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SHRM content areas

Discussion topics continue to address SHRM content areas related to HRD. Unit 5 continues with Performance Management. While performance management and performance appraisal are often confused, they are not the same. Performance management takes a broad view of activities intended to improve individual and organizational performance. This includes determining expectations, measuring employee action and results and coaching. The intent is to link individual’s work to attain organizational goals. Performance appraisals are a focused assessment of an employee’s performance within a set time parameter. Employees are measured against expectations resulting in decisions related to organizational talent and decisions. A performance appraisal typically involves the utilization of rating tools and forms followed by a formal conversation between an employee and their manager. Performance management, particularly performance appraisals, are being eliminated by many high profile organizations (Accenture, Adobe, Microsoft, and GE). Studies have indicated that only 30% of workers think that their organization’s performance management helps to improve the organization’s performance. Less than 40% described their organization’s performance management as having clear performance goals or honest feedback. Some SHRM professionals have suggested that organizations rid themselves of traditional performance management due to its negative impact on organizational performance. The SHRM report, Performance Management that Makes a Difference, also reports that a Deloitte study of its own performance management discovered that performance management took two million employee hours to set performance goals, submit evaluation forms and to participate in performance reviews. Further, the technology required to support the Deloitte performance management process was calculated to be many thousands of dollars. The study indicated that the organizational cost was not work the organizational benefit. Too often, performance management is not done well, the discussion topic for this unit is intended to help you better understand performance management and what is involved in actualizing its potential. Topic 1: SHRM Content Area (Performance Management) Figure 1 in the SHRM effective practice article, Performance Management, provides an overview of the performance management process. Put that performance management process into your own words. What are some possible outcomes from effective performance management? Using an organization, you have worked with, how would you assess their application of the Performance Management process? What success has that organization had with possible positive performance management outcomes? What recommendations would you make to improve their performance management practice?

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Performance management process

This paper outlines the performance management process, highlights some possible outcomes from effective performance management and also has a brief case study of performance management at an organization the author worked at.

Performance management process

Performance management process involves performance planning, ongoing feedback, employee input, performance evaluation and performance review. Performance planning involves setting performance expectations with regard to behavior and results (Pulakos, 2004). Behavior involves the modus operandi with regard to such issues as communication, collaboration and consideration. Results should be tied to personal and professional goals. The behaviors and results should align to organization’s goals, objectives and strategies. Managers and employees should continuously discuss the behavioral and results performance, with the discussions involving ongoing two-way feedback (Aguinis, 2019).  Whereas feedback is mandatory for poor or exceptional performance, it is necessary that there be periodic feedback about the employees’ contributions and achievements. Informal, daily feedback has been found to be effective in enhancing performance.

Employee input involves the employee stating their major accomplishments as well as self-rating on various job aspects. It is important in enhancing employee ownership and acceptance, highlighting their behavior and results, as a basis for formal appraisal as well as remuneration and promotion decisions and it also enhances communication and understanding between managers and employees (Pulakos, 2004). Performance evaluation involves evaluating the behaviors and results of the employees. Competency models are usually used to evaluate the behaviors against organizational goals and strategies. The models articulate competencies and associated behaviors key for positive organizational outcomes, forming the…………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………….. SHRM content areas ……………………

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SHRM content areas related to HRD. Unit 5 continues with Performance Management

