The paper "Industrial Relations Commission" is a great example of a Management Assignment. Strategic planning enables an organization to make informative decisions or choices by taking a long term view of its intended achievements. A strategic plan is established on a detailed analysis of the organization’ s current structure, governance, and resources. Through this analysis, an organization is able to determine the aspects that must change in order to realize its objectives (“ Organizational Development: Strategic Planning” 2012). On the other hand, operational planning involves short-term methods of attaining an organization’ s goals (“ The difference between an operational plan and strategic plan” 2012).
The below table shows the difference between strategic and operational planning: An overview of the organization’ s strategic and operational plans, in relation to the industrial relations strategies/ policiesWine Grape Growers Australia (WGGA) strategic plan for the year 2013 to 2017 involves the following aspects: Mission statement: to be an effective sponsor of the national level for the welfare of Australia’ s wine grape growers. Therefore, the organization’ s mission is to establish a profitable national wine grape industry that is respectable due to its accountable, quality and innovative products.
This is in relation to the industrial relation’ s policy to implement employee welfare needs. This is as outlined in Chapter 2, Part 5 of Australia’ s Industrial Relations Advisory Committee Report dated 2011 to 2012 (“ Wine Grape Growers Australia” 2012). The key functions of the organization are: to represent the interests of the Australian wine grape growers and to provide benefits such as profitability and sustainability to them. Additionally, WGGA provides effective advocacy on behalf of the wine grape growers. This is in terms of providing market access, biosecurity, environmental and national standards jurisdictions.
Another function is to conduct research, development, education, and programs. These increase product knowledge, innovation, and profitability to the wine grape growers. WGGA also provides corporate governance by planning and applying annual funds effectively. The status of the wine grape growers is also uplifted when WGGA builds industrial relations with the wine sector. Member information service is facilitated by publishing information relating to wine grape production and marketing. WGGA also provides effective two-way communication with the wine grape growers. Finally, WGGA represents the winegrowers through adequate membership and funding and employment of consultants and other professionals necessary to undertake the association’ s objectives (“ Wine Grape Growers Australia” 2012).
These functions are related to the functions of the Australian Industrial Advisory. The organization’ s committee establishes and maintains a positive relationship between the winegrowers and the state government (“ Industrial Relations Advisory Committee: Annual Report” 2012). The committee also formulates and implements policies that affect employee relations and employment within the state. It protects the winegrowers from exploitative taxation, market restrictions, market access restriction and threats regarding vine disease.
It also provides adequate funding to the wine sector. The committee responds to environmental, technological and regulatory changes that affect wine growing, manufacturing and packaging. It aims at meeting the modern values that surround environmental and social responsibility and to highlight the achievements of the wine sector to the media, the public and the politicians (“ Winemakers’ Federation of Australia” 2012). The following are the strategic objectives for WGGA: to provide policy and advocacy in matters relating to national importance to the wine grape growers; to address major national matters that affect the economic, environmental and social wellbeing of wine grape growers; to build relationships and advocacy for the needs of wine grape growers and provider outcomes that can address these needs; to provide the stakeholders with effective two-way communication about industrial matters and WGGA activities; to establish the capacity to represent national wine grape growers on the national and international front; to maintain operative corporate governance in WGGA (“ Australian Wine Industry: Task Force Review of National Organisational Structures” 2012).
In order to achieve the strategic objectives, WGGA’ s has established the following operational plans for the year 2012 to 2013: To confirm and convene three meetings with the Australian Grape and Wine Policy Forum (WFA); to initiate and document a set of policies regarding the interest of wine grape growers; to represent the wine grape growers in major events such as ABARES Outlook among other conferences and to make use of cost-of-production modeling in order to promote advocacy overview of the organization’ s strategic and operational plans, in relation to the industrial relations strategies/ policies