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BSB60407 Advanced Diploma of Queensford

Management College

COMPLETE ASSESSMENT DOCUMENT

BSB60407 Advanced Diploma of Management

BSBMGT605B Provide leadership across the organisation

T he following assessments are to be

(a) completed and

(b) submitted

in accordance with the associated

STANDARD INSTRUCTIONS

ASSESSMENT COVER SHEET

BSBMGT605B Provide leadership across the Page 1


organisation
To obtain the qualification of Provide Leadership across the organisation BSBMGT605B, the
skills and knowledge required are summed as;

Required skills

interpersonal skills to communicate and inspire trust and confidence of others


and to ensure their cooperation and support
networking skills to ensure support from key groups and individuals for
concepts/ideas/products/services
risk management skills to analyse, identify and develop mitigation strategies for
identified risks.

Required knowledge

business ethics and their application


leadership styles and their application
legislation, codes and by-laws relevant to the organisations operations
organisation mission, purpose and values
organisation objectives, plans and strategies
organisational change processes.
Assessments Tasks to be completed
There are five assessment tasks to be completed for this unit.
Assessment Part A. Communicate organisational mission and goals (written plan &
power point presentation)
Using the workplace scenario information provided, you will address expectations of an
organisation to investigate incidents in accordance with legal and organisational requirements.
You will also address expectations to communicate organisational mission and goals to
internal stakeholders.
You must:
plan and deliver a presentation to managers
submit:
incident report, risk analysis and updated risk register
presentation notes, PowerPoint slides, etc.

Assessment Part B. Influence groups and individuals (written plan & power point
presentation)
Using the workplace scenario information provided, you will plan the implementation and
resourcing of an organisational change strategy, consult with various stakeholders, and
implement a key part of the change strategy. At all stages, you will build support for the
implementation.

You must:
meet with CEO (your assessor) to approve change strategy
plan and deliver a presentation to managers
submit:
action plan for implementation, budget, communication plan
drafts of evolving planning documents
Presentation notes, PowerPoint slides, etc.
Assessment Part C. Build and support teams (Business document)
Using the workplace scenario information provided, and following on from work completed
in Assessment Task 2, you will lead and support a team of managers to implement a change
strategy.
You must:
meet with managers to workshop training of agents
submit:
agenda
team roles and responsibilities document
team budget
Workshop notes.
Assessment Part D. Demonstrate personal and professional competence (Written plan)
In this Assessment Task, you will set out personal and professional goals in a professional
development (PD) plan. Then, you will obtain third party verification of participation in
networking or professional development to achieve goals set out in your PD plan.

You must:
plan professional activities in PD plan and perform three activities.
submit:
professional development plan
three third party reports
Assessment Part E. Written Test
You must:
submit:
responses to the questions as per the written test.
Assessment Part A. Communicate organisational mission and goals (written plan &
power point presentation)
Performance objective
Candidates will demonstrate knowledge and skills required to communicate organisational
mission and goals.
Specifications
You must:
plan and deliver a presentation to managers
submit: incident report, risk analysis and updated risk register, presentation
notes, PowerPoint slides, etc.
Your assessor will be looking for:
interpersonal skills to communicate and inspire trust and confidence of others and to
ensure their cooperation and support
risk management skills to analyse, identify and develop mitigation strategies
for identified risks
knowledge of business ethics and their application
knowledge of leadership styles and their application
knowledge of legislation, codes and by laws relevant to the organisations operations
knowledge of organisation mission, purpose and values
knowledge of organisation objectives, plans and strategies
knowledge of organisational change processes.
Adjustment for distance-based learners
No variation of the task is required.
A follow-up interview may be required (at the discretion of the assessor).
Meetings/presentations may be conducted and observed live or via an
appropriate teleconferencing tool.
Assessment description
Using the workplace scenario information provided, you will address expectations of an
organisation to investigate incidents in accordance with legal and organisational requirements.
You will also address expectations to communicate organisational mission and goals to
internal stakeholders.
Procedure
1. Review the simulated business documentation, including policies and procedures, in
the Appendix 1Max Lionel Realty. Review templates contained in Appendix 2
Templates for possible use or adaptation in completing assessment task requirements.
2. Review the information in Appendix 3 and fill out an incident report on the WHS
incident. Complete a risk assessment based on the information provided by the
HR Manager. Update the organisational risk register.
3. Review the information in Appendix 4 and prepare a presentation on the managers
WHS responsibilities. Ensure you:
explain the organisations mission, values and strategic directions
explain the link between the organisations objectives, standards, relevant
legislation and the responsibilities of managers and agents for a safe workplace
state expectations of managers in a way designed to build commitment
and support by managers; use persuasive language and deploy an
appropriate leadership style
use appropriate media to achieve objectives of presentation.
4. Deliver presentation.
5. Submit relevant documentation.
Assessment Part B. Influence groups and individuals
Performance objective
Candidates will demonstrate knowledge and skills required to influence groups and
individuals.

Specifications
You must:
plan and deliver a presentation to managers
submit:
action plan for implementation, budget, communication plan
drafts of evolving planning documents
presentation notes, PowerPoint slides, etc.

Your assessor will be looking for:


interpersonal skills to communicate and inspire trust and confidence of others and
to ensure their cooperation and support
risk management skills to analyse, identify and develop mitigation strategies
for identified risks
knowledge of business ethics and their application
knowledge of leadership styles and their application
knowledge of legislation, codes and by laws relevant to the organisations operations
knowledge of organisation mission, purpose and values
knowledge of organisation objectives, plans and strategies
knowledge of organisational change processes.

Adjustment for distance-based learners


No variation of the task is required.
A follow-up interview may be required (at the discretion of the assessor).
Documentation can be submitted electronically or posted in the mail.
Meetings/presentations may be conducted and observed live or via an
appropriate teleconferencing tool.

