS Plc, in order to make the implementation to the TQM to the high quality servicer for discerning guests, there must be the good collaboration among the departments. First of all, the management levels must show the leadership competencies they must make the initiatives and drive the process within the organisation. A quality management committee must be established with the representatives from all departments, an internal audit committee is also established to do the auditing and checking the process. Adjusting the reporting line, drafting the report form, editing and re-checking are the main actions. For the personnel management, the Human Resources must collaborate with other departments to build up the professional job description and standard operation procedure (SOP) so the current staffs can have the standards for behavior and job responsibilities. Moreover, HR will need to build up the competency based-interview in order to have a proper selection process. The performance management process would also need to be professionalized and conducted in a suitable timeframe maybe per annual or per half year. 3.2 Demonstrate a quality culture to ensure continuous monitoring, evaluation and development of the processMonitoring and Controlling ProcessesRegarding to Portny (2010), five major processes of project management include of: Initiating processes: identifying the requirement of business, making clear the expectations of high-level positions as well as resources, and starting to identifying the audiences taking part in the project. Planning processes: making clear of projects scope, projects time-frame, allocated resources as well as risks or any dilemma, planned methods for communicating project and quality, purchasing management. Executing processes: forming and taking management regarding to the project team, communicating as well as managing the projects audiences, making implementation to the project plan. Monitoring and controlling processes: project performances tracking and taking any necessary actions or adjustments in order to make sure project plans are successfully implemented and the desired results are achieved. Closing processes: ending all of projects activity.

Figure 3. Monitoring and controlling processes of project (Portny, 2010)As a result, regarding to Portny (2010), the processes of controlling and monitoring are applied in each of the project stages in order to help ensure that work is being performed concerning to plans. Therefore, monitoring plays an essential part for the whole process. The monitor and control process is concerned with (Project Management Institute, 2013): Making comparison between the project performance with the management plan; Rating the performance in order to make corrective or preventive actions or changes that are necessary; Monitoring the risks Monitoring accurate and timely detail in the aspect of projects product and associated documentation through project completion; Monitoring data for supporting the status report; measuring the progress and making forecast; Monitoring and providing the forecast information regarding to current cost and schedule. Monitoring the adjustment of approved changes; Providing appropriate report concerning to the project progress and status. Performance Management for Human ResourceKeeping a stable pool of human resource has become an essential matter for organisation to maintain the competitive advantage as well as sustainability; hence, it is necessary to give performance management in order to help employees enhancing their ability in work. The performance appraisal has evolved from the traditional carrot and stick method to the performance management. One of performance appraisal backwards is that the employees have to wait until the official review time which occurs once or twice per annum to be identified about the scale of their performance (Dessler, 2012). Therefore, performance management was born as a continuous process with the flexibility that includes both managers or supervisors and employees to discuss how they can work better together and make the continuous improvement overtime (Armstrong, 2009). Performance management, therefore, is a continuous process of clarifying, measuring and developing the employees performance and aligning their performance with the objectives of the firms (Dessler, 2012). Hence, the performance management would likely focus on the performance planning in the future and continuous improvement and the employees personal development instead of the old and outdate past oriented performance appraisals (Armstrong, 2009). There are three main different points that help the managers can identify the performance management and performance appraisals (Dessler, 2012):1. The performance management is conducted in a continuous way, daily, weekly or monthly in order to enhance the managers and employees interaction to create condition for the continuous improvement. 2. The performance management focuses in achieving the goals and objectives.3. Performance management leads to the continuous improvement and re-evaluation; therefore, it can help employees and managers to modify and implement if necessary to get jobs done in the right way.

