Details of Assessment
Term and Year 4, 2017 Time allowed 7 Weeks
Assessment No 1 Assessment Weighting 100%
Assessment Type Individual Assessment: Workplace Scenario
Due Date Week 7 Room TBA
Details of Subject
Qualification BSB61015 Advanced Diploma of Leadership and Management
Subject Name Leadership
Details of Unit(s) of competency
Unit Code (s) and Names BSBMGT605 Provide leadership across the organisation
Details of Student
College Student ID
Student Declaration: I declare that the work submitted is my own, and has not been copied or plagiarised from any person or source. Signature: ___________________________
Details of Assessor
Assessor’s Name Robert Cutuli / Nadia Chowdhury
0 Competent 0 Not Yet Competent
Marks / 100
FEEDBACK TO STUDENT
Progressive feedback to students, identifying gaps in competency and comments on positive improvements:
Student Declaration: I declare that I have been assessed in this unit, and I have been advised of my result. I am also aware of my right to appeal and the reassessment procedure.
Date: ____/_____/_____ Assessor Declaration: I declare that I have conducted a fair, valid, reliable and flexible assessment with this student, and I have provided appropriate feedback
0 Student did not attend the feedback session.
Feedback provided on assessment.
Purpose of the Assessment
The purpose of this assessment is to assess the student in the following learning outcomes: Competent
(C) Not Yet Competent
1.1. Clarify objectives, values and standards in accordance with organisation’s strategic direction
1.2. Establish linkages between organisational objectives, values and standards and the responsibilities of relevant groups and individuals
1.3. Ensure media and language used is appropriate to individuals and group circumstances
1.4. State clear expectations of internal groups and individuals and explain in a manner which builds commitment to the organisation
1.5. Address expectations of the organisation
1.6. Investigate incidents promptly and communicate results clearly to relevant groups and individuals
2.1. Build trust, confidence and respect of diverse groups and individuals, through positive role modelling, and effective communication and consultation
2.2. Embrace, resource and effectively implement improvements to organisational and workplace culture
2.3. Demonstrate understanding of the global environment and new technology in work activities
2.4. Ensure actions convey flexibility and adaptability to change and accessibility
2.5. Ensure consultation and participation in decision making occurs with relevant groups and individuals where appropriate
2.6. Ensure decision making takes into account needs and expectations of both internal and external groups
2.7. Ensure decision making occurs in accordance with risk management plans for all options, and within appropriate timeframes
2.8. Ensure that the organisation is represented positively in the media and community
3.1. Assign accountabilities and responsibilities to teams consistent with their competencies and operational plans
3.2. Ensure teams are resourced to allow them to achieve their objectives
3.3. Empower teams and individuals through effective delegation and support for their initiatives
3.4. Create and maintain a positive work environment
3.5. Encourage teams and individuals to develop innovative approaches to the performance of work
4.1. Model ethical conduct in all areas of work and encourage others to adopt business ethics
4.2. Adapt appropriate interpersonal and leadership styles to meet particular circumstances and situations
4.3. Set and achieve personal objectives and work program outcomes
4.4. Ensure self performance and professional competence is continuously improved through engagement in a range of professional development activities
4.5. Participate regularly in industry/professional networks and groups
Assessment/evidence gathering conditions
Each assessment component is recorded as either Competent (C) or Not Yet Competent (NYC). A student can only achieve competence when all assessment components listed under “Purpose of the assessment” section are recorded as competent. Your trainer will give you feedback after the completion of each assessment. A student who is assessed as NYC (Not Yet Competent) is eligible for re-assessment.
Resources required for this Assessment
• Computer with relevant software applications and access to internet
• Weekly eLearning notes relevant to the tasks/questions
Instructions for Students
Please read the following instructions carefully
• This assessment has to be completed 1 In class 0 At home
• The assessment is to be completed according to the instructions given by your assessor.
• Feedback on each task will be provided to enable you to determine how your work could be improved. You will be provided with feedback on your work within two weeks of the assessment due date. All other feedback will be provided by the end of the term.
• Should you not answer the questions correctly, you will be given feedback on the results and your gaps in knowledge. You will be given another opportunity to demonstrate your knowledge and skills to be deemed competent for this unit of competency.
• If you are not sure about any aspects of this assessment, please ask for clarification from your assessor.
• Please refer to the College re-assessment for more information (Student Handbook).