Assessment description
Using the Appendices information provided, you will plan the implementation and resourcing
of an organisational change strategy, consult with various stakeholders, and implement a key
part of the change strategy. At all stages, you will build support for the implementation.
Note: You will need to keep copies of the work you undergo in this Assessment Task for
further use in Assessment Part C.
Procedure
1. Review the simulated business documentation, including policies and procedures, in
Appendix 1Max Lionel Realty. Review templates contained in Appendix 2
Templates for possible use or adaptation in completing assessment task
requirements.
2. Review the scenario information below.
3. Develop action plan for implementation of the change strategy.
4. Develop a budget for the strategy.
5. Develop a communication plan for the change strategy.
6. Arrange a time to meet with CEO (your assessor) to discuss planning. Prepare to:
employ appropriate leadership style
discuss plans and budget and gain support
explain how plans meet organisational, legal requirements, etc.
explain how communication plan accounts for needs of internal and
external groups
discuss modes of communication (e.g. presentations, flyers, posters,
training notes, etc.) in implementation plans
explain how plans align to organisational risk management plans, for
example, explain how the change strategy mitigates certain risks outlined in
the risk register
discuss/consult with managers (key part of implementation).
7. Revise plans/budget based on consultation with CEO. Keep drafts of plans to provide
evidence of consultation and continuous improvement.
8. Consult with managers (individuals chosen by your assessor to play the roles of
managers) to implement part of change management strategy (inform managers, gain
support, seek feedback and suggestions for improvement). Ensure you:
employ an appropriate leadership style
model and encourage ethical behaviour.
9. Revise plans/budget based on consultation with managers. Keep drafts of plans to
provide evidence of consultation and continuous improvement.
10. Submit documentation as per specifications below.
Assessment Part C. Build and Support Teams
Performance objective
Candidates will demonstrate knowledge and skills required to build and support teams.

Specifications
You must:
submit:
agenda
team roles and responsibilities document
team budget
workshop notes.

Your assessor will be looking for:


interpersonal skills to communicate and inspire trust and confidence of others and
to ensure their cooperation and support
networking skills to ensure support from key groups and individuals
for concepts/ideas/products/services
knowledge of business ethics and their application
knowledge of leadership styles and their application
knowledge of legislation, codes and by laws relevant to the organisations operations
knowledge of organisation mission, purpose and values
knowledge of organisation objectives, plans and strategies
knowledge of organisational change processes.

Adjustment for distance-based learners


No variation of the task is required.
A follow-up interview may be required (at the discretion of the assessor).
Documentation can be submitted electronically or posted in the mail.
Meetings/presentations may be conducted and observed live or via an
appropriate teleconferencing tool.

Assessment description
Using the workplace scenario information provided, and following on from work completed
in Assessment Part B, you will lead and support a team of managers to implement a change
strategy.
Procedure
1. Review the simulated business documentation, including policies and procedures, in
Appendix 1Max Lionel Realty. Review templates contained in Appendix
2Templates for possible use or adaptation in completing assessment task
requirements.
2. Review completed work from Assessment Part B.
3. Review the scenario information below.
4. Develop agenda for workshop and arrange time to meet with managers to workshop
implementation of agent training. Arrange for the assessor to observe workshop.
5. Lead team workshop with managers. Ensure you:
set and complete objectives for work shop; determine how to ensure
effective training of agents
assign roles for each manager
model ethical behaviour and encourage ethical behaviour in team
use an appropriate leadership style to achieve objectives
discuss organisational requirements such as legislation
provide support for team as team generates ideas for how to produce
effective training
model innovative methods to generate ideas for training agents and
achieving training objectives, for example, brainstorming, fishbone diagrams,
8Ps, flowcharting
discuss, suggest, demonstrate and encourage innovative approaches
provide constructive criticism, advice
discuss leadership styles to be employed by managers in training
discuss budget for training
take notes from workshop to evidence participation.
6. Submit documentation as per specifications below.
Training objectives for agents
WHS:
Identify relevant legislation, standards codes, etc.
Fill out incident reports.
Perform risk assessment.
Fill in risk
register. Ethics:
Identify relevant legislation, standards codes, etc.
Use ethics charter: ensure clients, tenants etc are aware of charter
(Revised customer service procedures mandate agents must ensure
awareness).
Follow REIV code of conduct: ensure honesty.
Act in non-discriminatory manner with clients tenants.
Managers will be accountable for planning and delivering training, assessing individual
competence, periodically reviewing effectiveness of training, and considering ethical and
WHS performance as part of periodic agent performance management in accordance with
company policy.
In addition to preferred suppliers, the following costs are associated with resources:
Resource Cost
Managers $120/hr
Training rooms $100/hr
Paper $0.50/sheet
Projector $100/day
All other training resources will be at your discretion and obtained in accordance with the MLR
procurement policy.
You will need to:
meet with managerial team to discuss training and develop
training/information sessions for agents according to agent needs
assign roles for training
demonstrate encouragement and support for team and create positive
work environment
demonstrate innovative approaches
encourage innovative approaches to training.
prepare budget for team based on stated needs.
Assessment Part D. Demonstrate personal and professional Competence
Performance objective
Candidates will demonstrate knowledge and skills required to demonstrate personal and
professional competence.

Specifications
You must:
submit:
professional development plan
third party reports

Your assessor will be looking for:


interpersonal skills to communicate and inspire trust and confidence of others and
to ensure their cooperation and support
networking skills to ensure support from key groups and individuals
for concepts/ideas/products/services
knowledge of business ethics and their application.

Adjustment for distance-based learners


No variation of the task is required except that
A follow-up interview may be required (at the discretion of the assessor).
Documentation can be submitted electronically or posted in the mail.
Meetings/presentations may be conducted and observed live or via
an appropriate teleconferencing tool.

Assessment description
In this Assessment Task, you will set out personal and professional goals in a professional
development (PD) plan. Then, you will obtain third party verification of participation in
networking or professional development to achieve goals set out in your PD plan.