 The Unit 5 discussion topics continue to address SHRM content areas related to HRD. Unit 5 continues with Performance Management. While performance management and performance appraisal are often confused, they are not the same. Performance management takes a broad view of activities intended to improve individual and organizational performance. This includes determining expectations, measuring employee action and results and coaching. The intent is to link individual’s work to attain organizational goals. Performance appraisals are a focused assessment of an employee’s performance within a set time parameter. Employees are measured against expectations resulting in decisions related to organizational talent and decisions. A performance appraisal typically involves the utilization of rating tools and forms followed by a formal conversation between an employee and their manager. Performance management, particularly performance appraisals, are being eliminated by many high profile organizations (Accenture, Adobe, Microsoft, and GE). Studies have indicated that only 30% of workers think that their organization’s performance management helps to improve the organization’s performance. Less than 40% described their organization’s performance management as having clear performance goals or honest feedback. Some SHRM professionals have suggested that organizations rid themselves of traditional performance management due to its negative impact on organizational performance. The SHRM report, Performance Management that Makes a Difference, also reports that a Deloitte study of its own performance management discovered that performance management took two million employee hours to set performance goals, submit evaluation forms and to participate in performance reviews. Further, the technology required to support the Deloitte performance management process was calculated to be many thousands of dollars. The study indicated that the organizational cost was not work the organizational benefit. Too often, performance management is not done well, the discussion topic for this unit is intended to help you better understand performance management and what is involved in actualizing its potential. Topic 1: SHRM Content Area (Performance Management) Figure 1 in the SHRM effective practice article, Performance Management,  provides an overview of the performance management process. Put that performance management process into your own words. What are some possible outcomes from effective performance management? Using an organization, you have worked with, how would you assess their application of the Performance Management process? What success has that organization had with possible positive performance management outcomes? What recommendations would you make to improve their performance management practice?

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What areas of the business are most at risk for fraud

 Fraud.Ex

Assignment.

Please read attached case and answer:

Questions

1. What areas of the business are most at risk for fraud?

2. Identify any symptoms of fraud that appear to exist at the doughnut shop.

3. What steps could be taken to reduce opportunities for fraud?

Instructions:

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What areas of law are pertinent to this case study? Describe what the identified areas of law cover, and explain how they are relevant to the issues raised in the case study

