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BSBTWK601 Develop and Maintain Strategic Business Networks

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BSB60320 Advanced Diploma of Human Resource Management

Mode | Classroom Delivery

BSBTWK601 Develop and Maintain Strategic Business Networks

Supporting: BSB60320 Advanced Diploma of Human Resource Management; May also support other qualifications based on respective packaging rules

© Skillworks Australia Pty Ltd, 2021


Provided under license from Skillworks Australia Pty Ltd. All rights reserved.

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Table of Contents


  1. Introduction. 4
  2. Unit Overview.. 4
  3. Competency Standards. 5
  4. Delivery Plan. 7

Delivery Arrangement 7

Delivery Conditions. 7

Lesson Topics and Plan. 7

Suggested Learner Resources. 9

  1. Assessment Plan. 12

Submission of Work. 13

Assessment Tasks and Schedule. 14

  1. Assessment Tasks. 15

Assessment Task 1: 15

Assessment Task 2: 17

Portfolio Evidence: 19

  1. Academic Policies and Processes. 20

Assignment Cover Sheet 22

Declaration of Originality: 22

1.  Introduction

Welcome to the learner’s guide for this unit of competency for the qualification BSB50120 Diploma of Business. This guide provides you with essential information on competency standards, delivery plan and schedule, assessment plan, assessment tasks and learning resources for this unit of competency.

The purpose of this learner’s guide is to:

  • Provide you with information on delivery schedule and plan of this unit
  • Ensure that you understand how students will be assessed in this unit
  • Provide information on assessment methods, strategies, and evidence requirements
  • Provide information on learning activities and assessment tasks
  • List resources which may assist in student learning and assessment tasks

2.  Unit Overview

This unit describes the skills required to establish, expand and use strategic networks. It includes identifying features of required strategic networks, identifying or establishing network links with key stakeholders and building strategic relationships. This unit applies to those working in generalist and specialist roles within the public sector.The skills and knowledge described in this unit must be applied within the legislative, regulatory and policy environment in which they are carried out. Organisational policies and procedures must be consulted and adhered to.

Those undertaking this unit would work independently seeking advice as required, performing complex tasks in a range of familiar and unfamiliar contexts.

Learning Outcomes

 On successful completion of this unit, the learner/trainee will be able to;

  • Identify features of required strategic networks
  • Identify or establish network links with key stakeholders
  • Build strategic relationships

As well as demonstrating the performance criteria, to be assessed as competent, the learner must demonstrate their ability to apply the required knowledge and skills in a range of situations. These are summarised in the Competency Standards section below.

Prerequisite Requirements

 This unit has a NO prerequisite.

Skill Recognition and Credit Transfer 

Appropriate credit(s) may be granted to eligible students against each unit of competency on presentation of evidence of successful completion of the same unit in an equivalent or higher qualification. Under the Australian Qualifications

Framework, this qualification recognises competencies achieved as part of a Nationally Recognised Qualification from other institutes or universities.

Students may also apply for Recognition of Prior Learning (RPL) by providing evidence that they have the required skills and knowledge in the specific areas of competency through work/industry experience and/or completed eligible assessments in equivalent or higher qualification.

Please refer to college’s RPL/Credit Transfer Policy for more information and applicable procedures. The policy is available either through the faculty coordinator or college’s website.

3.  Competency Standards

This unit is derived from the Business Service training package, BSB for the qualification BSB60320 Advanced Diploma of HR Management.

Competency standards for this unit are made up of unit descriptor (As provided in the Unit Overview), performance criteria, required skills, required knowledge, embedded employability skills components, assessment requirements and evidence guide.They can also be viewed at:

View Unit

The learners must familiarise themselves with all the competency requirements for this unit of competency and ensure that they have received all the relevant information and support from the trainer and assessor that might be detrimental to their academic performance and outcomes.

Performance Criteria

The following performance criteria specify the required level of performance for each of the elements of competency:

Element Performance Criteria



1. Plan networking activities

1.1  Identify potential business contacts according to networking objectives and organisational strategy

1.2 Evaluate and select potential business contacts

1.3  Plan subject matter of communication with identified businesses contacts

1.4 Evaluate methods for contacting identified business contacts




2. Undertake networking activities

2.1 Establish contact with identified business contacts

2.2  Communicate with relevant stakeholders the advantages of developing business relationship according to plan

2.3  Confirm communication channels with relevant stakeholders for future correspondence




3. Maintain networks

3.1  Identify existing business relationships and assess strategic importance according to organisational objectives

3.2 Develop plan for maintaining strategic business relationships

3.3  Evaluate opportunities for collaboration with business contacts according to organisational strategy

Performance Evidence 

Evidence of the ability to:

Develop and maintain at least one strategic business network.

  • In the course of the above, the candidate must:
  • identify methods for contacting potential business contacts including conferences, professional associations and business networking opportunities
  • determine the value of establishing a shared business relationship
  • initiate follow‐up

Knowledge Evidence

The following knowledge must be assessed as part of this unit:

  • Key features of organisational strategy
  • Common opportunities and risks associated with business collaboration
  • Methods for contacting potential business contacts applicable to the industry

4.  Delivery Plan 

Delivery is in the form of instructor‐led, classroom‐based training sessions supported by simulated learning and/or project sessions. Within the classroom environment, delivery is supported by classroom‐based activities, tasks, lectures and structured lessons. Strategies for classroom‐based learning focus on development of skills and underpinning knowledge through practice, formative tasks, interaction, discussion, reading, feedback, and practical examples of the theory.