Procedure
1. Review templates contained in Appendix 2 Templates for possible use or adaptation in
completing assessment task requirements.
2. Reflect on your leadership skills in the context of your work or profession. Complete a
professional development plan. Use template provided.
3. Complete three professional development activities identified in your PD plan (for
example, training, networking, or professional development) designed to achieve
goals and overcome weaknesses set out in your PD plan.
Note: Ensure you gather third party verification of participation and performance in at
least three activities, including at least two activities involving networking. Use
template provided. Use reports from three different third parties.
Acceptable third parties include: Your managers, superiors, trainers and assessors (for
additional training undertaken), industry peers (for networking undertaken).
4. Submit documentation as per specifications below.
Assessment Part E. Knowledge test
Performance objective
Candidates will demonstrate knowledge and skills required to demonstrate personal and
professional competence.
Assessment description
In this Assessment Task, you will need to provide responses as indicated. Sections
have been provided to group certain similar topics. Please read the instructions
completel. Answer the following questions:
Section 1: Communicate organisational mission and goals
1. Explain the meaning of each of the following terms:
Organisational mission
Strategic Direction
2. Why is it important to establish links between organisational goals and the activities and
responsibilities of staff within the organisation?
3. Describe how you would build commitment to organisational goals?
4. What are some of the expectations that an organisation might have about
their operations? List at least 5.
5. What types of incidents might impact on the success of an organisation in achieving
its goals?
Section 2: Influence groups and individuals
Answer the question below by providing the missing words. The Word List (role,
feedback, flexible, consulted, adaptable, practices, model, external, communication, trust,
diversity, confidence, skills, decisions) contains all of the words you will need.
6. When you are leading people within an organisation, you must build , and
respect. One of the most effective ways to do this is to become a positive .
7. It is important to be and when implementing change across the organisation. It is
also important to provide opportunities for staff to be especially when making
about work . groups should also be consulted when making decisions.
8. Building a team that it trustworthy and focussed on achieving organisational goals is to
develop clear strategies, train team members how to give and receive effective
and appreciate the of that exists within the team.
9. Why should an organisation have risk management plans? Why should they be
referred to when making decisions about organisational activities?
10. Why is it important for an organisation to develop a good relationship with the media
and the community?
Section 3: Build and support teams
11. What does it mean to assign accountabilities and responsibilities to a team?
12. How would you determine whether or not a team is empowered to complete a task or
project?
13. Describe how you would create and maintain a positive work environment in an unhappy
workplace that has been led by a person who does not consult, maintains tight control
over all tasks performed and never delegates.
14. Give some examples of flexible workplace practices that allow creativity and innovation
in the workplace.
15. Answer this question by writing either True or False about the following statements.
Staff who feel supported in their workplace are generally highly motivated
towards achieving organisational goals. True or False
Teams that are constructed from like-minded people are more likely to be
innovative than diverse teams because diverse teams argue all the time. True
or False
Section 4: Demonstrate personal and professional competence
16. What does it mean to adopt business ethics in the workplace?
17. List at least 3 different leadership styles and describe each one briefly.
18. Explain why it is important to be able to adapt your leadership style under different
circumstances.
19. Give several examples of professional development activities that could help you
develop and maintain your leadership competencies.
20. Outline several benefits in participating in industry/professional networks and groups.
Appendix 1

Simulated Business
Max Lionel Realty
Table of Contents
Chapter 1 Business plan (excerpt) ............................................................... 3
Chapter 2 Organisational chart and management profiles ............................ 4
Chapter 3 Management responsibilities ....................................................... 5
Chapter 4 Budget summary ......................................................................... 6
Chapter 5 Operational plan .......................................................................... 7
Chapter 6 Operational risk register............................................................... 9
Chapter 7 Work Health and Safety (WHS) Policy ....................................... 10
Chapter 8 Anti-discrimination policy ........................................................... 12
Chapter 9 Procurement policy and procedures .......................................... 13
Chapter 10 Max Lionel Realty current tenants list ...................................... 18
Chapter 11 List of pre-approved suppliers.................................................. 19

BSBMGT605B Provide leadership across the Page


organisation 12
BSB60407 Advanced Diploma of Queensford
Management College

Chapter 1 Business plan (excerpt)

From Max Lionel Realty business plan FY 2012/13

About Max Lionel Realty

Max Lionel Realty (MLR) was founded in 2008 by property developer Max Lionel. The
company currently employs approximately 100 people, 80 of whom are licensed real estate
agents.

Through its client agents, the organisation manages property sales and rentals (both
residential and commercial) on behalf of a range of clients. The organisation also separately
engages in investment activities, such as property and land development.

Max Lionel Realty has been a member of the Real Estate Institute of Victoria (REIV) since
2008 and proudly follows the REIV Code of Conduct.

Mission:

to achieve the highest returns for our clients and to deliver a client experience that
is second to none in the industry.

Vision:

to establish, within five years, the MLR brand the highest ethical standards with best-
in- breed performance for clients.

Values:

integrity

client-focus

active encouragement of excellence, innovation and continuous improvement

teamwork

recognition of the diversity and expertise of MLR employees and agents.

Strategic directions:

The strategic context in which Max Lionel Realty will achieve its mission and vision is through:

engaging with customers and clients

building goodwill and reputation for integrity

supporting innovative thinking, management and leadership skills.

creating a high-performing, highly profitable organisation.


BSB60407 Advanced Diploma of Queensford
Management Provide leadership across the organisation
BSBMGT605B College
Page 13
BSBMGT605B Provide leadership across the organisation Queensford College

Chapter 2 Organisational chart and management profiles


Max Lionel Realty organisational chart

Board of Directors and CEO


Max Lionel

Chief Financial Officer Operations General Manager


Riz Mehra Kim Sweeney

Manager Residential Manager Commercial Manager


Human Realty (Sales and Realty (Sales and Investments
Resources Rentals) Rentals)
Manager Peter Mitchell
Sam Lee Pat Mifsud
Les Goodale

2012 Innovation and Business Industry Skills Council Ltd 1st


edition version: 2
Page 14 of
19
BSBMGT605B Provide leadership across the organisation Queensford College

Chapter 3 Management responsibilities

Max Lionel, CEO


Max is responsible for working with the Board of Directors to oversee the business, set overall
strategic directions, manage risk, and authorise large financial transactions.

Riz Mehra, Chief Financial Officer


Riz is responsible for preparing quarterly financial statements and overall budgeting. Riz Is also
responsible for overseeing budgets for cost centres and individual projects. At the completion of
financial quarters and at the end of projects, Riz is responsible for viewing budget variation reports and
incorporating information into financial statements and financial projections.