TABLE OF CONTENTS
TASK 1. Presentation on objectives, values, standards and responsibilities
TASK 2. State clear expectations of internal groups and individuals
TASK 3. Communicating expectations
TASK 4. Investigate incidents promptly and communicate results
TASK 5. Outline the legislation, regulations, standards, relevant codes
TASK 6. Build trust, confidence and respect of diverse groups and individuals
TASK 7. Outline consultation methods
TASK 8. Embrace, resource and effectively implement improvements to organisation
TASK 9. Understanding risks in technology implementation & risk management plan
TASK 10. Ensure actions convey flexibility and adaptability using leadership styles
TASK 11. Provide job and role delegation to ensure appropriate decision making
TASK 12. Use Training Needs Analysis to clarify accountabilities and responsibilities
TASK 13. Empower teams and individuals through effective delegation and support
TASK 14. Set work program outcomes through Professional Development Plan
TASK 15. Use PITCH to communicate appropriate interpersonal and leadership styles
TASK 16. Use presentation to ensure that the organisation is represented positively in the media and community and use leadership style to model and encourage ethical conduct in all areas of work
APPENDIX 1 (Links to templates and external resources)
APPENDIX 2 (Task 1 Presentation Slides)
APPENDIX 3 (Task 16 Presentation Slides)
The learner is required to update and adjust the page numbers and topics based on the amount of their content and the responses made to each task.
There are several scenarios and 16 TASKS in this assessment. The assessment consists on multiple scenarios that are based on workplace situations. You will have to respond to all the tasks by demonstrating your skills and knowledge and within the assessment guidelines and requirements. In some tasks there are templates, forms and tables, which you will have to complete in order to ensure you demonstrate the skills and knowledge to perform the tasks of the particular leadership role.
Additional instructions as follows:
• TASK 1 requires an electronic presentation and slides as evidence. Further details mentioned within the task. (10 marks)
• TASK 2, TASK 3, TASK 4, TASK 5, TASK 6, TASK 7, TASK 8, TASK 9, TASK 10, and TASK 11 has equal marks. (Each carries 4 marks. Total 40 marks)
• TASK 12, TASK 13, TASK 14 and TASK 15 requires a role-play session where all the four tasks are to combine within the role-play. Your co-learner can be your partner for the role-play session. You must also submit role-play scripts for all four sessions as evidence. (Each carries 10 marks. Total 40 marks)
• TASK 16 requires an electronic presentation and slides as evidence. Further details mentioned within the task. (10 marks)
ORGANISATIONAL CONTEXT AND BACKGROUND INFORMATION
You have been the senior manager of a large local government organisation (City Council) for a couple of years and have established good relationships and communications with internal and external stakeholders. The organisation is positively represented in the media and the community, and is a trusted company with a good reputation. Very recently you have hired Jane, as your assistant manager to help assist you with the leadership role that you have. Part of the plan for hiring Jane is also to develop more leaders within your department so that you can concentrate on more strategic matters of the department. The organisation has some strategic vision and values that employees have to align with and embrace. The following is the vision and values of the organisation.
Our vision statement helps us strive together towards a goal that we all share, whilst inviting us to consider who we can be as an organisation. We already know that we are a great organisation and we are well on our way to becoming an even better and more efficient organisation. Our vision for the future is to reach the “top 5 council organisations in Sydney that collaborate and innovates”.
• We care about our customers and community
• We act with Integrity
• We work as one team
• We are committed to safety for everyone
• We continuously improve with new innovations
Our Values reflect who we are as individuals and as an organisation. They serve as a compass for our actions and are the guiding principles with which we carry out our duties. At Council, we are committed to recruiting new employees who live, breathe and embody our Values.
TASK 1: Prepare a presentation for inducting new employees (who are from diverse background) to the organisation. Your presentation should be brief and should not exceed more than 10 slides. The presentation must state:
• Vision, objectives and values of the organisation
• How the employees should assist in reaching those organisational goals
• What you expect from all new employees
• What they are entitled to do and what they should not do (based on your workplace culture)
• How you will help them and assist them as a leader
Submit the presentation slides and attach them as APPENDIX 2.
Jane is newly employed as an Assistant Manager who has to manage an existing services team at a large local government department. Being new to the organisation, Jane must become familiar with the expectations of her new employer and with the key objectives of her team as a priority.
Jane has inherited a team that was dissatisfied with the previous Assistant Manager, who was described as a controlling person who withheld information from the team and took credit for their ideas. As a result many team members feel disillusioned and the team is consistently underperforming (it is not meeting operational objectives).
