BSB60420 Advanced Diploma of Leadership and Management

BSBSTR602

Develop organisational strategies

Learner Workbook

Student ID:
Student Name:
Trainer’s Name:
Date:		Term, Year:

OFFICE USE ONLY
☐ C (Competent)	☐ NYC (Not Yet Competent)

Assessment Cover Sheet
Course Code		Course Title
Unit Code		Unit Title
Term		Year

Student Details
Student Name		U Student ID

Assessment Outcome (FOR TRAINER ONLY)
Assessment Attempt	☐ First Attempt ☐ Second Attempt ☐ Re-Assessment
Activities	☐ S (Satisfactory)	☐ NS (Not Satisfactory)
Summative Assessments	☐ S (Satisfactory)	☐ NS (Not Satisfactory)
Completion Status	☐ Complete	☐ Incomplete
FINAL RESULT	☐ C (Competent)	☐ NYC (Not Yet Competent)
Completion Date:
Reassessment date
Assessed by:
Feedback to candidate on overall performance during assessment:

Student Declaration: I declare that the work submitted is my own and has not been copied or plagiarised from any person or source. I declare that I have been assessed in this unit, and I have been advised of my result. I am also aware of my appeal rights.

Signature: _______________________________

Date: ______/_______/________________

Assessor Declaration: I declare that I have conducted a fair, valid, reliable and flexible assessment with this student, and I have provided appropriate feedback.

Signature: _______________________________

Date: ______/_______/________________

—————————————————————————————————————————————————————–

Assessment Receipt (Student Copy): It is student’s responsibility to keep the assessment receipt as a proof of submission of assessment tasks.
Student Name		U Student ID
Unit Code
Trainer Name
Signature		Submission Date

Assessment Matrix

UNIT CODE	BSBSTR602	UNIT NAME	Develop organisational strategies
ELEMENTS & PERFORMANCE CRITERIA			Workbook Activities	Evidence & Observations	Summative Assessments	Additional Evidence
1. Confirm vision and mission of the organisation
1.1 Identify organisation’s strategic direction, vision and mission			1A	1	A1
1.2 Consult with relevant stakeholders on required changes to vision and mission			1B	2	A3
1.3 Review and develop or revise organisational values to support the vision and mission statement			1C	3	A3, A4
1.4 Seek support for strategic planning process from all relevant stakeholders			1D	4	A3
2. Analyse internal and external environment
2.1 Analyse and undertake research to understand external environment			2A	5	C1
2.2 Undertake political, economic, social, and technological (PEST) analysis			2B	6	B7
2.3 Undertake capability assessment of competitor organisations			2C	7	C1
2.4 Analyse organisation’s strengths, weaknesses, opportunities and threats (SWOT)			2D	8	A1
2.5 Establish cooperative ventures, that are supported by risk and cost benefit analyses, according to organisational vision, mission and values and provide for due diligence, where required			2E	9	A1, C4
2.6 Seek and respond to feedback from relevant stakeholders on analysis of internal and external environments			2F	10	A3, A4
3. Develop strategic organisational plan
3.1 Document relevant research and background for inclusion in the strategic plan			3A	11	C4
3.2 Develop objectives and strategies relevant for the future			3B	12	A5
3.3 Detail each strategy with a priority, a timeframe, responsible stakeholders and measurable performance indicators			3C	13	C5
3.4 Identify risks and develop a risk management plan			3D	14	A2
3.5 Circulate strategic plan and risk management plan for feedback and endorsement			3E	15	A3
4. Implement strategic organisational plan
4.1 Communicate strategic plan to all relevant stakeholders			4A	16	A3
4.2 Develop actions and initiatives for team members to undertake			4B	17	C3
4.3 Assign team members’ roles in relation to strategic objectives			4C	18	C1
4.4 Use performance indicators to monitor progress in implementing plan and make refinements to plan			4D	19	C4
4.5 Evaluate achievement of objectives at agreed milestones with relevant stakeholders			4E	20	A3
4.6 Review effectiveness of plan and consider methods for improving strategic planning processes			4F	21	A5

Foundation Skills
This section describes those language, literacy, numeracy and employment skills that are essential to performance but not explicit in the performance criteria.
Ø Reading: o identifies and analyses complex organisational texts to determine business requirements o reviews, evaluates, interprets and applies content from a range of sources to aid in development of strategies	–	22	A1
Ø Writing: o prepares strategic plans for relevant stakeholders incorporating appropriate vocabulary, grammatical structure and conventions o incorporates amendments to documents according to organisational requirements o collates and compiles data to convey specific information, requirements and recommendations	–	22	A3, A5
Ø Oral communication: o presents information and seeks advice using language and register appropriate to audience o participates in discussions using listening and questioning to elicit the views of others and to clarify or confirm understanding	–	22	A4, C1, C4
Ø Numeracy: o interprets and analyses data and information to identify trends and to estimate resource implications of proposed strategies	–	22	A2
Ø Self-management: o works autonomously making high level decisions to achieve and improve organisational goals o seeks feedback or expert advice, where required	–	22	A2, A3
Ø Initiative and enterprise: o takes a lead role in the development of strategies to achieve organisational goals o selects and uses appropriate conventions and protocols when communicating with internal and external stakeholders to seek or share information	–	22	A2, A3
Ø Planning and organising: o develops flexible plans for complex, high impact activities with strategic implications, taking into account capabilities, efficiencies and effectiveness	–	22	A3, A5
Ø Teamwork: o collaborates with others to achieve joint outcomes, playing an active role in facilitating effective group interaction, influencing direction and taking a leadership role	–	22	A4, C1
Ø Problem-solving: o applies problem-solving processes to identify risks, evaluate options and determine solutions o evaluates outcomes to identify opportunities for improvement o systematically gathers and analyses all relevant information and evaluates options to inform decisions about organisational strategies	–	22	A1, A3
Knowledge Evidence
The candidate must be able to demonstrate knowledge to complete the tasks outlined in the elements, performance criteria and foundation skills of this unit, including knowledge of:
Ø Legislation, regulations and codes of practice relevant to organisation’s strategic plan	–	23	B1
Ø Organisation’s strategic direction, vision and mission	–	23	B2, B13
Ø Methods for conducting capability assessment	–	23	B3
Ø Organisation’s strengths, weaknesses, opportunities and threats	–	23	B4, B8
Ø Strengths and weaknesses of existing and potential competitors	–	23	B4
Ø Key features of cooperative ventures	–	23	B5
Ø Methods for conducting cost benefit analysis	–	23	B6
Ø Key features of due diligence processes	–	23	B7
Ø Risks and risk management strategies relevant to strategic planning, including: o intellectual property rights and responsibilities o other risks	–	23	B8
Ø Strategic planning methodologies, including: o political, economic, social and technological (PEST) analysis o strengths, weaknesses, opportunities and threats analysis (SWOT)	–	23	B9, B10
Ø Internal and external sources of information relevant to the organisation’s market, competitors, customer base, vision, values and capabilities	–	23	B11
Ø Techniques for developing organisational values	–	23	B12
Performance Evidence
The candidate must demonstrate the ability to complete the tasks outlined in the elements, performance criteria and foundation skills of this unit, including evidence of the ability to:
Ø Consult and communicate with relevant stakeholders, and develop and implement one strategic plan for an organisation on at least one occasion, including: o revising mission, vision and values o analysing and validating findings of research and analysis o obtaining input to and endorsement of strategic plans o brief relevant parties about strategic plan	–	24	C1, C2, C4

In the course of the above, the candidate must:
Ø Analyse organisation’s internal and external environment to formulate strategic plans, including: o background and research relevant to strategic plan o legislation, regulations and codes of practice, including for intellectual property o objectives, strategies and priorities o roles and responsibilities o performance indicators o timeframes o cost-benefit and risk analysis	–	24	C1, C5
Ø Seek advice from appropriate experts	–	24	C3, C4
Ø Monitor and evaluate the implementation of strategic plan and make refinements	–	24	C2, C5
Ø Review effectiveness of planning processes and identify opportunities for improvement	–	24	C5

Table of Contents. 8

Instructions to Learner. 10

Assessment instructions. 10

Assessment requirements. 14

Student Declaration Form.. 15

Student Details. 15

Observation/Demonstration. 17

Activities. 18

Activity 1A.. 18

Activity 1B. 19

Activity 1B Checklist. 20

Activity 1C. 21

Activity 1D.. 22

Activity 1D Checklist. 23

Activity 2F Checklist. 30

Activity 4A Checklist. 37

Summative Assessments. 43

Section A: Skills Activity. 44

Section B: Knowledge Activity (Q & A). 48

Section C: Performance Activity. 50

Section C: Performance Activity Checklist. 52

Case Studies. 54

Case Study A – Melody music academy. 54

Case Study B – Health and safety training. 55

Case Study C – Business performance review.. 56

Case Study D – Reviewing a building project. 58

Case Study E – Communicating the strategic plan. 59

Case Study F – A training strategy. 60

Case Study G – Strengthening the strategy. 61

Competency record to be completed by assessor. 62

Instructions to Learner

Assessment instructions

Overview

Prior to commencing the assessments, your trainer/assessor will explain each assessment task and the terms and conditions relating to the submission of your assessment task. Please consult with your trainer/assessor if you are unsure of any questions. It is important that you understand and adhere to the terms and conditions, and address fully each assessment task. If any assessment task is not fully addressed, then your assessment task will be returned to you for resubmission. Your trainer/assessor will remain available to support you throughout the assessment process.