BLAW1002 SEMESTER 2 2020 – ASSESSMENT 3: LEGAL CASE STUDY – SHORT QUESTION AND ANSWER (40 MARKS)
For this assessment, students are to apply the concepts taught in the law modules for the unit (modules 9, 10 and 11) to a case study (Commonwealth Bank of Australia: The Unwitting Mule) and answer four short answer questions. To best answer these questions, students may be required to research beyond the principles taught in the lectures and tutorials, and will be required to reference any external material that is used to form the substance of their answers.
In breaking down the marks that are available for this assessment, each question is worth 9 marks for a total of 36 marks for the content portion of the assignment. The remaining 4 marks are awarded for the use of referencing and the structure / presentation of assignment submissions. Students are to integrate a completed cover page (a template is provided on blackboard) into their assignment document and submit their assignment file in soft copy format to a turnitin link in blackboard. A hard copy version of your assignment is not required to be submitted to your lecturer or tutor.
Assessment Questions
Read the Commonwealth Bank of Australia: The Unwitting Mule case study and answer the following questions:
1. What areas of law are pertinent to this case study? Describe what the identified areas of law cover, and explain how they are relevant to the issues raised in the case study. (9 marks)
2. What is the business structure of the Commonwealth Bank of Australia (CBA)? What does this structure say of the duties that the bank’s directors owe to its stakeholders, and how have the directors breached those duties by allowing the conduct that is detailed in the case study. (9 marks)
3. Describe the regulatory responsibility of AUSTRAC in the context of this case. What changes (if any) to the scope of their responsibility were brought about by the findings of the 2018 Royal Commission into the Banking sector. (9 marks)
4. What business risks were ignored by the CBA executives, and what good governance and compliance practices could have been implemented to alleviate these risks? (9 marks)
Below is the marking rubric which will be used to grade your submission:
Question 1 – Relevant areas of law 0 – 2 marks
Very limited knowledge of topic with significant gaps between what was covered and what answer should have addressed.
Answer shows no conceptual understanding, or ability to apply those concepts in answering the question. 2 – 4 marks
Limited knowledge of topic and will not have discussed relevant points in much detail.
Answer shows a general lack of conceptual understanding, or ability to apply those concepts in answering the question.
4 – 5 marks
Reasonable knowledge of topic but may not have discussed all relevant points in answer, or what was discussed often lacks detail.
Demonstrates a
reasonable conceptual understanding and a sound ability to apply those concepts in answering the question. 5 – 7 marks
Good knowledge of topic but may not have discussed all relevant points in answer, or will have discussed all relevant points but will occasionally lack detail.
Mostly demonstrates a high level conceptual understanding and a very good ability to apply those concepts in answering the question. 7 – 9 marks
Comprehensive/detailed knowledge of topic with discussion of all relevant points in answer. Consistently
demonstrates an excellent conceptual understanding and an outstanding ability to apply those concepts in answering the question.
/
9
Question 2 –
Business
Structure of
bank 0 – 2 marks
Very limited knowledge of topic with significant gaps between what was covered and what answer should have addressed.
Answer shows no conceptual understanding, or ability to apply 2 – 4 marks
Limited knowledge of topic and will not have discussed relevant points in much detail.
Answer shows a general lack of conceptual understanding, or ability to apply those concepts in 4 – 5 marks
Reasonable knowledge of topic but may not have discussed all relevant points in answer, or what was discussed often lacks detail.
Demonstrates a
reasonable conceptual understanding and a sound ability to apply 5 – 7 marks
Good knowledge of topic but may not have discussed all relevant points in answer, or will have discussed all relevant points but will occasionally lack detail.
Mostly demonstrates a high level conceptual understanding and a very good ability to apply those concepts in answering the question. 7 – 9 marks
Comprehensive/detailed knowledge of topic with discussion of all relevant points in answer. Consistently
demonstrates an excellent conceptual understanding and an outstanding ability to apply those concepts in answering the question.
/
9
those concepts in answering the question. answering the question.
those concepts in answering the question.
Question 3 –
Regulatory responsibility of
AUSTRAC 0 – 2 marks
Very limited knowledge of topic with significant gaps between what was covered and what answer should have addressed.