Delivery Arrangement

 The unit will be delivered over a prescribed period (term/semester) in a classroom training environment through a structured learning program comprising of (but not limited to) lectures, presentations, case studies, practical projects, group discussion and classroom‐based activities. Delivery schedule of this unit of competency is provided at the beginning of this guide. Timetables will be advised at the beginning of each academic term and posted on the notice board and college’s website.

It is expected that training/learning sessions will incorporate group/collaborative activities and tasks that are relevant to the learning and evidence outcomes in this unit. The emphasis of learning, where possible, will be on linking theoretical concepts and models with real‐life situations to provide the learners with an opportunity to gain an insight into key technological processes, professional environment and workplace practices.

Delivery Conditions

  • Learners are required to attend the prescribed delivery sessions, in particular where assessment plan, schedule, projects, and in‐class activities and tasks are planned
  • On commencement, the learners should review and understand all the course related information including course structure, prerequisites and competency requirements for each unit of competency
  • This unit of competency must be completed within the prescribed duration at the beginning of this Due dates for the assessments will be set by respective assessors on commencement of the unit and must be adhered to by all the learners
  • The learners have the responsibility to maintain the required attendance and participate in all the in‐class activities and assessment/project tasks to be able to develop the required skills and
  • The learners must keep record of their activities, assessments and research and take an active interest in exploring new concepts and ideas
  • On expiry of the prescribed due dates for assessment, the learners will not be able to attempt any assessments or the learning materials and must apply for a course extension. Learners should also refer to other prevailing terms and conditions of delivery and assessment of this course and contact the administration for further information if

Lesson Topics and Plan

 The following lesson plans are planned for this unit. According to session times, trainers may expand these lesson plans into their own session plans. Trainers must take a special note of the activities planned in the right‐hand column. These activities form part of “Formative Assessments”. The formative assessments are not marked (assessed) but they contribute towards learning that prepares them for summative tasks.

The following topics are covered in the classroom training sessions. The topics for this unit include;

Lesson Topics Activities





Unit overview, assessment information, assessment conditions Key concepts and definitions

What is strategic networking: Discussion and examples Private and public section environments and structures

Legislation, regulations, policies, procedures and guidelines relating to work in a public sector environment

Local/national/international public sector structures/protocols


Discussion & notes: Examples of strategic networks


Discussion & notes: Efficacy of virtual communities







Industry/professional communication channels and networks Principles of interpersonal, group and inter‐agency communication Principles of conflict resolution in a strategic context

Equal employment opportunity, equity and diversity principles

Public sector legislation such as occupational health and safety and environment in the context of strategic networking


Research and compile information on legislations related to online or internet based communications

Examples and discussion










Types of networks;

Formal or informal networks Circulation lists

E‐networks Bulletin boards

Virtual communities Mailing lists


List all formal and information communication channels you can think of in a particular industry or sector: Compare and enhance with your

discussion group

Understanding and using professional networks and communities

Understanding and using personal networks and communities Understanding and using community networks and communities Benefits of networking


Discuss and take notes: diversity, gender and disability issues in networking

Examples and discussion






Public and private sector contexts Key stakeholders:

Private sector: Professional bodies, business community, clients, suppliers, advisors, colleagues, community groups, government bodies

Public sector: Officers from other government organisations, Ministerial advisers Community members, Council members, Industry representatives, Professional associations, International public sector staff, International associations

Examples and discussion


Communication methods: consultation, liaison, negotiation, building influence and reputation, transparency: Share your views in your


Developing and nurturing strategic links and relationships Write five conflict
Identifying and using right mediums and communication channels resolution techniques
9 Using strategic networks as inputs for business growth and improvements

Identifying and communicating mutual benefits

that you would use:

Compare with your

Potential pitfalls and traps group
Dealing with conflicts, misunderstandings and scams
Respecting privacy, confidentiality and protecting information


Review and revision Student Q&A Assessment feedback and follow up

Suggested Learner Resources

 Moller K.K.E. et. al., 2013, Strategic Business Networks: Creation and Management, Sage

Baber A., Waymon L., 2007, Make Your Contacts Count: Networking Know‐how for Business and Career Success, AMACOM

Giovagnoli M. 2009, Networlding Guidebook: Building Strategic Relationships Through Networking, Networlding Publishing

Zack D., 2010, Networking for People Who Hate Networking: A Field Guide for Introverts, the Overwhelmed, and the Under‐connected, Berrett‐Koehler Publishers

Other Online Resources

Networking: Business and Social Networking for Career Success: uccess.htm

Innovation Toolbox: Networking:‐of‐networking

Referencing Guide

Harvard Referencing Generator:‐generator/harvard

Misc. Videos and Online Educational Channels (General ref)

List of some of the online educational channels. Search for the relevant topics and concepts.

Khan Academy Channel
TED Talks
Massachusetts Institute of Technology (MIT)

Google for Education
Big Think
Microsoft Education
Stanford University Channel
Management Skills Courses‐


Harvard Business Review

Note: Learning and training materials and resources are not limited to the above. Additional resources may be used to support classroom sessions and specific topics/lessons. Trainers and assessors should also review and enhance the above resources list as needed (in accordance with specific sessions/lessons); and also check and update external links. Links to educational channels are generic and specific topics/discussion should further be sourced as needed for each session.

All additional resources/materials must be saved on the faculty drive/folder or provided to the Academic Manger.