Performance Management for OrganizationOrganisational performance is defined as the accumulated results of all the organizations work activities (Robbins & Coulter, 2012). In order to make assessment regarding to the organisational performance, Robbins & Coulter (2012) used three measures include of organisational productivity, organisational effectiveness and industry rankings. Organisational productivity: this is the amount of products or services produced divided by the inputs needed to generate the output. Organisational effectiveness: this is the degree to which the organisation achieves the goals, or being successful in accomplishing what the organisation tries to do (Daft, 2010). Industry and company rankings: this is a popular way for managers to measure organizations performance. Monitoring and controlling process would need the information regarding to the organisational performance; therefore, Robbins & Coulter (2012) also recommends these tools below in order to help measuring the performance and collecting the information for monitoring and controlling process: Feedforward/Concurrent/Feedback Controls: these three tools help the managers to implement the control before an activity begins, during the time that organizations activities are going on or after they completed. Financial Controls: Managers always need control the financial status of the company. The financial ratios, debt level or asset calculation would need to be counted in order to ensure the process is productive. Budgets, in another hand, are the tools of planning and controlling when they help the managers to clarify which work activities are essential and what type or how much resources need to be allocated to achieve those activities. Balanced Scorecard: A balanced scorecard helps the managers to look at four areas of the company: financial, customers, internal processes and people/innovation or growth assets. Information Control: the managers would need the right information at the right time in order to monitor organisational activities and performances for making appropriate and corrective actions. A management information system is needed. Benchmarking of Best Practices: The benefits of benchmarking is searching for the best practices among competitors or non-competitors that lead to the superior performance. Building up Quality CultureDemings PDCAIn order to apply the continuous monitoring in project performance, RUS Plc needs to apply the PDCA model of Deming to repeat the solving process until the defect becoming zero. 1. Plan (P): through the monitor process, RUS Plc collects the data regarding to the defect that being made in daily routine. Then, RUS Plc establishes the corrective actions that can help employees to improve the defects. 2. Do (D): RUS Plc tests on a small proportion of operation. Regarding on the collected result after the test, RUS Plc can make the change to improve the plan and enhance the process. 3. Check (C): RUS Plc checks the results of the change. 4. Act (A): in case the results are positive, RUS Plc then can expand the action to larger proportion of operation. Repeating the Step 1 for other new defects. Slacks recommendation regarding to implementation Like Deming, Slack et al. (2013) recommended 03 areas which are also related to the organizations leadership level need to take notice in order to build up the quality culture of continuous monitor and evaluation for improvement: 1. Top-management Support: Slack et al. (2013) stated that the support of management goes far beyond the allocation of resources to the project. Therefore, for RUS Plc, in order to make the appropriate implementation toward the project, the top-management should: a. Understand and believe the benefits of the improvement approaches; b. Communicate the principle and techniques of the improvement monitoring and controlling;c. Participate in the process; d. Formulate and maintain the clear strategy for the process.2. Senior management must understand the process approaches: the monitor and controlling as well as continuous improvement regarding to the project would require complicated technical matters or models. Therefore, it is required the senior managers have to master and completely understand these matters. 3. Avoid excessive Hype: some managers can become victims of the process when they have new ideas popping up and may replace before. This will destroy the ability to accumulate the experience from experimenting with each one. 3.3 Recommend improvements which align with the organizations objectives and goals and which result in improvementsIn order to have the appropriate implementation of the TQM and the performance management, the information flow, the handling situation process must be re-evaluated and adjusted. Therefore, the RUS Plc can make the Business Process Reengineering (BPR) in order to re-adjust the business process. BPR is defined as the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance; for instance, cost, quality, service and speed. (Slack, et al., 2013). The BPR helps the RUS Plc focuses in analyzing and re-design the workflows as well as business process and rethink about how the company can operate in order to cut the operational cost, enhance the customer service, redesign the distribution channels and generate more revenue. According to Slack et al. (2013), the principles of BPR include of: 1. Remapping the business processes concerning to cross-functional manner which help organizing work around the natural flow of information (or maybe materials or customers)2. Attempt for improving dramatically in performance by rethinking and redesigning process radically.3. To have people who use the output from a process perform the process. Doing a check in order to see whether all internal customers can be own suppliers rather than depending on another function in the business to supply them that can take longer and separate out the stage in the process.4. Making decision points in which the work is performed. Do not separate those who do the work from those who control and manage the work.For RUS Plc, since the firm wants to change the quality of the product that aim to provide a high-quality service, it must adjust some of the departments especially to the operation departments like Housekeeping, Food and Beverage, and Front Office. RUS Plc must plan the organizational charts with specific positions and the report line to identify who are responsible for particular tasks. For example, in Sales & Marketing department, before, maybe it did not have any special hospitality industry management system; hence, in order to readjust the process, the leaders must implement with a reservation system which is responsible for the room rate management, occupancy, average daily rate (ADR) and RevPAR (Revenue per available room) to update with the trend of the market and give out precise budget forecast. Moreover, the tasks in the Sales team must also be specialized; there must be staff that is responsible for leisure and travel, a salesperson who is responsible for transient, and so on. In another hand, by applying the BPR, RUS Plc can redesign the process within the Sales & Marketing department can bring up some benefit: The Corporate sales team will connect closely with the reservation department in order to bring up best contracts for corporate customers. The Convention and Event team now will work closely with Food and Beverage department in order to ensure the Banquet team can fulfil the clients requirements regarding to the conference perspective. The Leisure team now will be close with front office, concierge in order to ensure the proper welcome of leisure customers.