Kim Sweeney, Operations General Manager


Kim is responsible for the day-to-day running of the company. Kim oversees the coordination, as well as
the structural separation, of the Residential, Commercial, and Investments centres. Kim is responsible
for sponsoring projects which affect operations of the organisation as a whole. Kim works with the
Human Resources Manager to coordinate systems and projects in order to achieve company-wide
synergy.

Les Goodale, Human Resources Manager


Les is responsible for the productive capacity and welfare of people at MLR. With the Operations
General Manager, Kim works to coordinate projects and management systems such as performance
management, recruitment, and induction. Kim will need to ensure aspects of the recently launched WHS
management system, such as risk assessment, management, consulting, reporting and continuous
improvement, are coordinated with all subsequent activities.

Sam Lee, Manager Residential Realty


Sam is responsible for the management of all aspects of residential realty. Sam manages the activities
of residential agents.

Pat Misfud, Manager Commercial Realty


Pat is responsible for the management of all aspects commercial realty. Pat manages the activities
of commercial agents.

Peter Mitchell, Manager Investments


Peter is responsible for the management of all aspects investment realty. Peter manages the activities of
investment agents. Peter works with the Operations General Manager to ensure separation of
investment from obligations to residential and commercial clients.

BSBMGT605B Provide leadership across the organisation Page | 15


Chapter 4 Budget summary
Max Lionel Realty 201213 budget by activities to be undertaken
Income:
Commissions, fees from $2,566,000 Commissions and agents fees for
clients the period.
Investment income $1,567,000 Real estate investment income.
COGS $150,413 Cost of provision of services.
Total Income $3,982,587 Gross profit.
Expenses: $1,567,890 Wages, salaries, superannuation,
Wages, salaries and on work cover insurance, payroll tax.
costs

Consultancy fees $50,000 Project management: WHS


management system; AD
awareness program.
Communication $42,000 Telephone, ISP costs, IT support.
expenses
Staff travel, transport $55,500 Cost of staff travel and associated
and accommodation. costs for sales, etc.
Premises expenses $250,000 Rent, electricity, maintenance,
cleaning.
Capital expenditure $120,000 Purchase of new office equipment
(90%), vehicles; purchase of
properties, land.
Depreciation and $177,569 Computers and capital equipment
amortisation that is depreciated.
Office supplies $65,068 Printing and stationery, postage,
amenities.
Professional fees $62,187 Audit fees, external accounting
(consultants, legal and costs, bank charges, insurance
audit), insurances, taxes except workers compensation.
and charges,
subscriptions and
memberships.
Total Expenses $2,390,214
Surplus $1,592,373 Net income before tax.
Chapter 5 Operational plan
Max Lionel Realty operational plan (summary) FY 2012/2013
Objectives: Performance measures Tasks:
1 Engage with Percentage of brand recognition in Project to raise awareness of anti-
customers/build sought-after categories in periodic discrimination, WHS and other
ethical profile: customer surveys. legislation/codes of conduct among
raise organisational Percentage of customers with positive agents, clients, tenants.
profile by 20% view of organisational responsiveness, Conduct of quarterly surveys: clients
improve client innovation, quality. and tenants.
satisfaction Number of client/tenant complaints. Training needs analysis and training of
performance by 25%. agents.
Ensure agents disclose potential
conflict of interest to clients, tenants.
Development of ethical charter,
including principles all agents must
follow.
2 Increase revenues by Total income. Investigate resourcing needs: number
20% within the third Agent income. of agents; personnel; office equipment,
quarter. Investment income. cars, etc.
Fulfil resourcing needs in accordance
with policies and procedures.
3 Reduce direct and General ledger accounts; financial Renegotiate with suppliers.
indirect costs of statements: Research potential new suppliers.
operations by 10%. wages Management engagement with
cost of agent services employees to achieve greater
consultancy fees employee support of organisational
wastage and associated expenses. goals.
Include explanation of how activities
work with organisational strategic
goals in all communications to internal
personnel.
Greater use by managers of budgets
to encourage restraint.
Greater focus on budget restraint in
management of projects.
4 Engage workers with Percentage completion of Management engagement with
strategic goals of performance plans and performance employees to achieve greater buy in of
business and support management process. organisational goals.
professional Numbers of coaching sessions Include explanation of how activities
development in line completed. work with organisational strategic
with strategic goals. Numbers of operational related goals in all communications to internal
(Targets to be set by training programs completed. personnel.
individual managers.) Regular coaching.
Training needs analysis and training.
Strategic goals included in induction
program for estate agents.
Employee incentives for performance
in all areas relevant to operational and
strategic goals.
5 Improve health of Numbers of injuries (Target = 0). Training needs analysis and training
employees (range of Numbers of absentees on WHS and implementation of
specific areas). (Target = <3% of total hours). recently launched MLR WHS
management system.
Research incentives for: safe work
achievement and healthy lifestyle.

BSBMGT605B Provide leadership across the organisation Page | 17


Chapter 6 Operational risk register
Max Lionel Realty risk register FY 2012/2013
Identified risk Probability Impact Current controls Future actions
Failure to recruit qualified real Medium High All office equipment regularly Industry benchmarking
estate agents due to increased reviewed and updated as in all areas of
competition. required; IT security monitored organisational
and maintained. performance
Failure to realise revenue gains High High Appropriate insurances held and Conduct periodic
due to recent slump in real estate coverage reviewed annually. reviews of agent
prices. Managers encouraged and performance to ensure
Inadequate insurance cover. Low High incentivised to follow professional conduct
performance management Staff trained in use of
policy. technology as needed.
Employee performance plans Keep abreast of
Non-compliance on anti- Medium High align with business plan and six- changes in potential
discrimination. monthly review process in place. liabilities.
Project to raise awareness of Review and develop HR
anti-discrimination, WHS and related policies where
Perception of discriminatory Medium High other legislation/codes of required.
practice reducing client and conduct among agents, clients, Development of ethical
tenant base.
tenants charter, including
Poor organisational culture; low Medium Medium Appropriate HR policies and principles all agents
level of staff engagement and procedures in place. must follow.
morale. WHS management system in
place.
Loss of knowledge and capability Low High
through departing staff.