4.  Assessment Plan

 Assessments for this unit have been developed by taking into account assessment guidelines as provided in the training package and evidence requirements stipulated in this unit of competency. Assessment is an ongoing process of gathering evidence to determine what each student/learner knows, understands and can do in order to inform teaching and support learning of the intended curriculum.

The purposes of this assessment are;

  • To collect evidence that demonstrate competency in the performance criteria of the unit and satisfy skill, knowledge and employability skills requirements
  • To provide feedback to the learners/trainees indicating the areas of improvement and professional development
  • To measure the effectiveness of the delivery plan and evaluate the learning outcomes The required assessment criteria are provided in each assessment task for learner’s Assessment Method

Assessment in this unit is based on assessment and evidence guidelines provided in the unit of competency and the training package. The evidence is generated through summative assessment tasks. However, the role of Formative Tasks is crucial in developing the required skills and knowledge in completing the summative tasks. Formative tasks enable the trainers to evaluate their own delivery and adjust their facilitation based on the outcomes from these tasks. The role of formative assessments is to improve learning and adapt to student needs.

These tasks and activities usually take place throughout the unit and planned in accordance with the summative assessment plan/schedule. The formative tasks are generally referred to as “Portfolio” tasks. Portfolio is a collection of all the formative tasks completed during the learning sessions. The portfolio can be used by students as an evidence of participation or example of work completed as part of their learning.

Formative tasks are not assessed.

For summative tasks, the following assessment methods are available to collect the aforementioned evidence to demonstrate satisfactory performance in this unit;

  • Written Assessment Tasks
  • Practical/Analytical Tasks
  • Test/Examinations
  • Projects
  • Observation
  • Integrated Assessment

The Written Assessment Tasks and Tests have been developed to address various parts of Performance Criteria as well as Required Knowledge.

The Practical Tasks are developed to demonstrate competence in Required Skills. These assessment tasks and activities are mostly designed as in‐class assessments, enabling the trainers to observe the work being undertaken and completed (i.e. demonstration of a specific/required skill). Practical tasks may also include use of online learning tools, equipment, activities, or use of software. Instructions for practical tasks are generally provided within the task description. However, trainers/assessor may set certain conditions for conducting and observing these tasks.

The Project (Individual or Group based) addresses various aspects of competency standard including Performance Criteria, Required Skills and Employability Skills. The role of the project in assessment strategy is to measure student/trainee competence as a form of Summative Assessment. It demonstrates the efficacy of instructions and

learning in the prescribed delivery period by assessing the overall performance of the students/trainees for the purpose of grading/final results.

The Test/Exam is generally designed to test the Required Knowledge component of the unit of competency. It may also be used to reinforce learning and test specific aspects of other part of competency where knowledge of certain processes/procedures is required. A knowledge test may be verbal or written as specified in the task description.

Examinations are conducted under set conditions.

Observation forms part of in‐class activities, participation in designated group processes, presentation and provides an option where specific skills need to be demonstrated to the assessor.

Some of the assessments in this course may be used as Integrated Assessments; i.e. to use evidence created in one unit/task to determine competency in another unit/task. The concept behind the design of the integrated assessment is to limit repetitive tasks that test the same or similar competency elements in different units of competency.

Optional/Supplementary Assessments

In addition to the above assessment instruments, the following methods can be used, if required, in the context of assessment for this unit of competence, especially in the circumstances where assessment involved components of online learning as well as actual workplace activities and/or performance.

  • Workplace Verification through RPL application
  • Competency Conversation at completion of the unit

To successfully complete this unit, learners must demonstrate that they have the skills and knowledge needed as indicated in the Competency Standards (2).

Assessment can be both a formative and summative process. Formative assessment is used to provide feedback to students and teachers to promote further learning. Summative assessment contributes to the judgement of student learning for competency/award purposes.

Submission of Work

All the written works must be submitted in a hard copy, and an additional soft/electronic copy if required by the trainer/assessor, with an accompanying “Assessment Cover Sheet”. Each Assessment Cover Sheet should be signed by the student and must contain student details and date of submission. Assessment Cover Sheets are available at the reception.

Material submitted for assessment—Word processed or handwritten assignments, reports, essays, projects, etc. must contain student’s name, ID (if available), address and contact details. Within the context of these assessment tasks, the assessor fulfils the role of client, manager or supervisor, as applicable. Work submitted for “approval” within this context must demonstrate care and attention to detail, such that the student inspires confidence that the work is being undertaken competently

Where soft copy/electronic files are submitted, students are encouraged to name the files according to established procedure. This would typically include a course or unit code, assessment or submission code, and in the case of multiple files an alphanumeric identifier. Multiple files may also be required to be submitted within an enclosing folder (with similar, appropriate naming conventions) or archive format—e.g. zip or rar. Follow submission guidelines in each assessment task for specific instructions.

Assessment Tasks and Schedule

The following assessments are planned for this unit

# Assessment Task/Activity Type Assessment Method
1 Review Strategic Networks: Private and Public Sectors Individual Written
2 Project: Establish and Maintain Strategic Networks Individual Written & Observation
# Portfolio of Evidence Individual Record/Evidence

These assessment tasks/activities have been described in detail in the following section. Task schedule to be advised by trainer/assessor based on the lesson and session plans.

Students ARE ADVISED to retain copies of their classroom activities and tasks in a folder to later submit as portfolio evidence.

