For an operations manager to be more effective in his organisation to carry out functions and the duties required to operate the business effectively, it is essential to pass on authority to his management team to purse certain activities. The process of delegation for the operations manager is one of the major functions of effective management.The process of delegation relives the operations manager from involvements in the day to day detail running of particular activities involved in his business operation but not absolves the operations manager from the responsibility of ensuring that the duties of his delegated are correctly and efficiently performed.It is necessary to delegate at every level of management and supervision delegation has to take place, either because of the need for specialist knowledge which the delegator does not process or because of the amount of work the operation manager has to perform and because of the physically impossible by the huge volume of work load. Forecasting According to Eyre 0Forecasting is normally done for two periods, short-range and long-range.Both are necessary if the operations manager is to be successful in achieving its objectives in the long term and so can formulate plans for such achievements. Short-range forecasting helps the operations manger to be reasonably accurate and can be seen rather as a prediction than as a statement of probability.

It can also be seen that the shorter the term involved the more accurate the forecast is likely to be a forecast for a week ahead in a very high percentages of cases will be absolutely accurate for a year ahead the chances of variance are much greater.The source of information and data that the operations manger uses for short- range forecasting are partly internal and partly external. The information which the operations manager base short- range forecasts is that of the achievement of the actual achievement of the organisation for the previous year such as sales, production, covers of restaurant, occupancies and so on, activities should have been analysed data in the organisation records such as sales and trends for each area of the business.

The probable cash-flow requirements as suggested by management financial polices, the probability of bringing new and more efficient machinery into use as determined by managementi s capital investment polices. The cost of labour per product unit and the trend show by the records. Any forecasts for a period in excesses of a year may be said to be long-range forecasts and generally accepted a such, through periods of between one and three years.