Submission instructions

The learner shall be given one chance to resubmit their assessment after consulting with the trainer on the improvement areas.

Re-assessment fees-

Assessment- $180 per assessment

Late Assessment fees-

Up to 2 days late – $25 per assessment

From 3 up to 5 days late – $50 per assessment

More than 5 days late – $180 per assessment

If the assessment has been found to be plagiarised there will be no second attempt for the student and the student will be deemed incompetent

Written work

Assessment tasks are used to measure your understanding and underpinning skills and knowledge of the overall unit of competency. When undertaking any written assessment tasks, please ensure that you address the following criteria:

Address each question including any sub-points
Demonstrate that you have researched the topic thoroughly
Cover the topic in a logical, structured manner
Your assessment tasks are well presented, well referenced and word processed
Your assessment tasks include your full legal name on each and every page.

Active participation

It is a condition of enrolment that you actively participate in your studies. Active participation is completing all the assessment tasks on time.

Plagiarism

Plagiarism is taking and using someone else’s thoughts, writings or inventions and representing them as your own. Plagiarism is a serious act and may result in a learner’s exclusion from a course. When you have any doubts about including the work of other authors in your assessment, please consult your trainer/assessor. The following list outlines some of the activities for which a learner can be accused of plagiarism:

Presenting any work by another individual as one’s own unintentionally
Handing in assessments markedly similar to or copied from another learner
Presenting the work of another individual or group as their own work
Handing in assessments without the adequate acknowledgement of sources used, including assessments taken totally or in part from the internet.

If it is identified that you have plagiarised within your assessment, then a meeting will be organised to discuss this with you, and further action may be taken accordingly.

Collusion

Collusion is the presentation by a learner of an assignment as their own that is, in fact, the result in whole or in part of unauthorised collaboration with another person or persons. Collusion involves the cooperation of two or more learners in plagiarism or other forms of academic misconduct and, as such, both parties are subject to disciplinary action. Collusion or copying from other learners is not permitted and will result in a “0” grade and NYC.

Assessments must be typed using document software such as (or similar to) MS Office. Handwritten assessments will not be accepted (unless, prior written confirmation is provided by the trainer/assessor to confirm).

Competency outcome

There are two outcomes of assessments: S = Satisfactory and NS = Not Satisfactory (requires more training and experience).

Once the learner has satisfactorily completed all the tasks for this module the learner will be awarded “Competent” (C) or “Not yet Competent” (NYC) for the relevant unit of competency.

If you are deemed “Not Yet Competent” you will be provided with feedback from your assessor and will be given another chance to resubmit your assessment task(s). If you are still deemed as “Not Yet Competent” you will be required to re-enrol in the unit of competency.

Additional evidence

If we, at our sole discretion, determine that we require additional or alternative information/evidence in order to determine competency, you must provide us with such information/evidence, subject to privacy and confidentiality issues. We retain this right at any time, including after submission of your assessments.

Confidentiality

We will treat anything, including information about your job, workplace, employer, with strict confidence, in accordance with the law. However, you are responsible for ensuring that you do not provide us with anything regarding any third party including your employer, colleagues and others, that they do not consent to the disclosure of. While we may ask you to provide information or details about aspects of your employer and workplace, you are responsible for obtaining necessary consents and ensuring that privacy rights and confidentiality obligations are not breached by you in supplying us with such information.

Assessment appeals process

If you feel that you have been unfairly treated during your assessment, and you are not happy with your assessment and/or the outcome as a result of that treatment, you have the right to lodge an appeal. You must first discuss the issue with your trainer/assessor. If you would like to proceed further with the request after discussions with your trainer/assessor, you need to lodge your appeal to the course coordinator, in writing, outlining the reason(s) for the appeal.

Recognised prior learning

Candidates will be able to have their previous experience or expertise recognised on request.

Special needs

Candidates with special needs should notify their trainer/assessor to request any required adjustments as soon as possible. This will enable the trainer/assessor to address the identified needs immediately.

Assessment requirements

Assessment can either be:

Direct observation
Product-based methods e.g. reports, role plays, work samples
Portfolios – annotated and validated

The assessment activities in this workbook assess aspects of all the elements, performance criteria, skills and knowledge and performance requirements of the unit of competency.

To demonstrate competence in this unit you must undertake all activities (formative and summative) in this workbook and have them deemed satisfactory by the assessor. If you do not answer some questions or perform certain tasks, and therefore you are deemed to be Not Yet Competent, your trainer/assessor may ask you supplementary questions to determine your competence. Once you have demonstrated the required level of performance, you will be deemed competent in this unit.

Should you still be deemed Not Yet Competent, you will have the opportunity to resubmit your assessments or appeal the result.

As part of the assessment process, all learners must abide by any relevant assessment policies as provided during induction.

If you feel you are not yet ready to be assessed or that this assessment is unfair, please contact your assessor to discuss your options. You have the right to formally appeal any outcome and, if you wish to do so, discuss this with your trainer/assessor.

Student Declaration Form

Student Details

Student ID:

Student Name:

Email:
Mobile No:

Declaration

Course Name:
Unit of Competency:
Trainer’s Name:

I declare that:

o I fully understand the context and purpose of this assessment.

o I am fully aware of the competency criteria against which I will be assessed.

o I have been given fair notice of the date, time and venue for the assessment.

o I am aware of the resources I need and how the assessment will be conducted.

o I have had the complaints & appeals policy and privacy explained to me.

o I agree that I am ready to be assessed and that all work produced is my own.

Signature of Student: _______________________________

Date: ______/_______/________________

If activities have been completed as part of a small group or in pairs, details of the learners involved should be provided below:

This activity workbook has been completed by the following persons and we acknowledge that it was a fair team effort where everyone contributed equally to the work completed. We declare that no part of this assessment has been copied from another person’s work with the exception of where we have listed or referenced documents or work and that no part of this assessment has been written for us by another person.

Learner 1:

Learner 2:

Learner 3:

Observation/Demonstration

Throughout this unit, you may be expected to show your competency of the elements through observations or demonstrations. Your trainer/assessor will have a list of demonstrations you must complete or tasks to be observed. The observations and demonstrations will be completed as well as the activities found in this workbook.

Observation and evidence checklists have been included for all performance criteria in the Assessor Workbook, but the assessor only needs to record evidence in this document if they deem it necessary to judge competency for that particular activity.

An explanation of observations and demonstrations:

Observation is on-the-job

The observation will usually require:

Performing a work-based skill or task
Interaction with colleagues and/or customers.

Demonstration is off-the-job

A demonstration will require:

Performing a skill or task that is asked of you
Undertaking a simulation exercise.

Your trainer/assessor will inform you of which one of the above they would like you to do. The observation/demonstration will cover one of the unit’s elements.

The observation/demonstration will take place either in the workplace or the training environment, depending on the task to be undertaken and whether it is an observation or demonstration. Your trainer/assessor will ensure you are provided with the correct equipment and/or materials to complete the task. They will also inform you of how long you have to complete the task.

You should be able to demonstrate the skills, knowledge and performance criteria required for competency in this unit, as seen in the Learner Guide.

Activities

Complete the following activities individually or in a group (as applicable to the specific activity and the assessment environment).

Activity 1A

Objective

To provide you with an opportunity to identify organisation’s strategic direction, vision and mission.

Referring to your own workplace or an organisation you are familiar with, carry out your own research to determine the strategic direction, vision, and mission.

Summarise the direction, vision and mission of your chosen organisation below, and attach any supporting documents to your workbook.

MISSION AND VISION AND DIRECTION OF THE COMPANIES

The stated mission and vision are responsible to play an important role in the organizational infrastructure. it helps to be involved the employee in the company’s discussion, purposes, and direction. the direction of the company helps to set the mission and vision and helps to show the path by light on it about how an organization can get there. the term vision statement only focuses on the future and tomorrow about what’s organizations want to become ultimately. and mission statement focuses on today like about what organization have to achieve and how the organization achieves their required current goals (Papulova, 2014)..