5.  Assessment Tasks

Assessment Task 1

Assessment Task Review Strategic Networks: Private and Public


Schedule TBA



Outcomes Assessed

Performance Criteria:

1.1, 1.2, 1.3, 1.4

Addresses some elements of required skills and knowledge as shown in the Assessment Matrix


Strategic networks could be a valuable source of information, expertise and competitive advantage for organisations, offering access to resources that might not be otherwise available within the organisation. Networks enable and enhance flow of information between stakeholders and may lead to important strategic partnerships and collaboration.

Growth and popularity of social media in recent times has created a new medium in strategic networking with people forming interest groups, alumni groups, professional groups and collaborative learning spaces through a number of web‐based platforms.

In this assessment task, you will be required to research and compile information on at least three specific strategic networks used by private and public sectors respectively. Networks may include formal or informal networks, circulation lists, e‐networks, bulletin boards, virtual communities and mailing lists. Public sector networks may differ from private sector networks as they tend to focus on a close group of internal and external stakeholders. An example of a public sector network can be found at;‐events/information‐sharing/discussion‐networks

For the rea‐life context, consider the following sample business profile;

Dhanush is a newly established research and development technology company with a product line comprising of equipment for satellite communication, radar technology, and scanning security devices. The company has spent millions of dollars in development enterprise intellectual property and niche product that they wish to supply to both private and government sectors. The company is led by an energetic and visionary CEO, a MIT graduate, who has established the headquarters in Australia. The company has regional offices in every capital city. As a strategic initiative, the company is looking to build strategy networks as part of its corporate relationships drive. Key short‐term objectives are;

  • Plan and organise an exhibition (to be developed as an annual fixture, moving from one to the next capital city each year) to showcase company’s technological innovations and equipment;
  • Develop online presence on social media and network with key industry stakeholders
  • Organise online and face‐to‐face product demonstrations
  • Develop key contacts and networks in both public and private sectors

Assume that you are working in the company as “Business Development Manager”. You have been given the task to first review and recommend existing networks and then set up the networks for the company (in the next assessment task). For the purpose of this task, your trainer/assessor will play the role of your manager.

Accordingly, research and identify three distinctive networks for private and public sectors each and compile the following information on them;

  • Type of network and its key features
  • Likely stakeholders and their profile (internal and/or external)
  • Strategic values and likely benefits for company stakeholders
  • Strategic values and likely benefits for organisations
  • Communication methods that can be used to contact (e.g., emails, meetings, forum, functions etc)
  • Common risks or chance for an adverse publicity/outcome for the organisation
  • Code of conduct or any other legal requirements

Note; you do not have to restrict yourself to online networks. A large number of professional and strategic networks rely on face‐to‐face contacts and networking events to create added values for their members. Your research should include both online and face‐to‐face networks.

Prepare a word‐processed report summarising each networking as per the above information/instructions. Attach any supporting documents (e.g. copies of codes of conduct, or print out of a webpage) to your report. All external sources must be cited using the Harvard Referencing system. Your trainer/assessor will provide you with referencing guidelines.

The work commenced and completed in this task will continue in the next assessment task. Ensure that you maintain records/copies of your work.

Submission Guidelines


  • A hard copy of the report with appropriate assessment cover sheet and attachments

Electronic versions of the assessment task and email/electronic submission arrangements are at further discretion of the trainer/assessor.

Assessment Task 2:

Assessment Task Project: Establish and Maintain Strategic Networks
Schedule TBA



Outcomes Assessed


Performance Criteria:

1.1, 1.2, 1.3, 1.4, 2.1, 2.2, 2.3, 3.1, 3.2, 3.3

Addresses some elements of required skills and knowledge as shown in the Assessment Matrix


This is an individual project task for this unit that commences at the start of the unit and progresses over the term. There are three parts of this project, and each part should be completed as per the schedule discussed and agreed with the trainer/assessor.

Primarily, you will be required to establish and maintain three different types of networks for three specific purposes during the course of the unit (10 weeks). Information collected and compiled in Assessment Task1 can be useful in identifying and selecting appropriate networks. As you may have some constraints joining some of the networks (e.g., government networks and especially internal networks), consult with your trainer/assessor before you select a network.

Assume that you are working for a government agency in Victoria. Your role requires you to interact and connect with a large number of stakeholders. You have realised the importance and need for strategic networking and have accordingly selected internal and external networks to join and maintain.

Your trainer will establish one of the required networks for your group as a simulation using an online platform. You will be provided with more information on the purpose and structure of the network in the classroom. Different learners will be assigned different roles, keeping in mind a composition of a culturally diverse workforce including people with disability.

Part A: Develop a Reference Document

In this part, you will need to develop a comprehensive theory both as a justification and a guide for joining and using strategic networks.

Plan and prepare a reference document that provides a justification or rationale for selecting and joining the networks that you have identified for the purpose of this assessment task. You will also be required to research and compile information on communication and conflict resolution principles as knowledge reference for your colleagues or co‐ workers.

