There are numerous negotiation techniques that can be used for making recommendations for variations to an operational plan, however they can relate to: Preparation - before any negotiation takes place, a decision needs to be taken as to when and where a meeting will take place to discuss the issue and who will attend. Setting a limited timeframe can also be helpful to prevent the issue continuing; Discussion - during this stage, individuals or members of each side put forward the case as they see it (i.e. their understanding of the situation); Clarifying goals - from the discussion, the goals, interests and viewpoints of both sides of the issue need to be clarified; Negotiate towards a win-win outcome - this stage focuses on what is termed a 'winwin' outcome where both sides feel they have gained something positive through the [AUTHOR NAME] 18
BSBMGT517 – MANAGE OPERATIONAL PLAN process of negotiation and both sides feel their point of view has been taken into consideration; Agreement - agreement can be achieved once understanding of both sides’ viewpoints and interests have been considered; and Implementation - from the agreement, a course of action has to be implemented to carry through the decision. Examples of those with whom you might be required to gain approval from, should the operational plan be changed, can include: Groups designated in workplace policies and procedures; Managers or supervisors whose roles and responsibilities include decision making on operations; Other stakeholders, such as Board members; and Other work groups or teams whose work will be affected by recommendations for variations. 3.5 Develop systems that can be implemented in order to ensure that procedures and records associated with documenting performance are managed in accordance with organisational requirements. Systems to ensure that procedures and records associated with documenting performance are managed in accordance with organisational requirements should be developed. In order to ensure that procedures and records associated with documenting performance are managed in accordance with organisational requirements, policies need to be developed and implemented. The key points that should be covered within an organisational policy that relates to the management of documenting performance can include: What is to be recorded: Date/time the information was recorded; Nature of the issue; Priority/risk ranking of the issue; Recommended action; and The estimated impact of the issue on other functional areas where the record is to be placed/stored; Who is responsible for reviewing a record or procedure; Timeframe for actioning a record or procedure; and Process for reporting back to the person who documented the issue (if relevant). [AUTHOR NAME] 19
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