Answer shows no conceptual understanding, or ability to apply those concepts in answering the question. 2 – 4 marks
Limited knowledge of topic and will not have discussed relevant points in much detail.
Answer shows a general lack of conceptual understanding, or ability to apply those concepts in answering the question.
4 – 5 marks
Reasonable knowledge of topic but may not have discussed all relevant points in answer, or what was discussed often lacks detail.
Demonstrates a
reasonable conceptual understanding and a sound ability to apply those concepts in answering the question. 5 – 7 marks
Good knowledge of topic but may not have discussed all relevant points in answer, or will have discussed all relevant points but will occasionally lack detail.
Mostly demonstrates a high level conceptual understanding and a very good ability to apply those concepts in answering the question. 7 – 9 marks
Comprehensive/detailed knowledge of topic with discussion of all relevant points in answer. Consistently
demonstrates an excellent conceptual understanding and an outstanding ability to apply those concepts in answering the question.
/
9
Question 4 – Business risks,
Good Governance and Compliance 0 – 2 marks
Very limited knowledge of topic with significant gaps between what was covered and what answer should have addressed.
Answer shows no conceptual understanding, or 2 – 4 marks
Limited knowledge of topic and will not have discussed relevant points in much detail.
Answer shows a general lack of conceptual understanding, or ability to apply those concepts in 4 – 5 marks
Reasonable knowledge of topic but may not have discussed all relevant points in answer, or what was discussed often lacks detail.
Demonstrates a
reasonable conceptual understanding and a 5 – 7 marks
Good knowledge of topic but may not have discussed all relevant points in answer, or will have discussed all relevant points but will occasionally lack detail.
Mostly demonstrates a high level conceptual understanding and a very good ability to apply those 7 – 9 marks
Comprehensive/detailed knowledge of topic with discussion of all relevant points in answer. Consistently
demonstrates an excellent conceptual understanding and an outstanding ability to apply those concepts in answering the question.
/
9
ability to apply those concepts in answering the question. answering the question.
sound ability to apply those concepts in answering the question. concepts in answering the question.
Referencing/Str ucture/ Presentation 0 marks
Cover page not included.
Incoherent writing style with structure not appropriate to short answer format. Recurrent grammar, formatting and spelling mistakes.
No in-text referencing or reference list provided. 1 mark
Cover page not included. Largely incoherent writing style with structure not appropriate to short answer format. Recurrent grammar, formatting and spelling mistakes. Either in-text referencing or reference list missing. 2 marks
Cover page may / may not have been included. Good writing style with structure appropriate to short answer format.
Inconsistent grammar, formatting and spelling applied. In-text referencing and reference list incomplete or contains errors. 3 marks
Cover page included. Very good writing style with structure largely appropriate to short answer format. Grammar, formatting and spelling mostly accurate. In-
text referencing and reference list provided that accords with Chicago referencing system. 4 marks
Cover page included. Fluent writing style with structure appropriate to short answer format. Grammar, formatting and spelling accurate
(little to no mistakes).
In-text referencing and reference list provided that accords with Chicago referencing system.
/
4
Referencing and appropriate acknowledgement of sources
Most often errors in referencing are incidental or clearly inadvertent. In the event of a level one incident of plagiarism occurring, a student may be contacted by the University and required to undertake further training or remedial work in relation to referencing. Where the lack of correct referencing appears to contravene the University policy on plagiarism, the student’s paper will be referred to the Unit Coordinator and dealt with according to University policy. This may amount to academic misconduct.
An important aspect of the University Plagiarism Policy is recognition that not all plagiarism incidents are intentional or involves cheating. If students are not learning as expected, they will be made aware of their difficulties and helped to improve. Those who deliberately choose to cheat by way of plagiarism, however, will be identified and dealt with accordingly.
Students are strongly advised to understand their responsibilities in relation to correct referencing and should consult the unit outline and the referencing information in the Learning Hub section of the Blackboard site.
Format of assignments