3.4 Report on the wider implications of proposed changes within the organizationRegarding to Daft (2010), there would be some wider implications when RUS Plc take some actions regarding to the organisational change based on the BPRs redesign of process: Structural implications: the redesign of the process within RUS Plc will require the departments have to make communication together in order to make rapid decision. For instance, the Convention Sales Executive now can ask directly to Executive Chef in order to have appropriate price for conference buffet lunch to make quotation to customers. Performance measurements: the performance measurement now can concentrate on the last outcome rather than the activity. For example, with the new redesign and allocation of department, the Revenue Meeting of Management Board will need to focus only in RevPAR and other indication relating to the budgeting revenue, room rate and actual figures. Empowerment implication: the Sales Executives now can have more power and authorize in order to make quotation to the customers because the performance now will be rated mainly on the end results of revenue or room rate, guest satisfaction figures and so on. Therefore, they will have to put more effort in order to deal the best rate and deliver best service. Focus-on-customers implication: since the performance measurement would concentrate on the end result, the customers satisfaction figures can be considered as a measurement tool for employees performance through the customers surveys or feedback. The attitude of management: managers now have to involve in the daily work routine more than before in order to keep track with the performance and operation process. They now will provide more training and monitoring the process to make prompt implementation.

LO4- Health and Safety ManagementRisks assessmentRisk assessment is a careful examination in workplace or in daily work routine of what can cause harm or damage to people; therefore, the staffs can have appropriate actions in order to give the precautions or prevent the harm. All of the workers, colleagues and other staffs have the right to be protected from harm, especially if the company has the ability to take reasonable control and management. The affect from the accidents, harms and other health risks factors can lead to the business operation, causing the financial, health and even live loss. The company lost the machines and other working tools, important people in management position cannot continue working can cause a loss in leadership trait, insurance cost and other legislation cost. Therefore, the company owner has the responsibility in amending the working safety condition to minimize the harm toward the employees. There are five steps in assessing the risk within the organisation: 1. Identifying the hazards2. Deciding who would might likely be harm and which way that they are harm3. Make the risk evaluation and precaution4. Recording the findings and make the implementation if needed5. Review the assessmentThe detail of the employers responsibilities to ensure the safety of the working environment includes: Make the assessment for the risks that can occur for all employees work for them. The employers must be proactive in measuring all risk and identify the preventive methods for them. Appointing an internal manager or employee and this person will be responsible for the preventive and protective methods for those assessed risks. Making announcement to employees for the risks they may face during the working routine and make the appropriate training for these employees to have a clear understanding about those risks such as using the fire extinguisher appropriately in fire life safety training. Moreover, there are some ways in order to monitor the risks assessment: the company can conduct the continuous inspection action to check the department or any place in the company that easily causes the harm. For example, in the case of the ABC, the coarse warehouse would be a place that can easily cause the fire, therefore, it would be needed to check frequently. The company can do the internal audit with the test in order to check the knowledge of the employees about the safety procedures. 4.2- Legislation and RegulationsFor the legislation, concerning to the ABC Construction Company, there is Health and Safety at Work etc. Act 1974 with the details and guiding about how to ensure the safety in workplace. Because ABC is a construction company, therefore, the staffs would need to have knowledge about their rights of legislation concerning to the safety. This Act can provide ABC Construction Company the framework for the process of managing health and safety regulations and policies which are applied on all employees in daily work operation. The Act also states that the organizations must ensure the health and safety for any reasonable one who would likely be influenced by their work actions. Hereby is the detail of the section 37, Act 1974 about Health and Safety at Work: (1) Where an offence under any of the relevant statutory provisions committed by a body corporate is proved to have been committed with the consent or connivance of, or to have been attributable to any neglect on the part of, any director, manager, secretary or other similar officer of the body corporate or a person who was purporting to act in any such capacity, he as well as the body corporate shall be guilty of that offence and shall be liable to be proceeded against and punished accordingly.