Jane’s new team is diverse. Team members’ cultural backgrounds, age, education and skills levels vary widely. Jane needs to develop strategies to build the team’s commitment to their set objectives so the team can start to succeed and grow.
On Jane’s first day, one team member tells Jane there is an unresolved incident that she needs to deal with. A customer slipped and fell when paying a bill in the reception area and as this is part of Jane’s team, she now needs to deal with the incident. The incident occurred two weeks ago when the team was in transition between leaders and follow-up has not occurred.
Jane reviews the WHS policies and procedures, and finds that the organisation doesn’t have a comprehensive procedure for investigating and reporting incidents in its administration areas. There is a template for recording the incident’s basic details and an incident register that is kept in the human resources unit. The health and safety representative for Jane’s area is on long-service leave. The WHS policy merely states:
Incidents are defined as any event that causes injury, potential injury or may be classified as a ‘near miss’. All incidents shall be recorded in the incident register, which must be readily accessible.
TASK 2: Suggest a communication strategy for Jane to review the organisation’s objectives with her team.
TASK 3: Jane needs to prepare an electronic presentation to her new team to communicate expectations in a way that builds commitment. Provide an outline of the points Jane should include in her presentation.
TASK 4: Jane is to develop an incident investigation and reporting procedure that incorporates the assessment and treatment of risks to injury in the workplace. What should she include?
TASK 5: Outline the legislation, regulations, standards, codes or bylaws that Jane needs to abide by in resolving all incidents or workplace related issues such as employment laws, employment standards, employee performance, work safety, diversity & discrimination, information privacy, and environmental regulations. Explain and guide her why she needs to clearly understand them for her leadership role.
LIST OF LEGISLATION, REGULATIONS, CODES AND STANDARDS
GUIDANCE TO JANE:
Jane has been working in her new job as a team leader in a local government department for two months. She is working towards building a positive team environment and culture but there is still a long way to go. Jane strives to be a positive influence and role model by sharing information, helping and assisting team members, supporting team members with resources and information and also encouraging discussion and team work. Jane has been informed by senior management that the long-awaited and much-dreaded computer system upgrade is to be implemented in her department in the next three months. This is because the organisation wants to update with new technologies.
She is asked to provide feedback and decide which of the two proposed systems will suit her department’s activities better: option one is the PRO356 and option two is the LXS841 system. As well, Jane needs to develop a risk management plan for senior management covering the introduction of the new system for her department. Jane is concerned about how her team will respond to the IT changes. Jane has turned to you as her mentor for support. Read the questions below and provide some strategies for Jane that address the needs outlined in each question.
TASK 6: List and explain any four actions that Jane can take to ensure she has the trust and confidence of the team.
TASK 7: Outline any four methods Jane could use to effectively include and consult with her team about the proposed changes.
TASK 8: List three resources/considerations Jane will need to take into account to ensure the new computer system can be implemented successfully.
TASK 9: Identify the potential risks and risk management strategy for Jane in her implementation of the new system.
POSSIBLE RISKS RISK MANAGEMENT STRATEGY
TASK 10: What leadership style/s (Autocratic, democratic, Situation or transformational) should Jane demonstrate to effectively promote the change? Explain your reasoning based on the situation.
Jane has now worked in the local government department as a team leader for six months. Her team is beginning to work more effectively together. Jane’s objective is to continue to develop her team members so they feel empowered and encouraged to suggest new and innovative ways of working.
A key strategy to further develop the team is through increasing team members’ responsibilities. This will provide training and development opportunities for the team. Jane needs to consider how to delegate so she can assign new tasks to team members. She identifies three team members who have expressed an interest in taking on more responsibilities. Jane begins to delegate tasks to these three team members.
Gill is the currently the team’s administrative assistant and is interested in managing the budgets. She is also keen to undertake further studies in managing finances. Dephti is interested in marketing and wants to become involved in the marketing strategy. Mai currently does data entry but is more interested in customer service and sales.
Read the questions below and provide some strategies for Jane that address the needs outlined in each question.
TASK 11: Outline the steps in delegation that Jane should follow.
TASK 12: Jane needs to conduct a training needs analysis for the team members to ensure they can take on increased responsibilities and new tasks, as well as develop a training plan to address gaps. As a leader you participate and provide support to Jane so that she can conduct a training needs analysis and develop recommendations to address gaps for Gill, based on the following template. To complete this template use one of your co-workers to act this role-play as Gill while you be the manager who is Jane. This is the first section of the role-play. Attach a script after the template.