Assignments cannot be handwritten and must comply with the following format requirements. Those assignments, which do not conform to these requirements without prior agreement of the unit coordinator, will either be returned to the student unmarked or will have marks deducted:
Document type: Word or pdf (pdf preferred).
Font: Arial or similar font – no smaller than 12 point in size.
Pages: Numbered in top or bottom margin.
Spacing: Appropriate line spacing and paragraph spacing.
Margins: At least 2.5 cm top, left, right & bottom.
Labelling of assignment file: Should include student’s Curtin ID number, their first and last names, and the title of the assignment (BLAW1002 Assessment 3 – Legal Case Study).
Presentation
A well-presented assessment will consider and meet the following criteria:
• Cover sheet (located on Blackboard under the ‘Assessment’ tab) must be completed and integrated into your assignment document (The system will only allow you to submit one file so you won’t be able to submit your cover page and assignment document separately).
• Appropriate sentence structure.
• Correct grammar, spelling and punctuation.
• Paragraph size and breaks appropriate.
• Consistent format.
• Appropriate use of headings and sub-headings.
• Within acceptable word limit.
• Appropriate referencing and acknowledgment of sources.
Word Limit
The total assignment should be a minimum of 2,500 words and not exceed 3,000 words.
Please provide a word count on your cover sheet. A penalty of 10% will be imposed on assignments that exceed the word limit. Markers however, have the discretion as to whether to apply the penalty for an additional 100 words, provided the discussion remains relevant. The assignment will not be assessed if it exceeds 3,250 words and will result in a ZERO mark.
The word count does not include the following:
• cover sheet;
• in-text referencing;
• referencing list; and
• headings or sub-headings.
Submission of Assignment Document
Please read the submission process carefully. Students should understand that compliance with instructions in relation to an assessment task is critical. Students MUST be aware that non-compliance with submission instructions can result in a mark of ZERO.
All assignments must be submitted by Friday, 6 November 2020 by 1PM (WST), unless an extension for legitimate reasons has been granted by the unit cocoordinator prior to the deadline.
Students are required to submit their assignment to Blackboard through a link provided in the ‘Assessment’ folder titled ‘Assessment 3 – Legal Case Study’. Submission links will be set up for each mode / location in which this unit is being studied for the relevant study period (e.g. Bentley Internal, Fully Online, Miri etc.), so please ensure that you submit your assignment document to the correct link.
The assignment will automatically be submitted to the plagiarism detection program, Turnitin. Please ensure that the version of your assignment submitted to the system is the final version and not an incomplete draft, as the version of your assignment that is in the system at the time the deadline passes will be the version that is marked for assessment purposes (even if it was a draft version that was inadvertently submitted).
Feedback on Assignments
All of the teaching staff are available to assist you with your learning in this unit. You should contact your lecturer or tutor if you need help understanding the course material or issues arising in the assignment. There is also a staffed Ed forum available for students to ask questions of the teaching team. You can also contact the unit coordinator if you are still unable to get the answer you are seeking. Please allow 48 hours (two working days) for a response to your query.
Unfortunately, it is just not possible for the teaching staff to review draft assignments for comment before submission as it is in effect double marking that would give some students an unfair advantage over others. If you require help with your assignment, either narrow the question or section of work to specific questions such as “what is meant by this part of the question?” or “do the areas of law pertain to a particular part of the Module 9 lecture?” Questions such as “have I done this part right?” or “should I include a discussion about this regulator in question 4?” will not be answered as any answer provided by the lecturer or tutor would directly/indirectly impact the mark that the querying student would receive for the assessment, causing the unfairness referred to above.
This assignment will be marked using a rubric, which will be provided to students ahead of time. In addition to providing the set feedback to students that is contained in the rubric, markers will also offer individual comments on what a student had done well and what they could have done better to earn a higher mark.
Assessments submitted early will not be marked before the due date. Please refer to the unit outline for the full procedure in relation to penalties for late submission and requests for an extension