A suggested structure for your document could be;

  • Aims and Objectives
  • An Overview of the Proposed Strategic Networks
  • Expected Benefits and Outcomes
    • For Self
    • For the Organisation
  • Perceived Strategic Values
  • Key Stakeholders
  • Communication Methods and Strategies
  • Working in Public Sector in Victoria (legislation and protocols)
  • Key legal and policy requirements (including OHS requirements)
  • Key Principles
    • Interpersonal, group and inter‐agency communication
    • Conflict resolution in a strategic context
    • Equal employment opportunity, equity and diversity principles
  • Further Resources

This document should ideally be prepared within the first 3‐4 weeks of the term to develop and reinforce the required context and knowledge for this project. All the three networks can be covered and described within each of the above headings

Part B: Establish and Maintain Networks

In this part, you will be required to actually establish and maintain your strategic networks. From privacy point of view, you must not provide any information on unknown or new public networks that could compromise your identity or privacy. You may also use any existing known or trusted networks that you already use (e.g., membership with professional bodies, workplace intranet etc.).


including an internal network set up by the trainer. Join the required/selected networks and in each network;

  1. Download and save terms and conditions or code of conduct competed at sign‐up
  2. Add friends, contacts or join groups
  3. Start new group or conversation or forum, as the network permits
  4. Start conversations and build rapport with other members, participants
  5. Contribute in existing discussions
  6. Maintain and lead a healthy communication as per the communication strategy
  7. Expand your network and invite others to join in
  8. In the local network (created by your trainer) develop relationships and devise tangible outcomes in terms of consultation, negotiation, knowledge sharing or work procedures
  9. Identify any conflict or misunderstanding occurred during the conversations
  10. Take a pro‐active approach to resolve conflicts and misunderstandings
  11. Create or identify new and mutual opportunities through the networks

This task MUST BE COMPLETED during designated assessment sessions. The process of establishing, joining and maintaining the strategic networks must be observed by your assessor for marking. You will also have to provide your login details to your assessor for assessment of your work and activities with the networks.

Part C: Reflection

  • At the end of term write a reflection paper based on your experience with strategic networks including;
  • Your previous thoughts and perceptions on relevance and efficacy of strategic networks
  • Any change(s) in your perception after maintaining the actual networks
  • Key learning and development (skill, knowledge, perception or ideas) gained in the process
  • Difficulties/conflicts/problems faced and resolved

The reflection paper is focused on own experiences and learning. The reflection paper should be word processed and contained within two (20) single‐sided A4 sheets, single‐spaced.

Submission Guidelines

Submit: Submit all your work on LMS.

Portfolio Evidence:

Assessment Task Portfolio
Schedule TBA



Outcomes Assessed

Performance Criteria:

Underpinning Knowledge

Addresses some elements of required skills and knowledge as shown in the Assessment Matrix



This task requires submission of all in‐class learning activities undertaken during the training sessions

You would have completed a number of activities and practical tasks during this unit. Collectively, these activities contribute towards your portfolio evidence. These activities include (Ref: Lesson Plan, Section 4).

  • Discussion & notes: Examples of strategic networks
  • Discussion & notes: Efficacy of virtual communities
  • Research and compile information on legislations related to online or internet based communications
  • List all formal and information communication channels you can think of in a particular industry or sector: Compare and enhance with your discussion group
  • Discuss and take notes: diversity, gender and disability issues in networking
  • Communication methods: consultation, liaison, negotiation, building influence and reputation, transparency: Share your views in your group
  • Write five conflict resolution techniques that you would use: Compare with your group

The portfolio constitutes your evidence of participation in this unit, as well as observation of key skills as part of this unit.

Submit your complete portfolio with copies of all activities and tasks completed, including any handwritten notes or copies of reference documents.

All the documents contained within the portfolio must be relevant to the class activities and tasks completed during each learning session during the course of this unit.

Submission Guidelines

Students to Submit:

  • Complete portfolio

Portfolio must be submitted in a folder with contents appropriately dated and/or labelled (e.g., activity name and date) Ensure that each activity and/or task contained within the folder has student name and number on it.

6.  Academic Policies and Processes

 Students with Special Needs

If leaners/learners have any special needs (e.g. physical disability, learning difficulty) regarding assessment, they should be directed to discuss these with the Course Coordinator. The college will endeavour to make all possible and reasonable adjustments to any aspect of assessment in order to address those needs.

Recognition of Prior Learning (RPL) and Credit Transfers

Learners may apply for Recognition of Prior Learning (RPL) by providing evidence that they have the required skills and knowledge in the specific areas of competency through work/industry experience and/or completed eligible assessments in equivalent or higher qualification.

Appropriate credit transfer may be granted to eligible learners against each unit of competency on evidence to successful completion of the same unit in an equivalent or higher nationally endorsed qualification. Credit transfer learners will finish the course in a shorter duration and are advised to consult appropriate authorities/bodies for applicable criteria if planning further study or stay in Australia.

Applicants who have completed formal training or who have relevant and current work or life experience and consider they are able to meet the unit purpose may seek recognition.

The college acknowledges skills and knowledge obtained through:

  • Formal training (conducted by industry or educational institutions in Australia or overseas)
  • Work experience
  • Life experience

The main focus is on the learning outcomes of these experiences, not on how, when or where the learning occurred. To be granted RPL, applicants will be asked to:

  1. Present evidence of their achievement; and/or
  2. Undertake a challenge test; and/or
  3. Attend an interview with specialist

This evidence will be validated through either satisfactory supporting documentation of support from a recognised industry or workplace representative or challenge testing

Academic Policies and Procedures

Applicable policies and procedure related to this course including plagiarism, assessments, appeals and complaints, can be found with the course coordinator as well as in the “Policies and Procedures” section of the college’s website.