Activity 1B

Objective

To provide you with an opportunity to consult with relevant stakeholders on required changes to vision and mission.

Equipment needed

Access to peers.

This activity will require observation. Your assessor has a list of criteria to base your assessment on.

This will be a role-play activity with three of your peers who will play the role of stakeholders.

Using the information you gathered in Activity 1A, lead a discussion with your stakeholders to determine any changes you could make to the vision and mission of the organisation.

Note any changes you agree on in your workbook.

Your discussion should be no longer than 15 minutes.

ROLEPLAY

Manager – Hello sir Good morning!

Stakeholder – hy very good morning!

Manager – how are you, sir?

Stakeholders – I’m good and, how are you?

Manager – I’m also good. Sir, I want to know you about how we can give more focus on the organization’s vision or mission? or how we influence our employees and how we can achieve organizational goals in an effective way?

stakeholder- this is a nice question to achieve the organization’s mission to achieve desired goals. To achieve the desired goal we have to use the current tense, we have to use concise, clear, and jargon-free language. we have to align our mission or vision in our business goals and values.

manager – okay sir. and how are employees?

stakeholder – we have to share with employees that It is very important to share with them about the importance of the goal. and motivate them effectively so that they can do their work in a more effective way to achieve the desired goals.

Manager – nice idea sir.

stakeholder – We have to always dream big if we want to get success in future.

manager- sir how long of plans we should take?

stakeholders – we have to make plans for 5 to 10 years.

manager – okay sir.

stakeholder – we have to visit regularly and we should check the employee’s work regularly to check productivity and their work.

manager- All right I’ll make sure that everything is happening according to you.

stakeholders- yeah, nice.

manager – okay sir have a nice.

stakeholders- have a nice to you too.

Activity 1B Checklist

This should be used by the trainer/assessor to document the learner’s performance as relevant to the unit activity. Indicate in the table below if the learner is deemed satisfactory (S) or not satisfactory (NS) for the activity or if reassessment is required.

Task #2 – <Activity 1B>
The student is required to demonstrate ALL components from the list below		Assessment		Comments
		Date:
Was the completed work: Tick		S	NS	Assessor must record observations in sufficient detail to demonstrate their judgement of the student’s performance against the criteria
1	Lead a discussion with stakeholders to decide on changes to vision and mission as a role-play activity: Ø Take the lead in the discussion by asking relevant questions and prompting their peers to contribute Ø Remain professional Ø Contribute relevant suggestions Ø Listen to the opinion of their peers.
All task criteria must be satisfactorily demonstrated by the student. The task has been confirmed:
Satisfactory Not Satisfactory
Assessor comments/recommendations for future training/action in cases where the student has not satisfactorily achieved all criteria:

Activity 1C

Objective

To provide you with an opportunity to review and develop or revise organisational values to support the vision and mission statement.

Continuing from Activities 1A & 1B, develop three values that will support the vision and mission statement of your chosen organisation.

Document your values below, explaining why each is relevant.

Mission and vision statements produce three grave roles which interconnect the purpose of the association to stakeholders, (2) advise strategy development, and (3) produce the quantifiable goals and objects by which to device the achievement of the organization’s strategy.

all these three measures are really reliable and relevant and very important which support the vision and mission.

communication is very important to achieve an organization’s goals. and we have to plan a strategic development plan to achieve the goals. and it is very important to produce measurable goals.

Activity 1D

Objective

To provide you with an opportunity to seek support for strategic planning process from all relevant stakeholders.

1. Identify the five elements of the strategic planning process.

2. Refer to Case Study A – Melody music academy

Taking the role of Emi, draft an email addressed to relevant stakeholders to ask for their support in the strategic planning for the music academy.

1.The five elements of the strategic planning process.

Vision statement.

Mission statement.

Goals and objectives

SWOT analysis

Action plan and KPIs (Cervone, 2014)..

2. Email

Good morning sir,

I here to declare to you that, we are planning an effective strategic plan so I need to tell you or ask for your support. For developing the strategic plan we need your support and advice so I request you to please contribute your support to developing the strategic plan by sharing your experiences, ideas, and reviews to make the best strategic plan which helps in developing an effective strategic plan and helps to achieve companies desires goals. have a good day.

thank you.

Activity 1D Checklist

This should be used by the trainer/assessor to document the learner’s knowledge as relevant to the unit activity. Indicate in the table below if the learner is deemed satisfactory (S) or not satisfactory (NS) for the activity or if reassessment is required.

Task #4 – <Activity 1D>
The student is required to demonstrate ALL components from the list below		Assessment		Comments
		Date:
Was the completed work: Tick		S	NS	Assessor must record observations in sufficient detail to demonstrate their judgement of the student’s performance against the criteria
1	Draft an email addressed to stakeholders seeking support for the strategic planning process to: Ø Outline current ideas for strategic planning Ø Professionally ask for the opinion of stakeholders Ø Ask relevant questions Ø Ask for specific assistance (where appropriate).
All task criteria must be satisfactorily demonstrated by the student. The task has been confirmed:
Satisfactory Not Satisfactory
Assessor comments/recommendations for future training/action in cases where the student has not satisfactorily achieved all criteria:

Activity 2A

Objective

To provide you with an opportunity to analyse and undertake research to understand external environment.

Equipment needed

Ø Access to the internet

Ø Case Study B – Health and safety training.

Refer to Case Study B – Health and safety training

1. Identify at least three factors from the external environment that may impact on the business.

2. Carry out your own research into the possible effects the factors you identified in Question 1 may have on the business. Present your findings in 200-300 words.

Three factors from the external environment that may impact on the business. Customer taste, political and government policies, technology factors.

Customer taste

customer taste is very important and it directly impacts the organization. customer taste is so commanding it can change the business activity. the manager has always up-to-date about the customer taste and preferences I businesses want to achieve their goals and want to exist in the market have to do this he must take about the customer’s tastes and preferences. It will inspire customers to purchase your product again and again. we have to keep up-to-date about the market and the manager has to keep all market knowledge (Gnewuch, et al., 2017).

political and government policies

Government policy can impact interest rates, an increase in which grows the borrowing cost. Advanced rates will lead to reduced customer expenditure, but Lesser interest rates fascinate investment as businesses rise in production. Industries cannot succeed when there is a high level of increase. Governments can increase or minor business taxes, which will impact the profits of an organization. if the government changes the rules and policies about the business and selling and purchasing it directly impacts the business profitability. we have to keep up-to-date about the market and the manager has to keep all market knowledge.

Technology factors

Technological factors include manufacturing techniques, data and communication properties, invention, logistics, advertising, and e-commerce technologies. These disturb how an organization works, retails its products, cooperates with, and rucks intellect on customers, contractors, and competitors. we have to keep up-to-date about the market and the manager has to keep all market knowledge (Ali, & Anwar, 2021)..

Activity 2B

Objective

To provide you with an opportunity to identify how to undertake political, economic, social, and technological (PEST) analysis.

1. Identify the four stages of a PEST analysis.

2. In approximately 75-100 words, explain how PEST analysis can contribute to the strategic planning and growth of a business.

Four stages of pest analysis are

Political, social, economical, and technological factors. (Ho, 2014).

PEST Analysis can support a business in identifying and thereby exploiting on chances presented by current conditions in the business atmosphere. It can also be used for recognizing existing or imaginable upcoming future tasks, permitting for effective planning of how to greatest achieve these challenges. it also helps businessman to earn profit and helps understand the huge market in which they are operating.

Activity 2C

Objective

To provide you with an opportunity to identify how to undertake capability assessment of competitor organisations.

Refer to Case Study C – Business performance review

Using the information and the template provided in the business performance assessment in the Case Study, undertake a capability assessment for Azure Kitchens & Bathrooms.

Ensure that you provide a key for the assessment.

Activity 2D

Objective

To provide you with an opportunity to identify how to analyse organisation’s strengths, weaknesses, opportunities and threats (SWOT).

1. Outline the four components of a SWOT analysis.

2. Refer to the scenario below. Using the business assessment below, identify one strength and one weakness of the organisation and then explain how technological advances may offer opportunities and become threats to their business specifically.

Scenario A

Ivan owns a Financial advisors and accounting services company that specialises in tax returns and business management. Ivan employs a team of four very competent staff and is very reputable in the local area. Ivan does not use any type of social media coverage, and roughly 80% of his client base has procured his services via word of mouth. Ivan has a high returning customer rate of 75%.

A new company has recently started up based closely to Ivan’s office. The company have a large following online and reach a different target market using platforms that Ivan’s company do not use.

The four components of SWOT are Strengths, Weaknesses, Opportunities, and Threats (GURL, 2017)..

The one strength of the company is company have a high returning customer rate which is 75%.

The one weakness of the organization is that their companies do not have social media coverage.