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Identify three legislative areas that your organisation’s development plan may need to address

Unit Details BSBMGT615 Contribute to Organisation development
EtS0NIGT615 Student Assessment V2.0 August 2019
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Assessment Task 3
Practical
Demonstration
Assessment Methods
Assignment
Project
Assessment Task 1
Assessment Task 2
Student Assessment srefer Ins au e…

Student Assessment 1 it%
‘ 4 •-• -‘-.*
Student Instructions
Written Questions
• Candidates are required to complete the following written assessment task. This is an
individual assessment, but you can use notes to assist.
• All questions will need to be answered
correctly to be deemed satisfactory in this task
• Your answers will form part of the evidence gathered for this unit.
• Time allocated: 120 min
Project
• This is an individual assessment, but you are to research end can use notes end to assist.
• The protect is designed to assess your understanding of the unit as well as your underpinning knowledge
• To be deemed Satisfactory in this assessment you need to answer correctly ALL parts of project in your own words, clearly printed, word formatted and typed in English
• Your answers will form part of the evidence gathered for this unit.
• This activity will provide you with an opportunity to demonstrate your knowledge of required skills, knowledge and critical aspects of assessment you have obtained through the completion of this unit.
• Time allocated: 120 min
Practical Demonstrations
• Candidates are required to complete the following practical task. This is an individual assessment, but you can use notes to assist.
• All performance criteria will need to be met to be deemed satisfactory in this task.
• Your answers will form part of the evidence gathered for this unit.
• Time allocated: 60 min
• Submit your assessment by the date set by your assessor
• The length of your answers will be guided by the description in each assessment:
Short answers: 4 typed lines or 50 words
Long answers: 8 typed lines or 100 words
Brief report: 1 typed page or 500 words
Mid Report: 2 typed pages or 1000 words
Long Report: 4 typed pages or 2000 words
Do not plagiarise. Plagiarism is considered cheating. Any answers you provide from the internet or ‘open book’ should acknowledge the source of the information. Clear links or references should be provided. Your assessor can discuss any sources quoted to clarify your understanding.
Also, please refer below for our policy in regards to cheating.
Do not cheat during this assessment. Anyone caught cheating will automatically be excluded
under the Disciplinary Rules and their opportunity for assessment will be subject to the outcome of an Appeal Process or Disciplinary Hearing
Ask your assessor if you do not understand a question. Whist your assessor cannot tell you the answer, he/she may be able to re-word the question for you
Reasonable adjustment: If you require any adjustments to accommodate a need in order to complete this assessment, please talk to your assessor. Arrangements will be put in place to ensure
a fair and flexible approach is undertaken for this assessment. Please note that the range or nature of the adjustment will ensure that the outcomes of the unit are not compromised.
Accommodation for LLN and appeals process is available. Please alert your assessor if you feel this applies to you.
RPL – Recognition of prior learning is available. Please alert your assessor if you feel this applies to you
Re-assessment: If you do not achieve the required standard, you will be given the opportunity to be re-assessed by our Assessor. Arrangements will be made on an individual basis.
Feedback: Your assessor will provide feedback to students after the completion of the assessment. The trainer assessor will ex • lain the a • •eals rocess
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Nr 11′-‘`
Student Assessment
Written Questions Assessment Task 1
• Identify three legislative areas that your organisation’s development plan may need to address. Explain why it is important to address legislative and regulatory context in your development plan.
2. Explain why it is important to incorporate culture into your development plan and outline factors that
can be considered and implemented to support culture change.
3. John Kotter’s eight-step process for leading change includes creating a sense of urgency and
communicating for buy-in. Describe ways to incorporate them into your development plan.
4. Outline at least two methods to ensure effective communication and consultation in your
development program.
Describe how to maximise participation and support from managers and explain why it is important.
6. Identify what technique or strate
team. Explain gy you could employ to manage conflict within your development your choice.
7. What technique or strategy would you apply to evaluate the effectiveness of your development processes?
8. Explain how sensitivity training can be used to change behaviour and improve dynamics.
5.
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Project Assessment Task 2
Part A — Project: Contributing to organisation development at BizOps Enterprises
You will demonstrate your skills and knowledge by completing a scenario-based project.
You receive an email from Sean Bamford, Managing Director: Business Operations.
Subject: Development plan for integrating retail outlets with online sales Hello,
At the last senior management meeting there was discussion about changing the structure of the retail operations of BizOps Enterprises.
The key factor behind this is the growing number of consumers who prefer to shop online. Although there is no evidence to indicate this is affecting BizOps retail sales figures at the moment, it is senior management’s view that we should better integrate our physical retail outlets with online sales.
As the Managing Director of Business Operations, you have been delegated the responsibility of overseeing this organisational development plan. You will report directly to senior management, as they will be jointly responsible for approving any plans that are developed.
Please refer to the development plan brief, provided below, for more details of what senior management has in mind. Refer to the ‘Instructions to the candidate’ section for a detailed list of tasks that you will need to complete for
this organisational development plan.
Regards,
Sean Bamford
Managing Director: Business Operations
Purpose
Task overview and context
Development plan brief
The BizOps Enterprises business plan is targeting an annual growth in sales of 15% over the next five years. There are many ways that have been suggested to achieve this growth, but senior management wants to focus on those
strategies that will support growth in the long term, and not just over the next five years.
Our 150 retail outlets are located strategically to ensure that we can offer a premium retail experience to more than 90% of the population. We currently
have an online sales capacity that is managed centrally and serviced through our warehouse facilities and warehouse staff.
The concern that senior management has with this current online and retail sales strategy is that they are not integrated. Here are some examples of the
types of poorly integrated customer service scenarios that exist in the current approach:
Customers will research a product online, then go to a retail outlet to make a purchase. The in-store pricing is usually higher than the online price and sales staff cannot match the price. Consequently, our retail sales staff
– make negative comments about our online sales to customers
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cnowtolli.
develop the belief that our online business is directly competing with retail outlets’ business