(Please provide answers of all assessments under this section)

Task 1:


It is commonly known by all that a product which is good in quality and features could easily fulfil the requirement of consumers. But it has been seen that this product cannot become popular among the targeted group audience. Promoting the products and services in today’s time through various media of networking is very essential in today’s time so that the targeted consumer has complete knowledge about the service or product and also to get better value regarding profit margins. The various media of social networking that could be utilized for the promotion of service or product include video conferencing like Zoom meetings, email, face-to-face communication etc. These all are some ordinary kinds of ideas of social networking for promoting the preferred product mainly among the targeted consumers. Strategic networking has become an important element in today’s time in terms of marketing. It is based on a particular concept that includes developing a purpose, then basic targets and then the last developing plan. The purpose means the preferred objective that has to be attained mainly by utilizing accurate strategic marketing. Then next is the target which includes the audience that has been targeted and attracted by various advertisements and promotional activities. Then that last one is the plan that mainly includes the correct strategies that will be implemented for achieving the particular goals (Lowe, et al., 2019).

Types of network and its key features

The following are the types of strategic marketing networks and these are mainly based on various requirements it is also has been identified that these are often utilized for different purposes as per the particular services or products.

  1. Strong networks of contacts – These are mainly based on regular communication with the clients mostly every week. It includes Internet networks. In this networking, particular information and updates reached easily to the targeted audience (Lowe, et al., 2019).
  2. Networks of social media – It is one of the popular and powerful strategic networking as by utilizing this networking it is very easy to attract a large number of people and the product or service become popular. It includes Facebook. Facebook is very effective as the information is reached the targeted audience very quickly using this type of networking. Although a huge population use Facebook nowadays, so it is beneficial to promote the product or service on Facebook.
  3. Networking of casual contact – It is mainly based on fewer interactions with the audience but in this entire important ideas are discussed and also various data is gathered in this networking type. It includes Membership with professional bodies (Keyton, 2017).

Likely stakeholders and their profile (internal or external)

The stakeholders that are mainly involved in various strategic networking are usually those who have interest and investment in the organization that is affected by profit and loss. The stakeholders that are mainly involved in strategic marketing are the members of staff or employees of the particular organization and these are the internal stakeholders. The targeted audience and shareholders of the organization are the external stakeholders of the organization.

Strategic values and likely benefits for stakeholders of the company

There are three strategic values of social networking and these are given below:

  1. Connecting with consumers – This is the core value of strategic networking. The greatest part of networking for all businesses is mainly connecting to consumers.
  2. Delivering regular content – It is an important value of the strategy to deliver effective and regular content to grab the attention of the consumers.
  3. Everything is easily tracked – It is a very effective value of strategic networking as the things and activities done on the networking can be easily tracked and analyzed (Keyton, 2017).

Benefits for stakeholders are given below:

  1. Strengthen connections of business – By daily engaging with the contacts and also finding effective opportunities for assisting them by using networking helps the stakeholders in strengthening their business relations and connections.
  2. Raise the profile – By daily attending social and professional events assist the stakeholders in raising their profiles.
  3. Gain extra knowledge – Networking is a better opportunity for exchanging the best knowledge and also learning about the techniques of business. Through this stakeholders can learn new things and also know important information.

Strategic values and likely benefits for the organization

Networks in the operations of business could supply important resources for the growth or development of the company. The high-quality network of business might give reads of recruitment, opportunities for maximizing profits and main knowledge of the industry (Torres-Coronas, et al., 2015).

The benefits for the organization are given below:

  1. Professionals of business could network also with other members of the industry for learning about innovative trends, share important insights and also receive precious membership.
  2. Networking of business is beneficial for the organization as it permits professionals for identifying innovative opportunities and maximize the likelihood of entrepreneurial development and progress.
  3. Professionals of the organization could participate in the networking of business by mainly attending webinars or seminars that can help to know various innovative business opportunities (Torres-Coronas, et al., 2015).

Communication methods that could be utilized to contact

The methods of communication that could be utilized are given below:

  1. Forum – In this, the essential information is mentioned that is shared with the stakeholders and other members involved in the project or activity (Van Niekerk and Getz, 2019).
  2. Meetings – In this the concepts and ideas are discussed with the staff members and employees and it is also an efficient way of communication regarding the organizational policies.
  3. E-mail – It is an effective method of communication used in the organization to contact and important information is shared through e-mail.

Common risks or chances for adverse publicity or outcome for the organization

The common risks are given below:

  1. Malware – These are malicious programs of software utilized for gathering information about all victims through some conceded devices. After some successful placements, hackers could mine all devices for confidential information and utilize them for committing blackmail, identity theft or other actions that damage business (Van Niekerk and Getz, 2019).
  2. Viruses – These are frequently attached to some downloadable records and files from websites and emails. Once the file is opened, the particular virus feats susceptibilities in the software for infecting the system of the computer with some mischievous code for disrupting the traffic of network, stealing confidential data and this is a threat for the organizational operations.

Code of conduct or any other legal requirements

It includes personal conduct which means operating the business in a way for reflects generally accepted specialized conduct. Also, there are some other codes of conduct that are included in strategic networking and these are confidentiality, expert competence, professional behaviour, objectivity and integrity (Kotler, et al., 2015).

Task 2:

Assessment 2

Part A

Develop a reference document

Organization: Victorian government

Aim and objectives

The objective aims to integrate and respect the ethnic values of the complete policy and performance of the government. The Victorian government aims to help the government and people so that they can achieve their strategic objectives. It also supports the cabinet, the special minister of state, the ministers in charge of veterans’ affairs, equality, multicultural affairs, and aboriginal affairs. The public and private sectors of service should set clear expectations and main focus on the government objectives to provide intelligence to the Victorian government.

