EVALUATING ORGANIZATIONS FUNCTIONS AND OPERATIONAL PROCESS

Of MIFCO

Table of Contents
Executive summary...............................................................................................................................2

Chapter 1: Introduction......................................................................................................................2

Chapter 2: Evaluate the interrelationship between the difference process and functions of the
organization.........................................................................................................................................3

2.1 Process and Functions..................................................................................................................3

2.2 Map process..................................................................................................................................4

Chapter 3: Design plans which promote goals and objectives for own area of responsibility.......6

3.1 Design Plans.................................................................................................................................6

3.2 SMART objectives.........................................................................................................................8

Chapter 4 : Conclusion......................................................................................................................10

References...........................................................................................................................................10

List of figures
Figure 1:CPA.............................................................................................................................9
Figure 2:SMART goals............................................................................................................11
Figure 3:SMART goals for Mifco............................................................................................11
Executive summary

Managing Business Operations to Achieve Results focuses on the effective and efficient
planning and management of workplace activities. Provides personnel with the necessary
knowledge and skills to design and execute an operational system capable of increasing
efficiency and achieving the desired goals. This report aims to provide learners with the
knowledge and skills they need to organize their activities in the business workplace to
increase their effectiveness and efficiency. The results of the procedures and the quality
gateways have been assessed. The plan was created to promote goals and objectives in mind.
The SMART scale was used to evaluate the aims of aligning humans and other resources.
Methods for implementing an appropriate system to achieve the goals are offered.

Chapter 1: Introduction

Managing company operations to obtain the intended outcomes is vital in every firm.
Managers are crucial in coordinating the processes and outputs of the organization's many
divisions. Assessing and considering internal and external elements is also essential in
managing company operations. An organization comprises many different persons and
groups, each with its features and behaviors. Consequently, managers must prioritize them
and simplify their efforts to obtain the necessary outcomes. They establish significant
management responsibilities and group dynamics inside a business. Understanding people's
behavior, attitudes, beliefs, and so on and motivating them appropriately is critical for
managing an organization's commercial operations. To achieve an organization's goals,
management should provide excellent communication across departments, appropriate
information systems management, interrelationships between diverse groups, and so on
(Hodiashchev, 2017). Managing business operations to obtain results discusses the relevance
and necessity of achieving the desired outcomes. Two scenarios are considered to provide a
clear explanation of the notions.

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Introduction Mifco

Mifco Hulumale, situated in Hulumale, is a popular restaurant with a large client base. Since
its beginning in 2010, it has gradually gained a place in the target audience as a Thai
restaurant that provides a beautiful assortment to its customers. The company has established
itself in the industry with a strong business strategy. It has attracted many domestic and
international consumers since the country offers a suitable platform for enterprises to target
foreigners owing to its developed tourist sector. Geographically, the restaurant has a
compelling location in a packed street where the neighborhood becomes lively on all nights
and mornings with numerous street food lovers. The restaurant employs several novel
manufacturing procedures, which have resulted in a much larger base of devoted consumers.
The company has also used similarly simple business strategies to flourish in its highly
competitive business industry (Mifco, 2022).

Chapter 2: Evaluate the interrelationship between the difference process and functions
of the organization

2.1 Process and Functions

According to the case study, the leadership of Mifco is inefficient and is now dealing with
huge deficits as a consequence of delayed operations, the loss of thousands of employments,
and the closure of services. These challenges threaten the organization's survival. In the
following sections, I would go through the managerial functions and procedures that should
be applied in a company to get a beneficial end.’

Mission and vision are connected to an organization's objectives and objectives and are often
communicated in the form of brief official statements. “A mission statement outlines the
company’s aim and how it intends to serve its relevant stakeholders.” The concept of vision is
a more concentrated, forward-thinking explanation of the purpose and aims of the company. 
“Ultimately, mission and vision impact strategy development, aid stakeholders in
comprehending the organization ’s goals, and impact the goals and results to determine if the
plan is on target.”

Vision

“Be the world leader in sustainable pole & line fishing.”

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Mission

“To preserve and protect the environmentally sustainable pole & line fishing heritage of the
Maldives and our island livelihoods for future generations.”