develop low morale because they feel that the future of retail outlet sales is being threatened by online sales and their jobs are at risk.
• Customers who purchase a product online will come to the retail outlet for after-sales support. Although there is a support hotline, the customers prefer to have their problems resolved in person. The retail sales staff are highly experienced in product support, but in instances where a product was purchased online, there is a tendency to reduce and minimise the support that is offered. There have been a number of customer complaints where support has been directly refused and customers have been told they need to access the support hotline.
Retail sales staff have no access to details of sales made through the online system. This leads to a situation where BizOps operations are
segmented and it is difficult to establish a work culture that supports the whole organisation.
Warehouse staff have limited product knowledge and sales expertise. The current online approach is putting greater emphasis on them to develop sales and customer service skills. There are many negative comments coming from warehouse staff. They believe their award conditions should
change, as they are being asked to perform duties outside of their position description.
The proposed integrated approach that senior management is seeking should contain some of the following features:
• Pricing for online and retail outlets is the same.
• Customer sales record systems are integrated between online and retail outlets. Authorised retail sales staff should be able to access records of a customer’s purchase details that were made either online or through a retail outlet. Consequently, retail sales staff providing after-sale support can
record this information and use it to demonstrate achievement of key performance indicators.
• Retail outlet sales staff are integrated into the online sales system by being rostered onto the support hotline.
• Online sales are allocated to the sales budget of the nearest retail outlet.
Retail outlet performance will therefore have online sales as one of its performance indicators.
One overriding factor that senior management wouid like to achieve is the
development of a sales strategy that has a vision for the future and has no distinction between how the sale was made.
They provided an example of this as a major computer corporation that has a physical presence in major retail centres, which purely have an emphasis on product demonstration and support. Sales are made either online or in the store, but the sales vision is that returning customers will have a preference for using the online system. Consequently the online strategy is to market directly through email and social media and to promote products through a
sophisticated website. The online sales experience should exceed the physical retail store sales experience.
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Instructions to the candidate You will need to access and read the following B- izOps Enterprises documents:
• Company business plan
• Organisational charts
See the ‘Resources required’ section for how to access these.
Complete the following tasks. Submit your responses in documents that are appropriate for each task.
1. Access the company business plan and the organisational charts. Using this document and the development plan brief, prepare a draft development plan for senior management to consider. The plan should include details on the following:
a) The development plan’s goals and objectives and possible measures of success
b) Key personnel and their roles in implementing the proposed development plan
c) A list of the stakeholders that need to be consulted, with an outline of what their needs and competing demands may potentially include
d) A stakeholder consultation and communication strategy that outlines what needs to be communicated, who will receive the communication and how it will be communicated
e) Strategies that will be used to gather stakeholder feedback throughout the implementation phase
f) A proposed time line with milestones to achieve full implementation in a 12-month period
g) An outline of resources that will be required to implement the proposed development plan over a 12-month period
h) An outline of possible risks and an assessment of the effects that may exist with the implementation of the development program
i) An evaluation of the proposed development program in terms of the costs, benefits and potential risks
2. While senior management is considering your draft plan, there are several other documents that can be prepared in expectation that the draft
development plan will be approved. Prepare each of the following and collate them into a single document:
a) A process to resolve problems that are raised by key stakeholders —this should also include a recommended process for allowing teams to
develop problem-solving skills so they can actively contribute to the resolution process
b) A process to manage possible conflict that may develop
c) A plan that outlines appropriate steps, corrective actions and interventions for perceived problems that may be encountered through the implementation of the development program
d) A plan to monitor and evaluate the effectiveness of the development program as it is being implemented
The final documents you submit for assessment will be assessed using the project criteria provided.
All project criteria outlined must be covered satisfactorily for Part B to be completed satisfactorily.
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_ —
You must complete the project unassisted by the assessor or other personnel,
but may refer to reference material as needed.
The following materials are required for this project to be completed: Business technology, including a computer and Internet access
• BizOps Enterprises documents (these can be accessed by the following web links):
company-business-plan.pdf
http://chilp.it/eb45dfd
organisational-charts.pdf
http://chilp.it/b8c010f
Assessment must be conducted in a safe environment where evidence gathered demonstrates consistent performance of typical activities experienced in the management and leadership field of work and include access to:
• relevant legislation and regulation
workplace documentation and resources
•
• case studies, and where possible, real situations
interaction with others.
•
Assessors must satisfy NVR/AQTF assessor requirements.
If you are unable to undertake the project assessment as designed, a further
scenario/project may be used as an alternative approach if negotiated with your
assessor.
— —
Resources required
Assessment conditions
Reasonable adjustment
Part B — Project: Contributing to organisation development at work
Purpose
You will demonstrate your skills and knowledge by completing a project in your workplace.
In this project, you are required to develop and maintain a selected
organisational development program that aligns with your workplace’s
organisational goals.
Complete these tasks,
1. Using relevant workplace resources such as your organisation’s business plan or organisational charts, prepare a draft of an organisational
development plan for senior management to consider. The plan should include details on the following:
a) The development plan’s goals and objectives and possible measures of success
b) Key personnel and their roles in implementing the proposed development plan
c) A list of the stakeholders that need to be consulted, with an outline of what their needs and competing demands may potentially include
d) A stakeholder consultation and communication strategy that outlines what
will be communicated
needs to be communicated, who will receive the communication and how it
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Task overview and instructions to the candidate
Student Assessment gr Fri st tu