Technological advancement helps the business a lot. Advanced technology serves the best technology and helps the business to achieve its desired goal. Technology helps in business in marketing and information maintenance and records maintenance and also in the process of recruitment and main in the advertising overall high technology is the best opportunity and help business to attain profitability.

Activity 2E

Objective

To provide you with an opportunity to identify how to establish cooperative ventures, that are supported by risk and cost-benefit analyses, according to organisational vision, mission and values and provide for due diligence, where required.

1. In approximately 50-75 words, explain the purpose of risk analysis when proposing new ventures.

2. In approximately 50-75 words, explain the purpose of cost-benefit analysis when proposing new ventures.

3. Explain why you would have to apply due diligence before undertaking a venture with another individual or organisation.

(Max. 100 words)

The identification of risk is very important before proposing new ventures it helps to reduce future risk and helps to earn profitability. it helps to recognize these intrinsic business risks and offer actions, methods, and controls to decrease the impact of these risks on business actions. the main objectives of identification of risk are Risk identification, Risk Analysis, and Risk evaluation (Acevedo, et al., 2014).

It helps in allowing the organization to measure or maintain a decision or in the planning of a project also very important. For the organization, cost-benefit analysis benefits businesses to preference over available options, abundant projects according to the order of their value, and speechless favouritisms for the good of the commercial.

The process of due diligence is a process that is extensive and is done by acquiring the firm which is to complete the assessment thoroughly and target the company’s business, capabilities, and assets. It is a method to gather and analyze information before making a choice or leading a business so a party is not held lawfully liable for any harm or damage.

Activity 2F

Objective

To provide you with an opportunity to identify how to seek and respond to feedback from relevant stakeholders on analysis of internal and external environment.

Equipment needed

Ø Case Study D – Reviewing a building project

Ø Access to a peer or small group.

This activity will require observation. This activity will require observation. Your assessor has a list of criteria to base your assessment on.

Refer to Case Study D – Reviewing a building project

This a role-play activity where a peer will play the role of Dylan, the site manager.

You will need to lead a discussion to gather feedback from the stakeholders regarding the project depicted in the Case Study.

Within the discussion, you must:

Ø Seek feedback regarding the negative opinions

Ø Cover the positive opinions on the project

Ø Decide on improvements for future projects.

Manager – Good morning! Sir.

Stakeholders – Good morning! How are you?

Manager – I’m good sir how are how are you?

Stakeholders – I’m also good.

Manager – I want to ask you about the project work I want you to give feedback.

Stakeholder – yes, I see you working on the project I’m happy with your work all the work is done according to the project requirement and according to the plans.

Manager – thank you, sir, sir, how can we engage more employees to achieve our targets.

Stakeholders –for that we have to give more focus on collaboration and workers’ unity to achieve the project we have to put more effort into and also, we have to motivate our employees through rewards, and other things so that employees feel motivated and then we can achieve the project and organization.

Manager – that’s nice sir okay. Sir, any improvements regarding projects.

Stakeholders – improvements we have to stay more focused, and also improve the project quality and project planning.

Manager- sure sir I will take care of everything.

Stakeholder – all the best dear.

Manager – thank you and have a nice day!

Stakeholder – welcome and you too.

Activity 2F Checklist

Task #10 – <Activity 2F>
The student is required to demonstrate ALL components from the list below		Assessment		Comments
		Date:	Date:
Did the student: Tick		S	NS	Assessor must record observations in sufficient detail to demonstrate their judgement of the student’s performance against the criteria
1	Engage in a role-play to gather and respond to feedback from a stakeholder: Ø Use appropriate methods to gather feedback Ø Pose relevant questions to the stakeholder to gather their opinions Ø Listen to the opinion of the stakeholder without interrupting Ø Accept negative feedback professionally Ø Discuss potential improvements for working practice that received negative feedback.
All task criteria must be satisfactorily demonstrated by the student. The task has been confirmed:
Satisfactory Not Satisfactory
Assessor comments/recommendations for future training/action in cases where the student has not satisfactorily achieved all criteria:

Activity 3A

Objective

To provide you with an opportunity to identify how to document relevant research and background for inclusion in the strategic plan.

1. In approximately 100 words, explain the difference between quantitative and qualitative research and give examples of each.

2. Explain the importance of documenting relevant research and how this is applicable to the strategic planning process.

(75-100 words)

Quantitative research is who deals with statistics and numbers, and qualitative research deals with meaning and words. They both have different methods, and data and the data collection methods are also different. Quantitative research is who deals with statistics and numbers qualitative research deals with meaning and words. The studies of quantitative based on measurable and numerical data. In disparity, qualitative studies are based on individual accounts or forms that demonstrate in feature how persons think or reply within the culture (Collins & Cooper, 2014).

The relevant research is really important for the business manager has to analyses the proper things manager has to do the best research at his level he must research every corner of the organization he must do the proper analyses like SWOT strength, weakness, opportunities, threats. Advancement of the mechanical abilities of your staff. He has to research the market conditions of the competitors and all the organizational factors.

Activity 3B

Objective

To provide you with an opportunity to identify how to develop objectives and strategies relevant for the future.

1. Explain the difference between strategies and objectives in approximately 50 words.

2. Refer to the scenario below.

In approximately 100 words, identify the objectives and the strategies of the organisation using the information provided.

Scenario A

Money Savvy is a non-profit organisation that provides financial advice to the vulnerable. Money Savvy aims to help vulnerable people become more competent in dealing with their finances and works with a range of people, including the young, the elderly, those with financial difficulties and those with learning disabilities.

Money Savvy have fully trained advisors that visit various settings within the community, offering advice to people that need it. Some advisors will give presentations in schools to reach young people, and they also receive referrals from health and social care professionals for the elderly or individuals with learning disabilities. The organisation also has a website and helpline available to those wishing to seek advice independently.

Money Savvy offer advice as simple as how to set up a bank account and keep your money safe online, to tax returns and investments. The organisation also works in collaboration with debt relief companies to organise consolidation loans and management plans for those who are struggling with debt.

The strategy means the approach which helps to take the goal to achieve and the term objective is a step that is measurable for which we have to take strategy to achieve. A strategy helps me create a plan about how we can achieve the desired goal of the organization and objectives are the list of steps that support fulfilling the strategic goals.

The strategy and objectives of the organization objective and strategy to provide and help give accurate and productive information to the vulnerable and give them financial advice their strategy and objective is to help the vulnerable peoples become more competent while dealing with their financial Issues their objective is to cover all ages peoples including the young, elder, their objective to serve the best and helps the peoples who have financial related difficulties and the peoples those have disabilities regarding learning.

Activity 3C

Objective

To provide you with an opportunity to identify how to detail each strategy with a priority, a timeframe, responsible stakeholders and measurable performance indicators.

Scenario A

Kash has been contracted to do an independent capability assessment on a company telesales company. The company has been underperforming in the sales department, and the executives at the organisation wish to know why. They have requested that the assessment be carried out over a full month to identify any weaknesses within the organisation.

Kash uses data provided by the sales manager to identify that early in the month, the sales personnel are competitive and hungry for results, but with two-thirds of the sales being made within the first two weeks. Productivity seems to reduce in the second half of the month.

Once Kash investigates this further, the sales manager informs him that the incentives for the sales personnel are on a fixed number of sales. Once they achieve this, they receive a monthly bonus. Kash suggests that this is counter-productive as it gives little incentive to work past the bonus point. Kash suggests that a profit share-based bonus would be more effective than a set limit, failing that the organisation must make the target higher to get their employees to sell more competitively for the whole month.

1. Refer to Scenario A. Identify the time frame, the priority, and the relevant stakeholders within the proposed project.

2. Continuing from Question 1, suggest two factors that could be used as relevant KPI’s for one of the stakeholders you have identified, and explain the intentions of the proposed strategy.

The given time frame is for one full month and the relevant stakeholders are who come under it are the sales department and the sales executives. Overall the sales department.

Customer satisfaction and the profit margin

We have to identify the about needs of the customer if we want to achieve profit we have to know about the needs of the consumer and do everything according to them. The Quality and all the other factors.

And we have to set a profit margin if we want to achieve profitability we have to set the margin must not to be too high or too low it is all about satisfaction and the effectiveness to cover the cost.

Activity 3D

Objective

To provide you with an opportunity to identify risks and develop a risk management plan.

For this activity, you should refer to your own workplace or an organisation you are familiar with.

1. Identify three risks that exist within your organisation.

2. Choose one of the risks you identified in Question 1, and develop a short risk management plan which outlines:

Ø The risk you have identified and how this could impact the organisation

Ø Relevant strategies you could put into place to minimise or remove that risk.

Your plan should be no longer than one A4 side of paper.

The three risks that exist within your organization.