TRAINING NEEDS ANALYSIS (TNA) TEMPLATE
TNA DONE BY:
Major tasks of position Training/skills development required? If yes, identify what training needs exist How will this be achieved?
(eg on the job, external training) When? Who to organise?
insert major tasks of position 0
insert training needs, if any insert how this will be achieved
eg on the job, external training insert when insert who is going to deliver the training
What do we want to achieve in the period ahead?
Where do you/we see your career progressing in the next two years?
How are we going to make this happen?
What will you need from the company to help you to reach your career goals?
TASK 13: Outline how Jane can support her team to complete their delegated tasks. To complete this task use one of your co-workers to act this role-play as Jane while you be the manager. This is the second section of the role-play. Attach the role-play script inside the textbox below.
Jane has been a team leader in a local government department for 12 months now. Her key achievements during that time have included changing the culture of her team to one that takes pride in achievement, implementing the new computer system and facilitating positive work relationships. Jane reflects on the skills she still needs to develop and identifies the following list:
• Increase knowledge of leadership strategies
• Increase knowledge of industry best practice
• Represent the organisation at industry seminars and conferences
• Develop more business networks
• Improve negotiation skills
• Increase knowledge of IT communication systems such as video conferencing
• Improve skills in conducting performance reviews
Read the questions that follow and provide some strategies for Jane that address the needs outlined in each question.
TASK 14: Consider three professional development opportunities for Jane in the next 12 months. Prepare a learning and development plan based on the following template for Jane to improve her knowledge and skills. To complete this task use one of your co-workers to act this role-play as Jane while you be the manager. This is the third section of the role-play. Attach a script after the template.
Individual Professional Development Plan
TIMEFRAME Personal goals: (Optional)
(e.g. May be planning retirement, may be wanting to develop new skills, change careers, major changes to personal life etc) Professional goals:
(e.g. Positional goals, gaining further qualifications, Memberships of Boards, Professional Associations etc)
Next 12 months
Planned Activities for reaching personal goals Planned Activities for reaching professional goals
Next 12 months
TASK 15: Develop a three minute PITCH to encourage and explain Jane the benefits of participating regularly in business networks. To complete this task use one of your co-workers to act this role-play as Jane while you be the manager. This is the fourth and last section of the role-play.
Statement of business ethics
The purpose of this Statement of Business Ethics is to raise private sector awareness of public sector values. It is critical that Council and its private sector contractors, suppliers, consultants, tenderers or business partners have mutual expectations of the relationship. This Statement defines the principles of conduct that are expected of both parties in order to ensure the integrity and professionalism of both organisations is enhanced and is a statement of Council’s values and systems of accountability.
The Council is committed to ethical business practices based on public duty principles. Council’s business principles are as follows:
• All procurement is conducted on the basis of value for money
• All business relationships with external parties will be transparent
• Procurement and appointment decisions will be based on merit and will be impartial and will not take extraneous issues into account
• Council procurement decision making processes will be open (where practicable) and accountable.
Value for money means an estimate of the worth or desirability of the goods or services offered. This can include such factors as initial cost, whole of life cost, quality, the extent to which the goods or services meet the specified requirements and also social and environmental responsibilities. Transparency means visible and verifiable confirmation of the integrity of the purchasing process and compliance with relevant legislation and adopted Council procedures. Impartiality means the purchasing process must be undertaken in a fair, objective, consistent and businesslike manner, leading to improved performance and cost effective methods of doing business for Council. It does not mean pleasing everyone. We strive to be impartial by ensuring that our processes are appropriate.
TASK 16: Prepare a meeting presentation that you plan to deliver to your department (that includes Jane, other team leaders and other team members) in regards to business ethics and employee ethical conduct. Your presentation slides must not exceed more than 10 slides and must cover the following topics:
• What is business ethics?
• State your own personal beliefs to your staff members.
• Why our organisation needs to be ethical?
• What do you expect from the council staff members?
• What are the expectations of contractors and other business partners?
• Develop and mention your rules and policies to Incentives, gifts, benefits, hospitality, meals, travel & accommodation.
• Explain your staff members what conflict of interest is and how they are supposed to avoid such situations.
Submit the presentation slides and attach them as APPENDIX 3.
MARKING RUBRIC FOR ALL TASKS (for trainer use only)
The assessor needs to use judgment in providing marks for the tasks based on learner performance.