Resources required
Assessment
conditions
Reasonable
adjustment
e) Strategies that
phase
egies that will be used to gather stakeholder feedback throughout the
A proposed time line with milestones to achieve full implementation
g) Adenvoelliotlpinr:eonftrpelsaonurces that will be required to implement the proposed
h) An outline of possible risks and an assessment of the effects that may exist with the implementation of the development program
i) An evaluationdluaantionppotfetnhteiapl iarropkoased development program in terms of the costs,
2. While senior management is considering your draft plan, there are several other documents that can be prepared in expectation that the draft development plan will be approved. Prepare each of the following and collate them into a single document:
a) A process to resolve problems that are raised by key stakeholders — this should also include a recommended process for allowing teams to develop problem-solving skills so that they can actively contribute to the resolution process
b) A process to manage possible conflict that may develop
c) A plan that outlines appropriate steps, corrective actions and interventions for perceived problems that may be encountered through the implementation of the development program
d) A plan to monitor and evaluate the effectiveness of the development program as it is being implemented
The final documents you submit for assessment will be assessed using the project criteria provided.
All project criteria outlined must be covered satisfactorily for Part C to be completed satisfactorily.
The following materials are required for this project to be completed:
• A workplace or work placement
• Business technology, including a computer and internet access
• Relevant workplace documentation and resources, including: Organisational goals
– Company business plan
Organisational charts
Assessment must be conducted in a safe environment where evidence gathere demonstrates consistent performance of typical activities experienced in the management and leadership field of work and include access to:
• relevant legislation and regulation
• workplace documentation and resources
• case studies, and where possible, real situations
• interaction with others.
Assessors must satisfy NVR/AQTF assessor requirements.
If you are unable to undertake the project assessment as designed, a further
scenario/project may be used as an alternative approach if negotiated with yot assessor.
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by an assessor -this may be in a workplace or work placement.
The candidate’s work performance will be documented while being observed
Practical Demonstration Task 3
Student Assessment ,
4, 4
The following observation checklist in used to judge and record observations of the candidate Record your observations of the candidate’s performance directly onto the checklist. You may record your observations during and/or after the observation.
The observation checklist has a series of items related to the unit of competency that form the evidence criteria Instructions on how to make an overall judgment of the satisfactory performance of the candidate are provided within the checklist.
The checklist allows you to record that you have had the opportunity to observe the candidate applying these skills and knowledge. All items on the checklist must be observed in order to record a satisfactory performance.
You need to meet the following conditions:
• The necessary materials and resources must be provided to the candidate, and any concerns or questions the candidate has must be clarified or answered before the observation commences.
The period of observation should be over a work period sufficient to observe all the skills outlined in the checklist provided and to ensure that the candidate’s performance is captured in full. This must be negotiated and agreed to by workplace colleagues to minimise interruptions to the everyday activities and functions of the workplace environment, as well as to the observation being undertaken.
• The candidate must complete the observation task unassisted by the observer or other personnel.
Purpose
The following materials are required for this observation to be undertaken:
• A workplace, work placement or simulation scenario
• Business technology and workplace documentation and resources, including a computer and internet access
• Relevant legislation and regulation
• People with whom to interact and collaborate in team development activities
Assessment must be conducted in a safe environment where evidence gathered demonstrates consistent performance of typical activities
experienced in the management and leadership field of work and include access to:
• relevant legislation and regulation
• workplace documentation and resources
• case studies, and where possible, real situations
• interaction with others.
Assessors must satisfy NVR/AQTF assessor requirements.
If the candidate is unable to undertake the observation with an assessor, the
candidate may consider undertaking Part E — Third-party report as an alternative approach.
Reasonable adjustment
Instructions to the assessor
Resources required
Assessment
conditions