1 Lack of communication

2 Cyber risk.

3 And not focus on the future.

Proper and effective communication are the main need of the organization it is the main and most required or essential thing that an organization needs if the business wants to exist in a market and wants to achieve its desired goal then it should follow the effective rule of organization. Without proper communication, not a business can survive long and no business is able to achieve its desired goal. Is there are lack of communication in the organization then employees are don’t able to understand what have to do then there is a chance of misleading and mistakes occurring in the work which occurs which can cause the business profitability and turn into a loss. Bad communications lead to apprehension, uncertainty, and dissatisfaction. If there is a between employee communication and working collaboration then it impacts on the working and business profitability. And the organization has to suffer from the loss. And also poor customer service. And lesser shareholder return and there is more chance of injury. Communication must be good and effective if we want to achieve the desired goal we have to understand to employees about the importance of communication to achieve the desired goals. Managers have to talk personally and face to face and solve if some problem is arising. To improve the communication listening technique must be there and we have to take feedback and ask questions. Also, we should always use accurate context to express.

Activity 3E

Objective

To provide you with an opportunity to identify how to circulate strategic plan and risk management plan for feedback and endorsement.

Suggest three ways in which you could circulate a strategic and/or risk management plan to the relevant people in order to seek feedback and approval.

We can seek feedback and approval from the relevant people and we can take it through email, in a face-to-face meeting, and with telephone and video call conferencing. Through this process or ways, we can take feedback and approval from the desired person.

Activity 4A

Objective

To provide you with an opportunity to communicate strategic plan to all relevant stakeholders.

Equipment needed

Ø Access to a small group of peers

Ø Case Study E – Communicating the strategic plan.

This activity will require observation. This activity will require observation. Your assessor has a list of criteria to base your assessment on.

Refer to Case Study E – Communicating the strategic plan

This will be a role-play activity. You will play the role of Shuhel, and you should work with four peers who will play the role of relevant stakeholders.

Present the information outlined in the Case Study to your stakeholders.

Your presentation should be no longer than 15 minutes.

Manager – Hello sir Good morning!

Stakeholder – hy very good morning!

Manager – how are you, sir?

Stakeholders – I’m good and, how are you?

Manager – I’m also good. Sir, I want to know you about

Stakeholder – I’m also good.

Manager – sir, I want to ask you about the strategic plan we have to hire new employees and prepare a glass pool as per demand by customers.

Stakeholder – yes, we need more employees so we can be done our work as soon as possible in a more effective way. For that give advertise on social media about the hiring and choose the deserving candidates.

Manager- yes sir for tomorrow I start to take interviews and ensure that the best employees may be selected.

Stakeholder – all the work should be done according to the planned budget and also put some extra amount of money.

Manager – okay sir.

Stakeholder – must ensure that every work is done according to the given time and within a planned time frame. And all the other work like digging, lighting, and painting should be done according to the given time.

Manager – sure sir I must take care of you on each point and I make sure that every work can happen according to and our plan.

stakeholders- yeah, nice.

manager – okay sir have a nice.

stakeholders- have a nice to you too.

Activity 4A Checklist

Task #16 – <Activity 4A>
The student is required to demonstrate ALL components from the list below		Assessment		Comments
		Date:
Did the student: Tick		S	NS	Assessor must record observations in sufficient detail to demonstrate their judgement of the student’s performance against the criteria
1	Present the strategic plan to stakeholders as part of a role-play activity: Ø Remain professional Ø Cover all relevant information Ø Answer any questions posed.
All task criteria must be satisfactorily demonstrated by the student. The task has been confirmed:
Satisfactory Not Satisfactory
Assessor comments/recommendations for future training/action in cases where the student has not satisfactorily achieved all criteria:

Activity 4B

Objective

To provide you with an opportunity to identify how to develop actions and initiatives for team members to undertake.

1. In approximately 50 words, explain what is meant by developing initiative.

2. In approximately 50 words, explain the importance of fostering initiative.

3. Outline two techniques for developing initiative within a workforce.

(100-150 words)

It is an independent international expansion organization that attentions on the role of data in heavy poverty extermination and maintainable development.

It can be the spark that is needed to transform a sluggish, disengaged team. It helps to turn people into proactive and engaged and create a culture that promotes the initiatives. dedicated drivers of occupational performance, and can help to fascinate and recall the best staff.

We have to find opportunities for improvement.

Give training to them and also give them difficult tasks.

Activity 4C

Objective

To provide you with an opportunity to identify how to assign team members’ roles in relation to strategic objectives.

Scenario A

Positive Connections is a web-based marketing company. They are a small team comprising of Anna, who is the manager and deals with most of the customer’s initial enquiries. Adam and Jasmine are marketing executives. Adam is very experienced within his role and has been training Jasmine on the job. Jasmine has limited experience but is very competent in social media presence and runs several clients social media accounts for them. Dele is their web designer, he has many years of experience and has worked with Anna from the company start-up.

They have been approached by a client who wants them to promote their catering services whilst making some adjustments made to their website.

The owners of the company do not feel that they have enough time to utilise social media effectively and want this to be a priority for the positive connections team. They feel that the website should link to their social media pages but do not have the skills to do this themselves. The company also wish to have fortnightly contact by email or phone call and wish to have a point of reference within the company.

Positive connections have agreed with the catering company to set a target of increasing their client base by 10% within a year and will pay the company $400 a month. They have agreed to a one-off charge of $750 to make the changes to the website. To hit the 10% target, the marketing team need to be recruiting four clients a month who spend an average of $1600 per event.

1. Referring to Scenario A, what type of group is the team presented in the scenario? Briefly explain your answer in approximately 25 words.

2. Referring again to Scenario A, assign two relevant tasks to appropriate members of the team. Provide a written explanation of why you have assigned that task to that individual and how you think this is appropriate.

Anna who is a manager.

Adam and jasmine who are marketing executives and dele who is a web designer.

The work assigned to them is according to the needs of the organization and their capabilities to achieve the desired goals in an effective way. So, this is really appropriate.

Activity 4D

Objective

To provide you with an opportunity to identify how to use performance indicators to monitor progress in implementing plan and make refinements to plan.

1. Explain the purpose of key performance indicators in approximately 50-75 words.

2. In approximately 50 words, explain what a balanced scorecard is.

3. In approximately 50-75 words, explain how balance scorecards and KPI’s can monitor and improve productivity.

KPI stands for the key performance indicator it is a quantifiable measure of the performance which is for a specific objective. It helps to provide the targets for the workers and the teams to shoot for, indicators to measure progress, and visions that help persons across the association make improved decisions.

The stable scorecard is an organizational system meant at interpreting an organization’s strategic goals into a set of legislative performance objects that, in turn, are restrained, watched, and changed if essential to ensure that an administration’s strategic goals have ensued.

The balanced scorecard is a planned management performance metric that helps businesses identify and recover their interior processes to help their exterior outcomes. It events past performance data and provides administrations with advice on how to make improved choices in the upcoming. It overall impacts the objectives of a business.

Activity 4E

Objective

To provide you with an opportunity to identify how to evaluate achievement of objectives at agreed milestones with relevant stakeholders.

1. Refer to the project timeline below. In approximately 100-150 words, explain how the timeline sets milestones for the project and suggest ways of evaluating the achievement of the project using these milestones.

2. Identify two potential benefits of implementing milestones.

3. Explain the purpose of a performance report and how this can contribute towards evaluating performance in approximately 75 words.

Initiate the process

We have to initiate the scan situations, make some situated cases, then we have to develop the scenario.

Planning – we have to do effective planning about why we need this project why are the requirements plan about the employees and how we start how to do the effective control to achieve the organization’s goal.

Design – for the design we have to define the goals of the project measure or determine the outcomes. we have to identify the risk and calculate the budget.

Construct the plan – we have to draft the plan, and then execute the plan, and also track the performance.

Close the plan – for close the program we have to find the threshold, keep it tight, then build the template, fill in it, and share the plan in the end.

benefits of implementing milestones are

monitoring the deadline.

Identify critical ways.

The performance report helps to better contextualize the presentation information in relative to old performance and goals or target that strength has been usual. If we record each and every work it helps to evaluate the employee’s performance and measure it also helps in calculating the employee’s performance and their work we can check the productivity also. to check employee’s daily performance and the profitability of the company so maintaining the records is very much important.

Activity 4F

Objective

To provide you with an opportunity to identify how to review effectiveness of plan and consider methods for improving strategic planning processes.

1. Identify two benefits of reviewing the planning process and explain your answer in approximately 50-75 words.

2. Identify three factors that must be taken into consideration when making suggestions for future improvements.

two benefits of reviewing

The planning process Reviewing the plans helps boundary decision exhaustion.

Reviewing the plans helps to preserve the drive on Big Plans.

We have to identify the profit margin.