The management process entails using methodologies, tactics, and concepts in the
administration of Mifco to enhance efficiency and high performance (Robert & Aho, Wayne,
2020). The primary functions that comprise excellent management are as follows:

 Planning
 Organizing
 Directing
 Organizing

In addition to the duties listed above, effective communication, motivation, coordination, and
staffing are essential. The management processes and functions are interrelated because the
parts that comprise the management process are the significant responsibilities that outline a
manager's tasks, duties, and actions required to attain his goals.

 Planning: The primary role of the management process is planning. Determines the
strategies employed to attain the desired outcomes in a specific topic. Planning is the
initial phase in the management process, and all other functions rely on it. A well-
planned organization achieves balance and success. It serves as a tool for resolving
current business challenges and anticipating and preparing for potential future
challenges.
 Organizing: Following the planning follows organizing. It involves gathering the
necessary resources (equipment, employees, supplies, etc.) and beginning to use them
to fulfill a goal or aim. Organizing is not just a structure but also a process in which
all resources are grouped so a Mifco strategy may be carried out.
 Directing: Giving instructions and leading individuals to do their jobs correctly is the
responsibility of managers at all levels. To fulfill corporate goals, they must act as
leaders who guide their subordinates, increase their morale, motivate, and interact
with employees.
 Controlling: This role assists in avoiding the execution of incorrect activities or
actions and consists of three primary aspects: defining performance criteria, reviewing

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 work in progress and present accomplishments, and responding appropriately to
remedy any problems.

The interrelationship of functions encompasses several departments, their roles, and their
relationships. An organizational chart depicts the relationships between divisions and the
flow of information between them.

2.2 Map process

Process mapping is the foundation of proper methodology and is used to enhance processes.
It also helps in identifying any anomalies and revamping the procedure. A process map is a
distinct approach to depicting company activities and processes using visuals (Pratt, 2022).

Mifco Organization is going through a difficult period that necessitates the creation of
process maps to readily discover who, what, how, when, where, and why issues have arisen
in the organization. Mapping helps answer, encourages improvements, and accelerates
decision-making since pictures provide a clearer perspective of the issue than words.

 Select the process: Managers need to understand why the issue necessitates the
development of a mapping process and write the relevant document that permits the
course of action. The paper should include the following information: precise process
specifics, the organization's issue, shareholder expectations, the breadth of the
process, and the business aim.
 Determine the process's role: managers must watch the whole process and gather
information about the components involved (equipment, labor, suppliers, etc.), as well
as the process's inputs and outputs.
 Plan and allocate resources: identify the technologies and establish plans
appropriately.
 Select mapping methods: choose the most appropriate methodology, such as a
deployment flowchart or a process flowchart.
 Interview people: ensure participants understand the interview's scope and goal.
 As-Is process: describe the actions that may aid in transforming inputs into outputs.
All phases in the process must be specified and carefully matched to their appropriate
functions.
 Analyze, evaluate, and sign off: Examine the process map and assess performance.

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Six Sigma is the best approach for Mifco because it is a quality measure that provides a clear
perspective of the process, removes faults, and aims for extremely near perfection outcomes.
It immediately cuts expenses and enhances efficiency (Beemaraj & Prasath, 2018).

A second alternative is the "Business Process Reengineering (BPR)" methodology, which

includes essential restructuring processes to boost output, quality, and overall organizational
performance. The strategy requires complete backing from top management, a thorough
knowledge of the organization and its infrastructure, and enough resources, direction,
concentration, and motivation. Eventually, the project may fail (Bhaskar & Singh, 2014).

In Mifco workflow comprises the procedures that must be completed, the employees or other
resources available to conduct those tasks, and the interactions between them.

 Document Approval
The documentation application process starts with creating a draft, followed by self-
review and submission to the management for approval in Mifco. If the document is
denied, it will be returned with comments to be corrected, and the new record will be
resubmitted for approval. After confirmation, the completed paper will be stored and
forwarded to the appropriate parties.

 Approval of Expenses
Expense claims are vital in any organization, affecting all departments, such as sales,
human resources, and information technology in Mifco.A simplified approach to the
evaluation process may help the finance staff decrease their workload. An expenditure
form with necessary fields and receipts attached with remarks should be completed
and submitted for approval. The procedure might reject or explain the elements in the
expenditure request.