Proposed strategic network

Having an insight into government policies and procedures through the proposed network ensures the validity of its framework, Using the Victoria government’s assistance, the following strategic plan has been proposed to run a successful business to accomplish the network:

  • Effective policy outcomes
  • In the service and policy delivery striving for excellence.
  • Encourage efficient falling of government administration (Shu, et al., 2020).

Expected benefits and outcomes

  • For self

Boost the networks’ capacity for government organizations. To enhance population well-being and maintain relevance in the district, region, and nation where they operate, build effective partnerships by working with important international and national partners, including statistics offices, local governments, health & development ministries, & agencies, & suitable institutions of research & educational. It is an exclusive network of HDSS Centers that autonomously carries out the following tasks: longitudinal population-based tracking; data comparison across various systems and cultures; and maximizing the value of data across Sites.’

  • For the organization

It has a history of successfully carrying out extensive multi-site investigations using population-based tracking. It has the opportunity to link member Centers to health and other policymakers to promote research findings and Permit decisions based on evidence. It is therefore well-positioned to prosper (Brous, et al., 2020).

Perceived strategic values

  • Responsiveness

To find and promote the best actions to take responsibility for law and order while offering the Victorian people high-quality services and ensuring the authenticity of recommendations to the government

  • Integrity

It is also one of the ways to maintain public trust by being honest & transparent in front of the nation & government. In addition, it is one of how the code of conduct can be improved and conflicts of interest can be avoided.

  • Impartially

For the merit-based initiative to be successful, this is also a strategic value that should be recognized. For policies and procedures to be effective, it is crucial to act fairly and apply fair criteria while considering all relevant facts (Hou, et al., 2020).

Key stakeholders

To present our 2017 Strategic Plan, we use the Public Participation Framework & Stakeholder Engagement. For guiding the interactions between the health & human services sector & department, other stakeholders, & the community as a means of implementing policies & services that deliver the best outcomes for individuals we serve toolkit can be used.

Some of the key stakeholder’s examples are-

1) Community members

2) Ministerial advisers

3) Council members

4) Industry representatives

5) Professional associations

6) International associations

7) International public sector staff (Sepulveda, et al., 2020).

Communication method and strategies

For doing the communication the method of communication which will be used is meetings & forums. These communication methods provide insight into the changes which will be made in the policy. Meetings will be conducted to communicate regularly and timely. All the outcomes of the meeting will be mentioned in the register.

For effective communication about effective networking, some of the networking strategies are-

1) Networking groups can be joined.

2) Database can be grown about the professional contact.

3) Conferences and conventions can be attended.

4) Informational interviews can be set up (Herder, et al., 2020).

Legislation and protocols

Some of the legislation and protocols which can be used for joining and using the strategic networks are-

1) Australian consumer law (ACL)

2) PRIVACY ACT 1988, includes the principles of Australian privacy

3) Australian copyright act 1968 and amendment act 2006

4) ACCC media code of conduct

5) Intellectual property legislation administered by IP Australia

Key legal and policy requirements

As current, the world is becoming more dependent on digital services and procedures, for many regions and countries privacy of data is becoming one of the top priorities. These policies and procedures help maintain the privacy of the organization and its customers as well. The legal requirement includes the procedure or process to make sure that organizations are following the suitable regulations, laws, and rules of business (Kalyanaraman, et al., 2020).

Key principles

  • The interpersonal, group, and inter-agency communications

This group provides it focuses on the nonverbal and verbal process of communication to include group relations, intimate relations, and social relations.

  • Conflict resolutions in a strategic context

Conflict resolution provides the opportunity for understanding different viewpoints. To deal with the conflict there are various strategies can be used are regular communication, active listening, options of review, and a win-win solution can also be adopted.

  • Equal employment opportunity

It is the principles that provide everyone an equal way for pursuing their job which is based on merit-based instead of their characteristics like race, sexual orientation, sex, etc (Partanen, et al., 2020).

Further resources

Some of the resources which can be used for joining the strategies group are-

1) LinkedIn

2) Conferences

3) Community groups (Christakis, et al., 2020).

Part B

Establish and maintain networks


Business developer manager- hello everyone, good afternoon

Team members- hello, good afternoon sir.

Business developer manager- today we are gathered here to discuss what is required to establish and maintain the strategic network. And which are the three strategic networks which we can use.

Team members- okay sir.

Business developer manager- according to you what are the five codes of ethics which must be followed at the time of sign-up?

Team members- at the time of the sign we must follow integrity, objectivity, professional competence, confidentially, and professional behavior.

Business developer manager- yes, very good. Some of the trusted networks use already are the workplace internet, membership with professional bodies, and one more social network which we used now is Facebook. In the social network, you can add new friends and join the new group. it will help to increase your network and help to raise your awareness.

Team members- okay sir.

Business developer manager- on Facebook when new friends are made or new groups are joining you can start the conversations and start to build rapport with the other members. Make sure you maintain healthy communication according to the communication strategy.

Team members- okay sure sir. Thank you for the guidance.

Reflection based on the particular experience achieved by the strategic networking

Receiving some effective knowledge regarding strategic networking has given me better knowledge that is needed for understanding ideas and perceptions effectively. The key purpose of strategic networking is to mainly develop the share of mind and voice in the particular segment where potential development of business is there. I have understood that strategic networking mainly aims to mix with influencers and leaders of business with diverse expertise, associations and growth opportunities of business.