Customer retention rate and satisfaction.

Technology advancement and risks.

Summative Assessments

The summative assessments are the major activities designed to assess your skills, knowledge and performance, as required to show competency in this unit. These activities should be completed after finishing the Learner Guide. You should complete these as stated below and as instructed by your trainer/assessor.

Skills, knowledge, and performance may be termed as:

Skills – skill requirements, required skills, essential skills, foundation skills
Knowledge – knowledge requirements, required knowledge, essential knowledge, knowledge evidence
Performance – evidence requirements, critical aspects of assessment, performance evidence.

Section A: Skills Activity

The Skills Activity is designed to be a series of demonstrative tasks that should be assessed by observation (by the assessor or third party, depending on the circumstances). In some cases, skills will be demonstrated in writing, where the criteria fits.

It will demonstrate all of the skills required for this unit of competency – your assessor will provide further instructions to you, if necessary.

Section B: Knowledge Activity (Q & A)

The Knowledge Activity is designed to be a verbal questionnaire where the assessor asks you a series of questions to confirm your competency for all of the required knowledge in the unit of competency.

Section C: Performance Activity

The Performance Activity is designed to be a practical activity performed either in the workplace or a simulated environment. You should demonstrate the required practical tasks for the unit of competency and be observed by the assessor and/or third party, as applicable to the situation. If the third party is required to observe you, you will need to make the required arrangements with them.

If necessary for the activities, you should attach completed written answers, portfolios, or any evidence of competency to this workbook.

Section A: Skills Activity

Objective: To provide you with an opportunity to show you have the required skills for this unit.

This activity will enable you to demonstrate the following skills:

Reading:
identifies and analyses complex organisational texts to determine business requirements
reviews, evaluates, interprets and applies content from a range of sources to aid in development of strategies
Writing:
prepares strategic plans for relevant stakeholders incorporating appropriate vocabulary, grammatical structure and conventions
incorporates amendments to documents according to organisational requirements
collates and compiles data to convey specific information, requirements and recommendations
Oral communication:
presents information and seeks advice using language and register appropriate to the audience
participates in discussions using listening and questioning to elicit the views of others and to clarify or confirm understanding
Numeracy:
interprets and analyses data and information to identify trends and to estimate resource implications of proposed strategies
Self-management:
works autonomously making high level decisions to achieve and improve organisational goals
seeks feedback or expert advice, where required
Initiative and enterprise:
takes a lead role in the development of strategies to achieve organisational goals
selects and uses appropriate conventions and protocols when communicating with internal and external stakeholders to seek or share information
Planning and organising:
develops flexible plans for complex, high impact activities with strategic implications, taking into account capabilities, efficiencies and effectiveness
Teamwork:
collaborates with others to achieve joint outcomes, playing an active role in facilitating effective group interaction, influencing direction and taking a leadership role
Problem-solving:
applies problem solving processes to identify risks, evaluate options and determine solutions
evaluates outcomes to identify opportunities for improvement
systematically gathers and analyses all relevant information and evaluates options to inform decisions about organisational strategies.

Answer the activity in as much detail as possible.

Equipment needed:

Access to a peer
Case Study F – A training strategy.

The risk which can come while providing training is there may be miscommunication and lack of technology.

The issue which can come in the proposed plan is exceeded of budget.

Refer to Case Study F – A training strategy

Analyse Julia’s plan for the proposed project with the aim to:

Identify any risks to the plan
Identify any issues with the proposed plan.

Summarise your findings in no more than 100 words.

The changes that we can make is we have to collect some extra amount and we have to take care of employees responsiveness and all the resources.

Refer to Case Study F – A training strategy

Read the numerical data outlined within the strategy in the Case Study, make any changes you think necessary to the strategy to help it to run more smoothly.

Explain the changes you have made and the reason for this decision in approximately 150 words.

The project objective is to give training to the employees and trained them effectively and provide knowledge to the employees.

The task which is identified we have to give knowledge the employees according to the new staff and complete the course in 3 days. Training should be done according to the need and in an effective order.

For a project of your choosing, prepare a written strategic plan.

The plan must include a:

Project brief and objective
Bullet point list of identified tasks.

Your plan should be written as though it will be presented to stakeholders, and be between 1-2 pages long.

Engage in a role play with a peer. You must take the management role, and your peer should play a relevant stakeholder.

Lead a conversation with the stakeholder to evaluate the possible outcomes of the plan that you developed in Question 3.

Your discussion must cover:

Different options for the strategy
Possible improvements to the original plan.

Your discussion should be no longer than 15 minutes.

Make a note of any key ideas and attach this to your workbook on completion.

Manager – good morning sir how are you

Stakeholder – good morning sir I’m good

Manager- sir I want to ask you about the option for strategy and the improvements.

Stakeholder – the strategy is the plan should be done in an effective way and the all the points should be covered in this. It should be effective and reliable and complete within the given time.

Manager – okay sir everything is done according to you thank you, sir.

Stakeholder- welcome.

Continuing from Question 4, summarise your discussion in a report of 250-350 words.

Your report must:

Convey the information covered, including recommendations made by your stakeholder
Document the conversation, the options you discussed and the preferred method that you have decided on for the strategy
Include proper vocabulary and grammar throughout.
Attach your finished report to your workbook on completion.
Report

According to the stakeholder, he gave the various information about how to do the task effective the strategy is the plan should be done in an effective way and the all the points should be covered in this. It should be effective and reliable and complete within the given time. The methods should be effective and good to achieve the desired goal.

Checklist to be used for the written part of this activity

Task #22– <Skills Activity Questions 3&5>
The student is required to demonstrate ALL components from the list below		Assessment		Comments
		Date:	Date:
Did the artefact produced: Tick		S	NS	Assessor must record observations in sufficient detail to demonstrate their judgement of the student’s performance against the criteria
1	Develop a strategic plan for a project of their choosing that: Ø Is written appropriately for its intended audience Ø Features a list of actions required Ø Gives a brief of the company’s situation and objectives.
2	Write a report outlining the outcomes of the role play in Question 4: Ø Document who said what Ø Confirm the agreed strategy Ø Confirm the agreed changes Ø Written appropriately for presentation.
All task criteria must be satisfactorily demonstrated by the student. The task has been confirmed:
Satisfactory Not Satisfactory
Assessor comments/recommendations for future training/action in cases where the student has not satisfactorily achieved all criteria:

Checklist to be used for the observable part of this activity

Task #22 – <Skills Activity Question 4>
The student is required to demonstrate ALL components from the list below		Assessment		Comments
		Date:
Did the student: Tick		S	NS	Assessor must record observations in sufficient detail to demonstrate their judgement of the student’s performance against the criteria
1	Engage in a role play that discusses possible outcomes for the strategic management plan: Ø Engage appropriately with their peer Ø Take on a managerial role Ø Make notes of the conversation Ø Assign the peer relevant tasks Ø Ask for their opinions/feedback Ø Discuss alternative methods to those proposed in the strategy Ø Collaborate to amend the existing strategy.
All task criteria must be satisfactorily demonstrated by the student. The task has been confirmed:
Satisfactory Not Satisfactory
Assessor comments/recommendations for future training/action in cases where the student has not satisfactorily achieved all criteria:

Section B: Knowledge Activity (Q & A)

Objective: To provide you with an opportunity to show you have the required knowledge for this unit.

The answers to the following questions will enable you to demonstrate your knowledge of:

Legislation, regulations and codes of practice relevant to organisation’s strategic plan
Organisation’s strategic direction, vision and mission
Methods for conducting capability assessment
Organisation’s strengths, weaknesses, opportunities and threats
Strengths and weaknesses of existing and potential competitors
Key features of cooperative ventures
Methods for conducting cost benefit analysis
Key features of due diligence processes
Risks and risk management strategies relevant to strategic planning, including:
intellectual property rights and responsibilities
other risks
Strategic planning methodologies, including:
political, economic, social and technological (PEST) analysis
strengths, weaknesses, opportunities and threats analysis (SWOT)
Internal and external sources of information relevant to the organisation’s market, competitors, customer base, vision, values and capabilities
Techniques for developing organisational values.

Answer each question in as much detail as possible.

Using a profession you are familiar with, outline two pieces of legislation that must be considered when devising codes of practice or policies.

Mission and value statement

Workplace policies

Organisation rules

Identify three factors that may affect the strategic direction.

Risk assessment

Project priority

Stakeholders

In approximately 50 words, explain the process of business capability mapping.

Identify the business architecture then overlay it and then mapping with the capabilities.

In 75-100 words, explain how comparing your organisation’s strengths, weaknesses, opportunities, and threats with those of your competitors can be beneficial.

SWOT Analysis we can compare with our competitors about what techniques they are using to sell their products.

Identify two key features of a cooperative venture.