TASK NO. MARK ALLOCATED MARK RECEIVED
TASK 1 10
TASK 2 4
TASK 3 4
TASK 4 4
TASK 5 4
TASK 6 4
TASK 7 4
TASK 8 4
TASK 9 4
TASK 10 4
TASK 11 4
TASK 12 10
TASK 13 10
TASK 14 10
TASK 15 10
TASK 16 10
ROLE-PLAY ASSESSING RUBRIC (for trainer use only)
The Trainer is to assess the learner’s performance in TASK 12, TASK 13, TASK 14 and TASK15 using the role-play Checklist provided below.
DID THE CANDIDATE C NYC
Identify some areas of training & development for the staff member? ? ?
Discuss the TNA (Training Needs Analysis) questions with the staff member? ? ?
Outline on ideas to the staff member for supporting a team to complete their delegated tasks? ? ?
Identify and explain three professional development opportunities for the staff member in the next 12 months? ? ?
Prepare a learning and development plan for the staff member while discussing? ? ?
Deliver a three minute PITCH to encourage and explain the staff member on the benefits of participating regularly in business networks? ? ?
PRESENTATION 1 – TASK 1 – ASSESSING RUBRIC (for trainer use only)
The Trainer is to assess the learner’s performance in TASK 1 using the assessing rubric provided below.
DID THE CANDIDATE C NYC
State the Vision, objectives and values of the organisation? ? ?
Clearly explain how the employees should assist in reaching those organisational goals? ? ?
State what he/she expects from all new employees? ? ?
What they are entitled to do and what they should not do (based on your workplace culture)? ? ?
Explain the new staff members on how he/she will help them and assist them as a leader? ? ?
PRESENTATION 2 – TASK 16 – ASSESSING RUBRIC (for trainer use only)
The Trainer is to assess the learner’s performance in TASK 16 using the assessing rubric provided below.
DID THE CANDIDATE C NYC
Explained what is business ethics to the audience?
State his/her own personal beliefs to your staff members?
Illustrate why the organisation needs to be ethical?
Explain what he/she expects from the council staff members?
Explain what he/she expects from contractors and other business partners? ? ?
Develop and mention the house rules and policies to Incentives, gifts, benefits, hospitality, meals, travel & accommodation? ? ?
Explain the staff members what conflict of interest is and how they supposed to avoid? ? ?
Links to further resources, theory, guides and templates
1. Develop a good presentation – https://business.tutsplus.com/tutorials/creative-presentation-ideas–cms-27281
2. Pith and Presentation templates – https://slidebean.com/presentation-templates/
3. Institute of Business Ethics (Resources on Business Ethics) – http://www.ibe.org.uk/resources-and-codes-of-ethics/52/52
4. Further links to business ethics – http://www.ethicssage.com/ethics-resources.html
5. How To Delegate The Right Tasks To The Right People – https://www.briantracy.com/blog/leadership-success/how-to-delegate-the-right-tasks-to-the-right-people-effective-management-skills-for-leadership-success/
6. How to delegate (with pictures) – http://www.wikihow.com/Delegate
7. Forbes (How to Delegate More Effectively in Your Business) – https://www.forbes.com/sites/martinzwilling/2013/10/02/how-to-delegate-more-effectively-in-your-business/#7870fcd469bc
8. Training Needs Analysis (TNA) Guide – http://www.skillnets.ie/sites/skillnets.ie/files/imce/u7/tna_guide_2013.pdf
9. Risk Matrix – http://www.jakeman.com.au/media/whats-right-with-risk-matrices
10. How to conduct risk analysis and use the Risk Assessment Matrix – http://www.brighthubpm.com/risk-management/88566-tool-for-assessing-project-risk/
11. Australian Leadership Foundation (LEADERSHIP TOOLS) – http://leadership.org.au/resources/leadership-models-tools/
12. Leadership styles: Understanding and using the right one – https://www.informa.com.au/insight/leadership-styles-understanding-and-using-the-right-one-for-your-situation/
13. 5 Ways top project managers allocate their resources – hhttps://blog.resourceguruapp.com/5-ways-top-project-managers-allocate-their-resources/
14. FAIRWORK Ombudsman (Consultation and cooperation in the workplace, Best Practice Guide) – https://www.fairwork.gov.au/how-we-will-help/templates-and-guides/best-practice-guides/consultation-and-cooperation-in-the-workplace
Attach TASK 1 slides here.
Attach TASK 16 slides here.
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