Failure to meet occupational Low High


health and safety requirements.
BSBMGT605B Provide leadership across the organisation Queensford College

Chapter 7 Work Health and Safety (WHS) Policy


Max Lionel Realty WHS policy
Max Lionel Realty recognises its responsibility to provide a healthy and safe working
environment for employees, contractors, clients and visitors. Max Lionel Realty is
committed to the continued wellbeing of its employees and to ensuring that all employees
are safe from injury and health risks whilst undertaking work-related duties, including home-
based work.
Purpose The purpose of this policy is to ensure the acquisition of resources is carried
out consistently, fairly and transparently and in accordance with
organisational requirements.
In order to ensure a healthy and safe working environment, Max Lionel Realty
will (in accordance with the WHS management system):
undertake risk assessments and implement procedures to adequately
manage any risks in the working environment
provide written procedures and instructions for safe working practices
ensure compliance with all relevant legislation
maintain safe systems of work including the work premises and
environment provide appropriate support, instruction, training and
supervision to employees to ensure safe working practices.
Scope The scope of this policy covers employees and contractors of Max Lionel
Realty (MLR).
Resources Specific procedures for the implementation of this policy are available below
and on the company intranet.
Responsibility Max Lionel Realty management and employees are ultimately responsible for
ensuring that safe systems of work are established, implemented and
maintained.
Management is responsible for:
the effective implementation and regular review of WHS procedures
consultation with employees regarding health and safety issues and changes
to legislation and/or working practices which may affect the health, safety or
welfare of employee
providing and maintaining a safe system of working practices
providing support, training, and supervision to employees to ensure safe and
healthy workplace practices are carried out, including relevant first aid
training where appropriate
the provision of adequate resources for employees to meet the WHS
commitment, including an up-to-date first aid kit.
Individual employees are responsible for:
following all WHS policies and procedures
ensuring they report all potential and actual risks to partners or
managers/supervisors
taking care to protect their own health and safety and that of their colleagues
at work
ensuring their own or others health and safety is not adversely affected by the
consumption of drugs or alcohol
encouraging others to follow healthy and safe working practices in the
workplace.
Policy This policy has been established and implemented through the human
Implementation and resource functions of the organisation and will be reviewed regularly in
Review consultation with MLR management and employees to ensure compliance
with legislation, industry standards and organisational changes.

Relevant legislation, Privacy Act 1998 (Cwlth)


etc. Estate Agents Act 1980
Equal Opportunity Act 2010 (Vic)
Occupational Health and Safety Act 2004
Dangerous Goods Act 1985
AS/NZS 4804:2001 Occupational health and safety management systems
General guidelines on principles, systems and supporting techniques
Updated/ 10/2012 Riz Mehra, CFO
authorised