Democratic Management

Service Motive

Identify the four steps for undertaking a cost-benefit analysis.

Set the goals, decide the cost and benefit, identify the impacts, predict the impacts.

Explain the purpose of a due diligence process in 50-75 words.

It helps in allowing the customer to confirm that pertinent information about the contract and finance

In approximately 75-100 words, explain who the implementation of risk management strategies can help an organisation promote its intellectual property rights and identify other risks.

Risk acceptance, risk transference, risk avoidance.

When using SWOT analysis, do you think something can constitute both as an opportunity and a threat? Explain your answer in 50 words.

Opportunities and threats they are external the thing which going outside the company opportunities are good and threats are risks.

Using the PEST analysis, explain how political factors can impact business performance.

For an industry that you are familiar with, identify three sources of information that you may consult when researching the market, your competitors, and your customer base. Explain your answer in approximately 50-75 words.

Newspaper, internet, agents.

In approximately 50 words, explain what factors an organisation may use to help establish its vision and values.

Core values, leadership, purposes, and ideology are the factor which is useful in the vision of an organization.

Explain how clarifying the mission can help to develop organisational values in approximately 50-75 words.

It makes sure that employees are clear on their purpose and know exactly what the organization’s expectations are.

Section C: Performance Activity

Objective: To provide you with an opportunity to demonstrate the required performance elements for this unit.

This activity will enable you to demonstrate the following performance evidence:

Consult and communicate with relevant stakeholders, and develop and implement one strategic plan for an organisation on at least one occasion, including:
revising mission, vision and values
analysing and validating findings of research and analysis
obtaining input to and endorsement of strategic plans
brief relevant parties about strategic plan.

In the course of the above, the candidate must:

Analyse organisation’s internal and external environment to formulate strategic plans, including:
background and research relevant to strategic plan
legislation, regulations and codes of practice, including for intellectual property
objectives, strategies and priorities
roles and responsibilities
performance indicators
timeframes
cost-benefit and risk analysis
Seek advice from appropriate experts
Monitor and evaluate the implementation of the strategic plan and make refinements
Review effectiveness of planning processes and identify opportunities for improvement.

Answer the activity in as much detail as possible.

Equipment needed:

Access to a peer
Case Study G – Strengthening the strategy.

Refer to Case Study G – Strengthening the strategy

This will be a role-play activity. You should work with one peer, and you will both take on the role of a business owner (Greg or Olive). Carry out a discussion to revise your mission and values as presented in the Case Study.

You should discuss:

Organisational visions and values
Objectives
Roles and responsibilities
Background and research relevant to your existing strategic plan and/or competitors.

Your discussion should be no longer than 15 minutes. Note your key ideas during the conversation; these will be used to help you in Question 2.

Manager – good morning sir I want to ask you about to organization’s vision and mission and objectives and roles and responsibilities.

Stakeholders – good morning our vision and mission are both related to the event I want that our company has a great market in the upcoming future.

And for It, all employees have to understand their duty and do their work in an effective way with responsibility. We have to properly do the SWOT analysis and also know about our competitors and what are they doing.

Manager – okay sir thanks for sharing your valuable thoughts.

Using the notes you developed in Question 1, write approximately 100 words for an ‘About us’ section to go on the organisation’s website.

The best event company we are providing the best services in Australia we specialize in outsourced sales, networking development, marketing, etc. we also provide our services overseas.

Refer to Case Study G – Strengthening the strategy

In approximately 100 words, explain how Jenni could be an appropriate expert to advise the business on the issues the recent research identified.

Jenni is an expert in giving advice because her advice is really useful and it is very helpful to achieve the desired work.

Refer to Case Study G – Strengthening the strategy

Engage in a role-play with your peer. You should lead the role-play as one of the business owners with your peer taking on the role of Jenni.

Carry out a discussion to seek the services of Jenni’s organisation for the business management strategy.

You must discuss:

The issue
Relevant research that must be undertaken
Potential solutions
Cost-benefit/risk analysis
Performance indicators.

Be prepared to ask and answer questions during the role play. This can be prepared prior to observation.

Your discussion should be no longer than 15 minutes.

Solution

Greg – Good morning

Olive – Good morning

Greg – As you know that our company analysed the feedback that was given by our customers and according to it, I feel that we need to increase the no. of. Activities in our package and for this we need to focus on increasing our networking and ask people for collaboration.

Olive – Have you conducted relevant research on this matter?

Greg – Yes, we have conducted research on enhancing business strategies and found that if we need to grow our business then we will have to focus on collaboration and we will have to increase our company advertisements.

Olive – But for this, I think we need some assistance.

Greg – Yes, you are right about this we have found a company who will help us with this and the company is “Business Development Company” that is owned by Jenni.

Olive – Okay then how will It serve us?

Greg – Her company will conduct a proper analysis of our business to find out more possible solutions that will help our company to grow.

Plus, she will guide us with online marketing, and network development.

Olive – Okay, great then. But what about risk analysis?

Greg – Her company will look after all these measures and will also implement performance indicators to check our company’s progress.

Olive – Great, let us collaborate with her company so that they can guide us with strengthening ours.

Greg – Okay, thank you.

In approximately 200-300 words, write a report to summarise your conversation from the role play in Question 4. Your report must explain the improvements you have agreed on and how the changes could be monitored once they have been implemented. You must also suggest:

A realistic timeframe for the next evaluation
Any legislation that must be considered.

Attach your report to your workbook on completion.

The event must be done within a given time periods or a given buget and all the organization policies and rules and relgulation are comes under it.

Section C: Performance Activity Checklist

Task #24 – <Performance Activity Question 1&4>
The student is required to demonstrate ALL components from the list below		Assessment		Comments
		Date:
Did the student: Tick		S	NS	Assessor must record observations in sufficient detail to demonstrate their judgement of the student’s performance against the criteria
1	Carry out a discussion to revise the mission and values as presented in the Case Study: Ø Engage appropriately with their peer Ø Discuss organisational visions and values Ø Identify objectives Ø Assign roles and responsibilities Ø Discuss background and research relevant to your existing strategic plan and/or competitors.
2	Carry out a discussion to seek assistance with the business management strategy: Ø Engaged appropriately with their peer Ø Discuss the issues Ø Identify relevant research that must be undertaken Ø Ask appropriate question Ø Answer questions Ø Consider cost-benefit/risk analysis Ø Discuss appropriate performance indicators.
All task criteria must be satisfactorily demonstrated by the student. The task has been confirmed:
Satisfactory Not Satisfactory
Assessor comments/recommendations for future training/action in cases where the student has not satisfactorily achieved all criteria:

Checklist to be used for the written part of this activity

Task #24 – <Performance Activity Question 5>
The student is required to demonstrate ALL components from the list below		Assessment		Comments
		Date:
Did the artefact produced: Tick		S	NS	Assessor must record observations in sufficient detail to demonstrate their judgement of the student’s performance against the criteria
1	Produce a report summarising the outcome of the role-play in Question 4. To include: Ø The content of the conversation Ø Relevant suggestions that may be implemented Ø A realistic timeframe for the next evaluation Ø Any legislation that must be considered.
All task criteria must be satisfactorily demonstrated by the student. The task has been confirmed:
Satisfactory Not Satisfactory
Assessor comments/recommendations for future training/action in cases where the student has not satisfactorily achieved all criteria:

Case Studies

Case Study A – Melody music academy

Melody music academy is an independently ran education centre for the arts that aims its services at youth ages 8-18. The organisation employs tutors and youth outreach workers to provide lessons and devise community projects. The values of the organisation are to make music education accessible to many at all levels of skills and experience. Emi is drafting a strategic plan to cover the next 24 months. Emi has been asked to set three objectives and identify goals that can be set to achieve the overall objective.

Emi has come up with:

Objective One: Educate the community

Strengthen and for new tertiary partnerships
Engage with pre-existing clubs who may desire the services
Facilitate opportunities for mentoring
Provide greater access to teacher education and professional learning.

Objective Two: Resource and support our community

Develop an online portal to share resources and for members to use as a means of communication
Commission new Australian music
Draw on the community for inspiration and new talents.

Objective Three: Research and advocate for our community

Provide a representative for art projects within the community
Engage with the community to create desired arts and projects.

Emi is now to develop some of her ideas further with the help of stakeholders from the company.

Case Study B – Health and safety training

Max runs an organisation that provides workplace health and safety training to workspaces, offices, and retail outlets. The organisation is based in Perth, WA, and provides online materials and face to face training days for those who require it. Max employs a small team of writers and training assessors to construct and deliver the courses. All of Max’s courses have to be up to date with current legislation and to be approved by the Australian government.

Case Study C – Business performance review

Azure kitchens and bathrooms is a nationwide organisation that specialises in bathroom and kitchen refits. The organisations chief executors have recruited an external company to conduct a business review of the organisation.