Previous perceptions and thoughts on the relevance and efficacy of strategic networks

As per previous perceptions and thoughts, networking was mainly about developing a good service or products according to the needs of consumers. There were no marketing and promotional activities in previous perceptions and thoughts (Kotler, et al., 2015).

Changes in perception after changing the real network

Changes are needed in the company for making sure that practices of sustainability could be maintained and controlled in the business operations. Maintaining and establishing professional relations helps in creating opportunities for expanding the base of clients and also meeting prospective partners. The greater the network is the more probabilities for expert connections. Building connections mainly develop the business. The consumer will make the decision mainly based on who they mainly feel comfortable and confident while doing the particular business (Kollmann, 2019).

Key learning and development gained in the process

These are given below:

  1. Advancing the career – By being noticed and visible is the advantage of networking that is important in building a career.
  2. Gain further knowledge – Networking is a better opportunity for exchanging the best knowledge and also learning about the techniques of business. Through this stakeholders can learn new things and also know important information.
  3. Strengthen connections of business – By daily engaging with the contacts and also finding effective opportunities for assisting them by using networking helps the stakeholders in strengthening their business relations and connections.
  4. Raise the profile – By daily attending social and professional events assist the stakeholders in raising their profiles (Kollmann, 2019).
  5. Build inner confidence – By regularly meeting with different people helps to get outside of the comfort zone and helps in building skills and also increases the inner confidence of individuals.

Difficulties, problems or conflicts faced and resolved

  1. Malware – These are malicious programs of software utilized for gathering information about all victims through some conceded devices. After some successful placements, hackers could mine all devices for confidential information and utilize them for committing blackmail, identity theft or other actions that damage business.
  2. Viruses – These are frequently attached to some downloadable records and files from websites and emails. Once the file is opened, the particular virus feats susceptibilities in the software for infecting the system of the computer with some mischievous code for disrupting the traffic of network, stealing confidential data and this is a threat for the organizational operations.

Task 3:


Strategic network examples

These are given below:

  1. Join the group networking – It assists members from various industries to meet with each other and also exchange important information. Joining these kinds of groups is an effective strategy for networking as it permits meeting with professionals in an environment that mainly encourages building relationships and connections with clients (Argyris, 2017).
  2. Social media platforms – These platforms give specialists tools that could assist them in networking with entire members of their society and other specialists within the industry. Joining the platforms of social media could help in connecting with members of the organization.

Importance of strategic networking

  1. Professionals of business could network also with other members of the industry for learning about innovative trends, share important insights and also receive precious membership.
  2. Networking of business is beneficial for the organization as it permits professionals for identifying innovative opportunities and maximize the likelihood of entrepreneurial development and progress.
  3. Professionals of organizations could participate in the networking of business by mainly attending webinars or seminars that can help to know various innovative business opportunities (Argyris, 2017).

Assignment Cover Sheet

Student ID
Student Name
Unit     Develop and Maintain Strategic Business Networks
Assessment Task ‐ Title/Number  BSBTWK601
Trainer/Assessor  Saqib
Date Submitted

Note: Plagiarism/Cheating is a serious offence. If a student is found plagiarising/cheating, it may result in a penalty of suspension/cancellation of student’s enrolment. In submitting their work, students must be aware of college’s Plagiarism and Academic Misconduct Policy available in student handbook, college’s website and student administration.

Declaration of Originality:

By submitting this assignment for assessment, I acknowledge and agree that:

  • This assessment task/work is submitted in accordance with the college’s Plagiarism and Academic Misconduct Policy. I also understand the serious nature of academic dishonesty (such as plagiarism) and the penalties attached to being found guilty of committing such offence
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Student signature: Date:


Argyris, C., 2017. Integrating the Individual and the Organization. Routledge.

Brous, P., Janssen, M. and Herder, P., 2020. The dual effects of the Internet of Things (IoT): A systematic review of the benefits and risks of IoT adoption by organizations. International Journal of Information Management51, p.101952.

Christakis, N., Fowler, J., Imbens, G.W. and Kalyanaraman, K., 2020. An empirical model for strategic network formation. In The Econometric Analysis of Network Data (pp. 123-148). Academic Press.

Hou, J., Sun, L., Shu, T., Xiao, Y. and Krunz, M., 2020. Economics of strategic network infrastructure sharing: A backup reservation approach. IEEE/ACM Transactions on Networking29(2), pp.665-680.

Keyton, J., 2017. Communication in organizations. Annual Review of Organizational Psychology and Organizational Behavior, 4, pp.501-526.

Kollmann, T., 2019. E-business. Springer Fachmedien Wiesbaden.

Kotler, P., Burton, S., Deans, K., Brown, L. and Armstrong, G., 2015. Marketing. Pearson Higher Education AU.

Lowe, B., Dwivedi, Y.K. and d’Alessandro, S., 2019. Consumers and technology in a changing world. European Journal of Marketing, 53(6), pp.1038-1050.

Partanen, J., Kauppila, O.P., Sepulveda, F. and Gabrielsson, M., 2020. Turning strategic network resources into performance: The mediating role of network identity of small‐and medium‐sized enterprises. Strategic Entrepreneurship Journal14(2), pp.178-197.

Torres-Coronas, T., Vidal-Blasco, M. and Sánchez, J.D., 2015. The role of emotional intelligence in entrepreneurial networking. Journal of Entrepreneurship: Research & Practice, 2015.

Van Niekerk, M. and Getz, D., 2019. Event stakeholders. Oxford: Goodfellow Publishers.

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