BSBMGT605B Provide leadership across the organisation Page | 19


Chapter 8 Anti-discrimination policy
Max Lionel Realty Anti-discrimination Policy
Purpose The purpose of this policy is to ensure transactions with clients,
tenants and other employees is handled fairly and transparently
and in accordance with organisational and legal requirements.
Generally it is unlawful to discriminate on the basis of the
following
16 characteristics:
sex political belief or activity
relationship status trade union activity
pregnancy lawful sexual activity
parental status gender identity
breastfeeding sexuality
age race family responsibilities
impairment association with, or relation to, a
religious belief or religious person identified on the basis of
activity the above.
Scope The scope of this policy covers all employees and contractors of
Max Lionel Realty (MLR).
Resources Specific procedures for the implementation of this policy are
available below and on the company intranet.
Responsibility Responsibility for the implementation of this policy rests with all
employees, contractors and management of Max Lionel Realty.
Relevant legislation, Privacy Act 1998 (Cwlth)
etc. Equal Opportunity Act 2010 (Vic)
Age Discrimination Act 2004
Australian Human Rights Commission Act 1986
Disability Discrimination Act 1992
Racial Discrimination Act 1975
Sex Discrimination Act 1984.
Estate Agents Act 1980
Updated/ 10/2012 Riz Mehra, CFO
authorised
Chapter 9 Procurement policy and procedures
Max Lionel Realty procurement policy
Purpose The purpose of this policy is to ensure the acquisition of resources
is carried out consistently, fairly and transparently and in
accordance with organisational requirements.
Scope The scope of this policy covers the purchasing and acquisition of
resources by employees and contractors of Max Lionel Realty
(MLR).
Resources Specific procedures for the implementation of this policy are
available below and on the company intranet.
Responsibility Responsibility for the implementation of this policy rests
with employees and management of Max Lionel Realty with
responsibility for purchasing resources.
Relevant legislation Privacy Act 1998 (Cwlth)
etc. Estate Agents Act 1980
Equal Opportunity Act 2010 (Vic)
Australian Securities and Investments Commission Act 2001
(Cwlth)
Corporations Act 2001 (Cwlth)
A New Tax System (Goods and Services Tax Administration) Act
1999 (Cwlth)
A New Tax System (Goods and Services Tax) Act 1999 (Cwlth)
Income Tax Assessment Act 1997 (Cwlth)
Fair Work Act 2009 (Cwlth)
Occupational Health and Safety Act 2004 (Vic)
Updated/ 10/2012 Riz Mehra, CFO
authorised
14 Principles governing the Max Lionel Realty procurement process
1. Probity and ethical behaviour
The principle of probity and ethical behaviour governs the conduct of all procurement
activities. Employees who have authority to procure goods and services must comply with
the standards of integrity, probity, professional conduct and ethical behaviour. Employees or
directors must not seek to benefit from supplier practices that may be dishonest or unethical.
2. Value for money
Value for money is the core principle underpinning procurement. Contracted organisations
must be cost effective and efficient in the use of resources whilst upholding the highest
standards of probity and integrity. In general, a competitive process carried out in an open,
objective and transparent manner can achieve the best value for money in procurement.
3. Non-discrimination
This procurement policy is non-discriminatory. All potential contracted suppliers should have
the same opportunities to compete for business and must be treated equitably based on their
suitability for the intended purpose.
4. Risk management
Risk management involves the systematic identification, analysis, treatment and, where
possible, the implementation of appropriate risk-mitigation strategies. It is integral to
efficiency and effectiveness to proactively identify, evaluate, and manage risks arising out of
procurement related activities. The risks associated with procurement activity must be
managed in accordance with the organisations risk management policy.
5. Responsible financial management
The principle of responsible financial management must be applied to all procurement
activities. Factors that must be considered include:
the availability of funds within an existing approved budget
staff approving the expenditure of funds strictly within their delegations
measures to contain costs of the procurement without compromising any procurement
principles.
6. Procurement planning
In order to achieve value for money, each procurement process must be well planned and
conducted in accordance with the principles contained in this document and comply with all of
the organisations policies and relevant legal and regulatory requirements.
When planning appropriate procurement processes consideration should be given to adopting
an approach that:
encourages competition
ensures that rules do not operate to limit competition by discriminating against
particular suppliers
recognises any industry regulation and licensing requirements
secures and maintains contractual and related documentation for the procurement which
best protects the organisation
complies with the organisations delegations policy.
7. Buy Australian Made/support for Australian industry
Employees who are involved in procurement activities must make a conscious effort to
maximise opportunities for Australian manufacturers and suppliers to provide products
where there is practicable and economic value. In making a value for money judgement
between locally-made and overseas-sourced goods, employees are to take into account:
whole-of-life costs associated with the good or service
that the initial purchase price may not be a reliable indicator of
value the quality of locally made products
the record of performance and delivery of local suppliers
the flexibility, convenience and capacity of local suppliers for follow on orders
the scope for improvements to the goods and add-ons from local industry.
8. Pre-registered list of preferred suppliers
Max Lionel Realty shall maintain a pre-registered list of preferred suppliers, following a
request for expressions of interest and an evaluation of the submissions. Suppliers
can request to be evaluated for inclusion on the existing pre-register list at any time.
All purchases under $5,000 may be made from preferred suppliers without undertaking a
competitive process. Purchases above $5,000 where a preferred supplier exists should
include a competitive process if practicable.
This list is reviewed at regular intervals with admission of interested parties on a rolling basis.
Care should be taken to ensure that such lists are used in an open and non-discriminatory
manner. Max Lionel Realty encourages new contractors to provide information on their
experience, expertise, capabilities, pricing, fees, and current availability. It is in the interest of
the organisation that the pool of potential suppliers is actively maintained and updated.
Employees should be encouraged to provide reports of their experiences in working with each
contractor/consultant to assist future decisions concerning commissioning suitable contractors
and consultants.
9. Avoid conflict of interest
Employees and directors are required to be free of interests or relationships in all aspects of
the procurement process. Employees and directors are not permitted to personally gain from
any aspect of a procurement process.
Employees and directors shall ensure that to the best of their knowledge, information and
belief, that at the date of engaging a contractor no conflict of interest exists or is likely to
arise in the performance of the contractors obligations under their contract.
Should employees or directors become aware of potential conflicts of interest during the
contract period, they must advise the CEO and the Board of Directors immediately.
Prior to any situation arising with potential for a conflict of interest, complete disclosure
shall be made to the CEO and the Board of Directors to allow sufficient time for a review.
10. Report collusive tendering
Employees should be aware of anti-competitive practices such as collusive tendering. Any
evidence of suspected collusion in tendering should be brought to the attention of the CEO
and the Board of Directors.
11. Competitive process
It is a basic principle of procurement that a competitive process should be used unless there
are justifiable circumstances. For purchases under $5,000, the list of preferred suppliers
may be used. The type of competitive process can vary depending on the size and
characteristics of the contract to be awarded.
12. Direct invitation (selective or restricted tendering)
A process of direct sourcing to tender may be used. This may involve:
an invitation to organisations deemed appropriately qualified for a particular product or
service (this may be appropriate for specialised requirements in markets where there is a
limited number of suppliers or service providers)
an invitation to tender to organisations on MLRs pre-registered list of preferred suppliers
if applicable.
13. Evaluation and contract award
For projects being awarded, consideration will be given not only to the most economically
advantageous tender, but also to the track record of the tender respondent and the degree of
confidence that the panel has in the quality if the bid. It will be the normal practice to have the
evaluation of tenders carried out by a team with the requisite competency.
14. Results of tendering process
All tender respondents should be informed in writing of the result of a tendering
process immediately after a contract has been awarded.
Summary of procurement policy delegations
Authority Purchase amount Required number of Comment
quotes
CEO and one Authority to sign Two or more Detailed services
Director contracts for competitive quotes contract required.
products and for contracts over
services over $75,000.
$75,000.
CEO Authority to sign Two or more Detailed services
contracts for competitive quotes. contract required for
products and contracts over
services up to $20,000.
$75,000.
General Managers Authority to sign One or more Provided they are
Delegated authority contracts for competitive quotes within the approved
only through CEO products and preferred. budget and
services under consistent with
$30,000. business/operational
and strategic
planning.
Managers Authority to sign One or more Follow MLR
contracts for competitive quotes purchasing
products and preferred. procedures.
services under
$10,000.
Agents Authority to sign Must use preferred Follow MLR
contracts for suppliers list. purchasing
products and procedures.
services under
$5,000.
Contractors and No authority. One or more Contractors and
external consultants competitive quotes external consultants
preferred. must follow MLR
Must use preferred purchasing
suppliers list. procedures and
must seek approval
for purchases from
person holding
relevant authority.
BSBMGT605B Provide leadership across the organisation Queensford College

Chapter 10 Max Lionel Realty current tenants list

BSBMGT605B Provide leadership across the organisation Page | 25


Chapter 11 List of pre-approved suppliers
Max Lionel Realty
List of preferred suppliers and contractors
Ace Consultants: Project managers, IT technicians, technical writers,
marketers, subject matter experts for short or long term human resourcing
needs.
Innovative Travel: Business travel bookings
Melbourne Car World: Fleet sales and service
Ready Office Supplies: Computers, photocopiers, etc.
Coffeeville: Business function catering

Catering menu: <http://simulations.ibsa.org.au/coffeeville/menu.php>.