The results are as follows:

Azure Kitchens & Bathroom

Business performance review

Based on the procedures described, here are your company’s results:


Overall	64
Liquidity	60
Profits and profit margins	40
Borrowing	62
Sales	74

Strengths

The greatest strength is the sales department. The company is continuously able to increase its sales whilst reducing debt and borrowing. This has subsequently produced a strong balance sheet that is representative of the company’s current financial condition. Products are of good quality and have fair profit margins but could be healthier.

Weaknesses

The biggest weakness is your HR and payroll costs. They are disproportionate to the industry and, in my professional opinion, unnecessary. These costs are the reason you scored so lowly in the profits and profits margin assessment. Your company’s profit margins are misleading as they do not include direct labour. Net profit margins give a more accurate and realistic portrayal of the actual situation. Unfortunately, yours are not good, and over time this will impact the balance sheet.

Suggestions

Monitor payroll and HR costs closely and seek to cut costs where possible. This may mean releasing excess staff through attrition or retirement incentives. Profit-sharing plans can be effective ways of boosting productivity once staffing levels are lower.

Template:

Case Study D – Reviewing a building project

Kev and Joanne are project managers that are reviewing the effectiveness of the results of a building project that they have just undertaken on the outskirts of Melbourne. The build comprised of a small residential housing estate with seven plots, four semi-detached three-bed homes and three detached homes, two being four-bed and one being five.

The project has taken a total of 18 months and has been completed comfortably within the allotted timeframe. There have been issues with the supply chain at times, and the organisation has been let down by suppliers who have wasted time and labour hours, incurring costs.

The end products are as they wished and there have been no complaints from the clients. Kev and Joanne sub-contracted most of the building work out to a company called AS Construction run by Dylan. Dylan acted as site manager during the build to oversee his teams efforts. Dylan was happy with the overall product and felt the team met the objectives. The teamwork productively and communication remained good between stakeholders throughout the project. His only issues were that although the time frame was met, the time management goals throughout the project were at times unrealistic and did not allow for weather conditions. Dylan feels there should have been better communication when establishing the scope and baseline as he would have raised these issues before commencement.

Case Study E – Communicating the strategic plan

Shuhel has been contracted to design and oversee landscape gardening and pool installation project for a client. Then the client has requested the garden be completely remodelled, with separate rockery and decking areas. The client also wants a fibreglass swimming pool and spa, for which Shuhel will be recruiting an exterior company that specialises in pool installation to collaborate on the project with him.

Shuhel has approached a reputable pool company and received quotes for two slightly different pools to give his clients a choice for the final product. Shuhel has a contact at the company called Mary, and she will be overseeing the install. Shuhel has already recruited a landscaping firm to carry out the groundwork and has a site supervisor called Luca to run the team on site.

Shuhel’s clients have requested that the project take no more than six weeks, and Shuhel is to present his proposed strategy to them in 5 working days. All stakeholder have agreed that the time frame is realistic for the project.

Shuhel’s proposed strategy is to excavate the ground for the pool, then lay the decking and do the heavy work in the garden before the pool is fitted in week 3. This will then leave two weeks to execute the lighter work in the project; digging the rockery and planting, fitting outside lighting, creating the seating area. There will be two days allowed for closing, with three days for dealing with disruptions or issues that may arise to ensure the baseline is not exceeded.

Case Study F – A training strategy

Julia is the operations manager for a chain of 12 care homes that operate in Western Australia. Due to a recent change in legislation, all staff now need to undergo extensive safeguarding training. As head of operations, Julia is responsible for devising a strategy to roll out the training course. Julia has contacted several companies that deliver the training and has selected one to provide the training at their training centres rather than on-site at the homes.

The company employs 352 staff in total over the 12 care homes. The course will take three days, and the company will teach groups of a maximum of 22 people. There are 16 weeks until the new year.

Julia has told her employers that if they start the training program from the following week, they can have all their staff trained by January. There will be one course each week, meaning 22 staff receive their training each week. The company charges for each individual taking the course rather than each training session.

Julia then has to divide the staff into groups considering holidays and work commitments, but she is confident that this can be accommodated due to the number of courses being commissioned.

Case Study G – Strengthening the strategy

Greg and Olive own an events company that specialises in tailor-made hen and stag weekends. The organisation operates from locations covering Australia and Bail for those wanting to head overseas. Both Greg and Olive used to work for large international travel companies and recognised that there was a gap in the markets for these types of events.

The couple believed that larger companies were acting immorally by charging for changes in numbers and taking large non-refundable deposits. To reflect this, all their events can be booked with just a $100 deposit for the whole party, and final numbers and payment can be confirmed just five weeks before the event.

After a recent push for customer feedback, the organisation has identified that they could potentially become more attractive to clients if they expanded the range of activities available within the packages. To do this, they need to invest in networking to approach potential services that may wish to work collaboratively with them. Greg also feels like their advertising could be stronger.

Jenni owns a business development company that works with organisations of all sizes to help increase their professional growth and turnover.

Her company specialise in:

Outsourced sales
Networking development
Online marketing
Business analysis.

Jenni claims that her organisation’s services can extend most clients business by 50% within a year. The company will undertake a thorough cost-benefit analysis using capability assessments to estimate the potential returns and risk analysis on any changes that they intend to introduce.

Competency record to be completed by assessor

This should be used by the trainer/assessor to document the learner’s skills, knowledge and performance as relevant to the overall unit. Indicate in the table below if the learner is deemed competent or not yet competent for the unit or if reassessment is required.

Has the learner completed all required assessments to a satisfactory standard?			Yes No (Please circle)
Has sufficient evidence and information been provided by the learner to prove their competency across the entire unit?			Yes No (Please circle)
The learner has been assessed as competent in the elements and performance criteria and the evidence has been presented as:
Authentic			Yes No (Please circle)
Valid			Yes No (Please circle)
Reliable			Yes No (Please circle)
Current			Yes No (Please circle)
Sufficient			Yes No (Please circle)
Learner is deemed:	Not yet competent	Competent
If not yet competent, date for re-assessment:
Comments from trainer/assessor:

Title	BSBSTR602-Learner Workbook
Rationale	LEARNER WORKBOOK
Author	RKC
Date Created	31-05-2022
Version Number	Date Modified	Modifications Made	Modified By
V1.0

References

Acevedo, R. J., Rivera-Vega, A., Miranda, G., & Micheo, W. (2014). Anterior cruciate ligament injury: identification of risk factors and prevention strategies. Current sports medicine reports, 13(3), 186-191.

Ali, B. J., & Anwar, G. (2021). Organization citizenship behaviour as a determining Factor in Business outcome. Ali, BJ, & Anwar, G.(2021). Organization citizenship behaviour as a determining Factor in Business outcome. International journal of Rural Development, Environment and Health Research, 5(2), 17-25.

Cervone, H. F. (2014). Improving strategic planning by adapting agile methods to the planning process. Journal of Library Administration, 54(2), 155-168.

Collins, C. S., & Cooper, J. E. (2014). Emotional intelligence and the qualitative researcher. International Journal of Qualitative Methods, 13(1), 88-103.

Gnewuch, U., Morana, S., & Maedche, A. (2017, December). Towards Designing Cooperative and Social Conversational Agents for Customer Service. In ICIS.

GURL, E. (2017). SWOT analysis: A theoretical review.

Ho, J. K. K. (2014). Formulation of a systemic PEST analysis for strategic analysis. European academic research, 2(5), 6478-6492.

Papulova, Z. (2014). The significance of vision and mission development for enterprises in Slovak Republic. Journal of Economics, Business and management, 2(1), 12-16.

Develop organisational strategies

UNIT NAME

Table of Contents

Instructions to Learner

Assessment instructions

Assessment requirements

Student Declaration Form

Student Details

Observation/Demonstration

Activity 1A

Activity 1B

Activity 1B Checklist

Activity 1C

Activity 1D

Activity 1D Checklist

Activity 2A

Activity 2B

Activity 2C

Activity 2D

Activity 2E

Activity 2F

Activity 2F Checklist

Activity 3A

Activity 3B

Activity 3C

Activity 3D

Activity 3E

Activity 4A

Activity 4A Checklist

Activity 4B

Activity 4C

Activity 4D

Activity 4E

Activity 4F

Summative Assessments

Section A: Skills Activity

Section B: Knowledge Activity (Q & A)

Section C: Performance Activity

Section C: Performance Activity Checklist

Case Study A – Melody music academy

Case Study B – Health and safety training

Case Study C – Business performance review

Case Study D – Reviewing a building project

Case Study E – Communicating the strategic plan

Case Study F – A training strategy

Case Study G – Strengthening the strategy

Competency record to be completed by assessor

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