 New Employee Onboarding

This business process makes the job of the HR department easier.
It begins with collecting an employee's data on a form, along with electronic
signatures. It then routes information and permission to different relevant parties,
including IT, heads of departments, and HR, to ensure that the Hrm department has so
much ready for the employee's first day at work of Mifco.

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  Leave Approval
Implementing an automated and accessible system that gives workers visibility helps
to boost loyalty and morale in a business. One of the most basic operations that a
corporation may automate is the leave approval routine. Employee leave request
forms may be immediately examined and responded to by the corresponding
management. The technology may alert workers automatically so that they can
arrange their vacation.

 Adding a new client or supplier

The sort of clients a business has and the suppliers that support them put out goods or
services determine the viability of Mifco. A streamlined workflow method will enable
a new client or vendor to fill out a few basic facts in an online form. The data will be
effortlessly transferred into the program and forwarded to a supervisor for approval. A
unique identifying number will be produced, and the client will get a welcome
package. This expedites vendor approval and simplifies new additions.

 Invoice approval
A process management pipeline makes sending bills to customers simpler than ever.
The invoice data will be filled up in the template before Mifco submit the invoices to
a client for the services delivered. The system may automatically reconcile after
payment is received. The automated program may also remind patients and follow up
with clients for missed payments.

Chapter 3: Design plans which promote goals and objectives for own area of
responsibility

3.1 Design Plans

Effective planning is the foundation of every successful company. Planning is connected to

efficiency since it is involved allocating goals and capabilities. Because productivity levels
directly impact the performance of any firm, organizations must develop effective programs

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(Ogolo, 2019). If leadership problems exist, the Mifco strategy is generally flawed. When a
corporation improves its planning, all other Mifco elements should also increase.

The first step in developing a Mifco’s company plan is ensuring that particular challenges are
addressed directly inside the program. This indicates a clear picture of what a successful
implementation will look like. Set objectives and milestones so that performance can be
tracked and required modifications can be made to keep on track (alvernia.edu, 2014). Before
the strategy is implemented, everyone engaged must have a clear grasp of the objectives.

 Strategic planning- It is a comprehensive view of Mifco. It defines the organizational

objectives for a given period, whether year or 10, and ensures that all those objectives
are congruent with the organization’s goals, vision, and ambitions. Senior
management is often involved in strategic planning, but some organizations choose to
engage all employees when developing their mission, purpose, and targets.
 Tactical planning – It specifies how Mifco will implement its strategic strategy. A
tactical scheme consists of various short-term goals typically achieved within a year
to supplement the strategic plan. Middle managers frequently create and execute
tactical tactics, such as planning and running advertising campaigns.
 Operational planning - It encompasses anything which must occur daily to execute
tactical strategies. Planning procedures include work schedules, rules, policies, or
regulations that establish personnel requirements and specific job assignments that
correlate to operational strategy goals, such as a system for documenting and
managing work absenteeism.
 Contingency planning-This is put together in the case of a calamity or an unexpected
occurrence. Contingency plans cover a variety of possible situations and practical
answers to issues arising from arranging to early preparation for external events that
may trouble the Mifco. Companies could have backup plans for occurrences such as
natural catastrophes, malfunctioning technology, or sudden retirement plans.

Network analysis

The technique of "breaking down a complicated project's data into its elements (actions,
events, durations, etc.) and displaying them to highlight their interdependencies and
interrelationships" is characterized as network analysis (Senthilnathan, 2012).

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It is a system that analyzes project activity to plan projects. Projects are divided into distinct
tasks or activities that are organized in a logical order. It is also chosen which jobs will be
completed concurrently and which will be completed sequentially. The network analysis
technique is the basis for numerous particular analytical approaches employed anytime it is
essential to examine and improve a network. These techniques are used in project
management, shipping, and transportation.

Critical Path Analysis

“Critical Path Analysis (CPA) is a project management approach that outlines each essential
job required to accomplish a project.” It entails determining the time needed to complete each
activity and the interconnections of each operation with others (Senthilnathan, 2012). CPA
also referred to as the critical path approach, is used to establish a realistic project deadline
and monitor its progress. At the core of the CPM, the technique is creating a model that
comprises a list of all activities necessary to finish the project, the time required to complete
each training, the relationships between the operations, and logical endpoints. CPM
determines the earliest and latest times that each scheduled activity may begin and end
without the project being delayed.