BSBMGT605B Provide Leadership across the Page 26 of


organization 21
Appendix 2 Templates

Incident report

1. DETAILS OF PERSON MAKING REPORT


Name:
Position: Job Title:
2. DETAILS OF INCIDENT
Date: Time:
Location:
SUGGEST CORRECTIVE ACTIONS

3. DETAILS OF WITNESSES
Name: Job title:
Name: Job title:
Name: Job title:

Sign: Date:
BSB60407 Advance Diploma of Queensford
Management College

Status: Employee Contractor Other


Outcome: Near miss Injury

1. DETAILS OF INJURED PERSON

Name: Phone: (H) (W)


Address: Sex: M F

Date of birth:
Job Title:

Start time: am pm

Work arrangement: Casual Full-time Part-time Other


2. DETAILS OF INCIDENT

Date: Time:

Location:
Describe what happened and how:

3. DETAILS OF WITNESSES

Name: Phone: (H) (W)


Address:

4. DETAILS OF INJURY

Nature of injury (e.g. burn, cut, sprain)


Cause of injury (e.g. fall, grabbed by person)
Location on body (e.g. back, left forearm)

5. TREATMENT ADMINISTERED

First aid given Yes No


First aider name:
Treatment:
Referred to:

SECTIONS 69 MUST BE COMPLETED BY EMPLOYER

6. DID THE INJURED PERSON STOP WORK?

Yes No If yes, state date:

Time: Outcome:
Treated by doctor Hospitalised Workers compensation claim
Returned to normal work Alternative duties Rehabilitation

BSBMGT605B Provide leadership across the organisation Page | 28


BSB60407 Advance Diploma of Queensford
Management College

7. INCIDENT INVESTIGATION (comments to include causal factors):

8. RISK ASSESSMENT

Likelihood of recurrence:
Severity of outcome:
Level of risk:

9. ACTIONS TO PREVENT RECURRENCE

Action By whom By when Date completed

10. ACTIONS COMPLETED


Signed (Manager):
Title: Date:
Feedback to person involved Date:

11. REVIEW COMMENTS

WHS committee / staff meeting:


Reviewed by site Manager (signed): Date:
Reviewed by Health & Safety Rep.(signed): Date:

BSBMGT605B Provide leadership across the organisation Page | 29


Risk assessment form

Details
Name:
Position:
Risk details
Risk ID: Number allocated to this risk.
Raised by: Name of person who has raised the risk.
Date raised: Date of completion of this form.
Description of risk:
Briefly describe the identified risk and its possible impact.

Likelihood of risk: Impact of risk:


Describe and rank the likelihood of the risk occurring Describe and rank the impact if the risk
(i.e. low, medium or high). occurs (i.e. low, medium or high).

Risk mitigation
Preventative actions recommended:
Briefly describe any action that should be taken to prevent the risk from occurring.

Contingency actions recommended:


Briefly describe any action that should be taken, should the risk occur, to minimise its impact.

Approval details
Supporting documentation:
Details of any supporting documentation used to substantiate this risk.

Signature: Date: / /

BSBMGT605B Provide leadership across the organisation Page | 30


Risk register
This template is used to record identified risks associated with your project, analyse the impact
and determine resultant action to be taken.
Risk response
Likelihood Impact (contingency
Risk Responsible
(H/M/L) (H/M/L) strategies)

Action/implementation plan

Item Milestone date Responsibility


Budget

Project Name:
Income Incl. GST Excl. GST

Total income
Expense Incl. GST Excl. GST

Subtotal
Contingency (+10%)
TOTAL

Signature: Date:
/ /
Communication plan (example)

What Who Purpose When/frequency Type/methods


Initiation All stakeholders. Gather FIRST Meeting.
meeting information for Before project
initiation plan. start date.
Distribute All stakeholders. Distribute plan to Before kick-off Project snapshot
project alert stakeholders meeting. distributed via
initiation plan of project scope Before project hard copy or
and to gain start date. electronically.
support. May be posted on
project website.
Project kick- All stakeholders. Communicate At or near project Meeting.
off plans and start date.
stakeholder roles/
responsibilities.
Encourage
communication
among
stakeholders.
Status reports All stakeholders Update Regularly Distribute status
and project stakeholders on scheduled. report
officer. progress of the Weekly is electronically and
project. recommended for post via website.
small-medium
projects.
Team Entire project To review Regularly Meeting: detailed
meetings team. Individual detailed plans scheduled. plan.
meetings for sub- (tasks, Weekly is
teams as assignments, and recommended for
appropriate. action items). entire team.
Weekly or bi-
weekly for
sub-teams as
needed.
Sponsor Sponsor/s and Update sponsor/s Regularly Meeting.
meetings Project Manager. on status and scheduled.
discuss critical Recommended
issues. bi-weekly or
Seek approval for monthly and also
changes to as needed when
project plan. issues cannot be
resolved or
changes need to
be made to
project plan.
Media and Marketing team. Promote benefits As determined by Internet
community of the project to marketing team. Magazine
promotion community. Radio.
Roles and responsibilities

Role Name/s Responsibilities Signature/s


(if required)

Budget

Project Name:
Income Incl. GST Excl. GST

Total income
Expense Incl. GST Excl. GST

Subtotal
Contingency (+10%)
TOTAL

Signature: Date: / /
Professional development plan
Name

Date of Date to be reviewed


development
Discussed with mentor/colleague Discussed with manager
Name: Name: _

Goals
Timeframe My personal goals are: My professional goals are:
These should relate to or support These should relate to objectives to maintain
professional goals current competence in the job role or future
career paths.
Next 12 months This
will depend on type of
activity priority/
importance of
undertaking it

Next 5 years
This will depend on
type of activity priority/
importance of
undertaking it

Strengths and Weaknesses


Timeframe Personal Professional
Required knowledge/ skills
Consider:
required competencies
job description
service plans and frameworks.

Strengths
Consider:
your views
recent tests/appraisals
other peoples views.

Gaps/barriers/obstacles and solutions


gaps in knowledge/ skills
changes to systems/ services
requiring new skills
what will help you to progress in your
role, profession?
Professional Development and Networking Activities
Objective of
Details development/
Identified Development
(provider, Timeframe Cost
gap activity networking
location, etc.) activity
1.

2.

3.

4.

5.

Third party report


Name of observer:
Position:
Contact details:

Skill Description of how candidate


demonstrated skill/knowledge. Provide
example
Demonstrates interpersonal skills to communicate and
inspire trust and confidence of others and to ensure their
cooperation and support.