(2) Where the affairs of a body corporate are managed by its members, the preceding subsection shall apply in relation to the acts and defaults of a member in connection with his functions of management as if he were a director of the body corporate.There are some more important regulations that relate to the work health & safety that can be applicable in the case of ABC Construction company: Management of Health and Safety at work Regulations 1999: this regulation can help the employees to acknowledge their rights regarding to dangerous work protection as well as being informed concerning to the risk assessment relating to the daily work operation. This regulation also stated that the employers have the duty to provide not only necessary equipment but also training, collaboration for the employees. With a construction company for ABC, Management of Health and Safety at work Regulations 1999 can help them to build up the plan or guideline that is ethical and regulatory for the workers. Working Time Regulations: since the workers of ABC Construction have to deal with heavy workload or dangerous construction process; therefore, Working Time Regulations will help the employees to acknowledge their rights regarding to the weekly work hours, overtime policy, time-off details and so-on in order to avoid the exploitation from the company. The company also has to take reference to this regulation and has the duty to inform the employees regarding to their rights. The Health and Safety (Safety Signs and Signals) Regulations 1996: ABC Construction Company has to take reference regarding to this regulation in order to provide the appropriate safety signals and signs during and after the construction process such as Fire Life Safety signals or Exit signs in case of emergency situations.

4.3-Health and Safety at WorkFor the case of ABC Construction Company, there are steps to implement successfully the health and safety:1. The company must set up and plan the policy and process of the health and safety2. The company must set up the staffs who are responsible for the program and policy that company arranged. 3. The company must plan and set up the standards for health and safety4. The company must have the performance measurement management.5. The company must have frequent audit, inspection and review to the policy. Those steps above can be considered as a Plan-Do-Check-Act system. By taking the systematic method for the health and safety management, the operation of the company would be more easier and effective because the managers now have the standards and policy to follow with potential scenarios for risks, so they can implement and make the appropriate actions in a smooth way.The consistent approach and training can reduce the mistakes in hazard handling situations. In hazard management, the more mistakes the solvers make, the more serious issues can happen. It can help the company understand the legislation and regulation and protect the owners from costly implementation from not applying the appropriate standards such as the court fees, etc.

4.4- Practical ImplicationThe ABC construction company will have such items below that can cause the harm to the employees: 1. The warehouse with coarse woods, wallpapers, painting and other materials that can cause fire and explosion.2. The painting and other chemical substances that are used in the construction can cause the bio-hazard and other biological allergies, diseases toward workers. 3. The potential threats from the machinery, drills, and other construction vehicles and devices can cause physical damage or explosion or injury in case the employees do not know how to use them in the right way. In order to prevent for those damages, the employees must be equipped with the helmets and other protection suits, and equipment such as mask, gloves and boots. They must be provided the detailed manuals for controlling and handling the devices as well as the materials. The supervisors must ensure the proper training programmes occur for the workers. The supervisors also have to consult continuously with the workers about the potential risks that can happen if they do not follow the working process. The company owners must ensure the factory or the warehouse or any place in the company is equipped with the appropriate protection equipment such as the fire extinguishers, the sparkling fire drill, etc. The company owners must also ensure that they provide the insurance contract for the workers.

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