Figure 1:CPA

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Workflow

Workflow is the process of creating, executing, and managing business processes by passing
tasks, information, and documents from one employee to another for action based on a
collection of business process management principles. It involves one or more individuals
working together to change materials, information, or services. Workflow is crucial because
it provides frequent perspectives into what is happening inside Mifco processes, the
individuals engaged, and an idea of how well Mifco business meets its goals.

3.2 SMART objectives

Its objectives define the goals of a company. These should be related to "organizational
strategy" and align with the "company's vision, mission, and values.” The corporate,
departmental, institutional, group, and personal objectives could all be defined. Managers and
leaders should keep the goal-setting procedure appropriate since poorly written goals may
cause misunderstanding or lead individuals, groups, or the entire business wrong.
Establishing targets may appear frightening, although this is not always the truth. It could be
as simple as meeting organizational goals and discussing strategies to achieve them. 

The “SMART acronym is a tool to assist organizations and people in setting successful and
productive goals. Specific and quantifiable goals define the success of a project or effort.
Achievable and realistic goals engage and encourage people. Time-bound goals guarantee
that all stakeholders agree on time frames for achieving goals” (Farnsworth, et al., 2019).

According to (Locke & Latham, 1991), developing SMART objectives gave people desire
and empowerment, which was essential for ensuring that the goals were achieved. It is an
efficient way of setting and achieving organizational goals. Employing them to structure
business objectives will assist Mifco in generating more straightforward, more achievable
aims for and tracking Mifco’s performance towards people.

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Specific Well-defined, unambiguous, and well-
defined.
Measurable With specified criteria that track your
progress toward achieving the objective
Achievable Attainable and not insurmountable.
Practical Achievable, realistic, and pertinent to your
life's purpose
Timely A cleared timeframe includes a start date and
an end date. The goal is to generate a sense
of urgency

Figure 2:SMART goals

Figure 3:SMART goals for Mifco

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Chapter 4 : Conclusion

The managing business operations to accomplish outcomes assignment has been developed to
emphasize the significance of managing business operations to achieve the desired outcomes.
The Mifco of an organization is considered, as well as the interrelationships between its
different business activities. Various proposals for own planning are being explored. Several
systems are devised and deployed to improve organizational performance —multiple
challenges influence business processes inside the company environment. Within the context
of commercial operations, functions and processes are inextricably linked. The organization's
purpose and vision statements address the interdependence of the roles and processes. The
organization may achieve its aims by incorporating its vision and mission statements into its
activities. Quality is involved in several business operations. The rate may be increased via
business operations by reducing risks. Mifco may minimize turnover and boost customer
satisfaction by implementing suitable performance standards.

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alvernia.edu, 2014. Business Management: 4 Types of Planning. [Online]

Available at: https://online.alvernia.edu/articles/types-of-planning/

Beemaraj, R. K. & Prasath, A., 2018. SIX SIGMA CONCEPT AND DMAIC
IMPLEMENTATION. nternational Journal of Business Management & Research (IJBMR) ,
3(2).

Bhaskar, H. L. & Singh, R., 2014. Business process reengineering: a recent review. Global
journal of business management.

Farnsworth, D., Jennifer L. Clark, Cothran, H. & Wysocki, A., 2019. Developing SMART
Goals for Your Organization1. [Online]
Available at: https://edis.ifas.ufl.edu/pdf/FE/FE57700.pdf

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Hodiashchev, M., 2017. THE MANAGEMENT OF BUSINESS ACTIVITY OF
ENTERPRISES: SCIENTIFIC AND ECONOMIC ANALYTICS. Baltic Journal of
Economic Studies.

Konnully, J. G., 2014. Functions of Management.

Locke, E. A. & Latham, G. P., 1991. A Theory of Goal Setting & Task Performance. The
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Mifco, 2022. About Us. [Online]

Available at: https://mifco.mv/about

Ogolo, J., 2019. PLANNING AS A MANAGEMENT FUNCTION IN BUSINESS

ORGANISATIONS. AFRICAN BUSINESS AND FINANCE JOURNAL.

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Available at: DEFINITION

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Senthilnathan, S., 2012. Network Analysis: Part 1 – An Introductory Note. SSRN Electronic
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