Demonstrates networking skills to ensure support from


key groups and individuals for concepts/ideas/
products/services.

Applies business ethics.

Ensure performance is continuously improved through


participation in professional development, networking,
etc.

Signature: Date: / /
Appendix 3

You are the Operations General Manager at Max Lionel Realty (MLR). You are responsible for the
day-to-day running of the company. You oversee the coordination of activities that occur within
the Residential, Commercial, and Investments branches of the company. You are responsible for
overseeing projects which affect operations of the organisation as a whole. You work with the HR
manager to coordinate systems and projects to achieve cooperation and coordination across the
company.
WHS Incident
A WHS incident recently occurred at the Commercial office of Max Lionel Realty. Although it is the
Commercial Managers responsibility to investigate WHS incidents, they have not done so. You
decide to step in. In accordance with the recently implemented WHS management system you
must: investigate incidents
complete an incident report
perform risk assessment
update risk register.
The records you create of the incident need to be submitted to the HR Manager (assessor) for
storage as per records management policy.
Details of the incident
Last Wednesday, a client, who was running late decided to leave through the emergency exit and
stairwell, falling and breaking her wrist.
The exit door was blocked by boxes of paper.
One of the agents heard calls for help, managed to open the exit and help the client.
Not realising what had happened, or the seriousness of the accident, the agent criticised the clients
high heels, implying that such a thing would never happen to a man. Any sensible woman would
take the lift.
The client was humiliated.
The client was taken to the Royal Womens Hospital by ambulance.
She is threatening to sue MLR for injuries, loss of income and mental trauma.
Another agent noticed a strange odour and an oily substance on the stairwell.
This agent reported the incident verbally to the Commercial Realty Manager.
This incident has only just become known to the HR manager, who has been contacted by both the
clients lawyer and the Office of the Human Rights Ombudsman.
Several incidents in which managers have failed to undertake WHS management system
responsibilities have occurred recently. For example, record-keeping has been incomplete.
Consultation with agents, WHS committee meetings not occurred.
The organisations original target was to reduce the number of WHS incidents by 25%; however, after
initial success, enthusiasm for the system has worn off and incident rates are only just lower than
they were when the system was initiated.
Appendix 4

You are the Operations General Manager at Max Lionel Realty. You have recently investigated a
serious WHS incident.
You have determined that the incident may represent a systemic breakdown in compliance with the
organisations WHS management system. This system has only recently been implemented and
clearly the requisite practices have not been embedded.
Your legal and ethical responsibility is clear. You have a legal and ethical responsibility as a manager
to minimise workplace hazards. Moreover, in accordance with organisational change management
processes, you need to ensure organisational support by regularly reviewing compliance and acting
immediately to intervene to ensure organisational objectives and minimise risk.
You need to ensure managers are aware of and comply with the following responsibilities under the
WHS management system and WHS legislation:
consult with agents on WHS issues to continually identify any potential risks
regularly conduct WHS committee meetings to address risk across the organisation
regularly assess potential workplace hazards
act proactively to reduce risk
update the risk register.
You have decided to prepare a presentation to managers to ensure compliance.
Your objective is to ensure a smooth implementation of the WHS management system. Accordingly,
you dont want to single out or embarrass any one manager. Rather, you want to ensure enthusiastic
support by underscoring the importance of implementation of the WHS management system with
respect to Max Lionels mission and organisational goals.
You will need to ensure you demonstrate and support ethical attitudes and practices.
Appendix 5
You are the Operations General Manager at Max Lionel Realty (MLR). The CEO, Max Lionel has
asked you to initiate and implement a change strategy to improve organisational culture and ensure
ethical and legal compliance of agents. Key outcomes of the strategy will be:
development of an ethics charter for the business based on WHS responsibilities and Real Estate
Institute of Victoria (REIV) Code of Conduct
revisions made to existing policies and procedures to incorporate use of charter by agents
training for managers and agents on use of charter, WHS responsibilities and legal/ethical
responsibilities.

Previous needs analysis for this strategy has uncovered characteristics and requirements of various
groups and stakeholders:

Agents (40) Clients Tenants/wider community


under stress; time poor cynical: e.g. why do I have to sometimes feel discriminated against
highly trained and competent pay attention to MLRs on basis of:
in selling and managing real internal business? I just want lifestyle
estate them to manage my family status
unaware of legal, ethical property. cultural background
requirement; just want to time poor income, etc.
please clients not sure of MLR obligations residential agents have been rude or
even if aware, have no idea and commitment to best-of- insensitive on occasion: e.g. you
how to apply to daily client breed client service and wouldnt treat your rich clients or
practice ethical practice, REIV Code investment partners this way
unclear on overall strategic of Conduct do not feel they are adequately
aims of MLR feel that its the agents consulted
culturally diverse. obligation to fill rental/lease residential/commercial agents/clients
properties according to client have let themselves in without
wishes: e.g. I choose who consultation
lives in/leases my property inspections are sometimes
culturally diverse. unannounced
feel that the real estate business is
crooked
culturally diverse.
The following resources are available from preferred suppliers Ace Consultants:

Human resourcing Cost


Developer/writer $120/hr
Advertising and promotions consultant $150/hr
Quality assurance person/editor $120/hr
WHS trainer/facilitator $120/hr
Anti-discrimination trainer/facilitator $120/hr
Mary Stewart (WHS consultant) $150/hr
John Ng (CPA) $150/hr
Pat Lee (Lawyer: anti-discrimination expert) $150/hr
Other resourcing
Off-site training room (catered ) with space for ten people $400/hr
Promotions package: email, social media, trade magazine placements, local $4000
newspaper copy.

The total budget for the change strategy: $12,000

You will need to:


develop a draft action/implementation plan for the implementation of the strategy, including
all activities to be undertaken
develop a draft communications plan for internal and external stakeholders
consider resourcing requirements and develop a draft budget
consider modes of communication
include in action/implementation plan (and communication plan) a meeting with managers as
a key part of building support for change strategy and gaining input
meet CEO to approve draft planning documents
meet with managers to present draft strategy and gain input.