N2 Simulation Exercise (individual in class assessment)



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Student Name: Student ID:
Assessment Type: N2 Simulation Exercise (individual in class assessment)
Other:
Assessor’s Name:
Assessment Outcome: ? Satisfactory ? Not Yet Satisfactory
Student Declaration: By submitting this assessment via Moodle, I declare that this is my own work and had not been copied or plagiarised from any other source. Please refer to the Student Handbook for more information.
Assessment Conditions: Each assessment criteria is recorded as either Satisfactory (S) or Not Yet Satisfactory (NYS). A student can only achieve a ‘Satisfactory’ Assessment Outcome for the entire assessment when all assessment Criteria listed below are ‘Satisfactory’. A student who is assessed as ‘Not Yet Satisfactory’ is eligible for re-assessment with their trainer.
All assessment answers must be typed, include this assessment cover sheet and uploaded in ‘WORD’ version to moodle.
Assessment Criteria
Element Performance Criteria S NYS
BSBLDR501 Develop and use emotional intelligence
1. Identify the impact of own emotions on others in the workplace 1.1 Identify own emotional strengths and weaknesses ?
?
1.2 Identify personal stressors and own emotional states related to the workplace ?
?
1.3 Develop awareness of own emotional triggers and use this awareness to enable control emotional responses ?
?
1.4 Model workplace behaviours that demonstrate management of emotions
1.5 Use self-reflection and feedback from others to improve development of own emotional intelligence ?
?
2. Recognise and appreciate the emotional strengths and weaknesses of others 2.1 Respond to the emotional states of co-workers and assess emotional cues ?
?
2.2 Identify the range of cultural expressions of emotions and respond appropriately ?
?
2.3 Demonstrate flexibility and adaptability in dealing with others ?
?
2.4 Take into account the emotions of others when making decisions ?
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3. Promote the development of emotional intelligence in others 3.1 Provide opportunities for others to express their thoughts and feelings ?
?
3.2 Assist others to understand the effect of their behaviour and emotions on others in the workplace ?
?
3.3 Encourage the self-management of emotions in others ?
?
3.4 Encourage others to develop their own emotional intelligence to build productive relationships and maximise workplace outcomes ?
?
4. Utilise emotional intelligence to maximise team outcomes 4.1 Encourage a positive emotional climate in the workplace
4.2 Use the strengths of workgroup members to achieve workplace outcomes
Element Performance Criteria S NYS
BSBLDR502 Lead and manage effective workplace relationships
1. Manage ideas and information 1.1 Ensure strategies and processes are in place to communicate information associated with the achievement of work responsibilities to all co-workers ?
?
1.2 Develop and/or implement consultation processes to ensure that employees have the opportunity to contribute to issues related to their work role ?
?
1.3 Facilitate feedback to employees on outcomes of the consultation processes ?
?
1.4 Develop and/or implement processes to ensure that issues raised are resolved promptly or referred to relevant personnel
2. Establish systems to develop trust and confidence 2.1 Establish and/or implement policies to ensure that the organisation’s cultural diversity and ethical values are adhered to ?
?
2.2 Gain and maintain the trust and confidence of colleagues and external contacts through professional conduct ?
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2.3 Adjust own interpersonal communication styles to meet the organisation’s cultural diversity and ethical environment and guide and support the work team in their personal adjustment process ?
?
3. Manage the development and maintenance of networks and relationships 3.1 Use networks to build workplace relationships providing identifiable outcomes for the team and the organisation ?
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3.2 Conduct ongoing planning to ensure that effective internal and external workplace relationships are developed and maintained ?
?
4. Manage difficulties to achieve positive outcomes 4.1 Develop and/or implement strategies to ensure that difficulties in workplace relationships are identified and resolved ?
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4.2 Establish processes and systems to ensure that conflict is identified and managed constructively in accordance with the organisation’s policies and procedures ?
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4.3 Provide guidance, counselling and support to assist co-workers in resolving their work difficulties ?
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4.4 Develop and implement an action plan to address any ?
?
Element Performance Criteria S NYS
BSBWOR502 Lead and manage team effectiveness
1. Establish team performance plan 1.1 Consult team members to establish a common understanding of team purpose, roles, responsibilities and accountabilities in accordance with organisational goals, plans and objectives ?
?
1.2 Develop performance plans to establish expected outcomes, outputs, key performance indicators (KPIs) and goals for work team ?
?
1.3 Support team members in meeting expected performance outcomes ?
?
2. Develop and facilitate team cohesion 2.1 Develop strategies to ensure team members have input into planning, decision making and operational aspects of work team
2.2 Develop policies and procedures to ensure team members take responsibility for own work and assist others to undertake required roles and responsibilities ?
?
2.3 Provide feedback to team members to encourage, value and reward individual and team efforts and contributions ?
?
2.4 Develop processes to ensure that issues, concerns and problems identified by team members are recognised and addressed ?
?
3. Facilitate teamwork 3.1 Encourage team members and individuals to participate in and to take responsibility for team activities, including communication processes ?
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3.2 Support the team in identifying and resolving work performance problems ?
?
3.3 Ensure own contribution to work team serves as a role model for others and enhances the organisation’s image for all stakeholders ?
?
4. Liaise with stakeholders 4.1 Establish and maintain open communication processes with all stakeholders ?
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4.2 Communicate information from line manager/management to the team ?
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4.3 Communicate unresolved issues, concerns and problems raised by team members and follow-up with line manager/management and other relevant stakeholders ?
?
4.4 Evaluate and take necessary corrective action regarding unresolved issues, concerns and problems raised by internal or external stakeholders
BSBLDR504 Implement diversity in the workplace S
NYS
1. Scope workforce diversity 1.1 Establish the nature of diversity in the industry sector, community and workplace
1.2 Qualify and quantify the sources of diversity in the industry sector, community and workplace
1.3 Research and identify the benefits of having a diverse workforce ?
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1.4 Identify and analyse legislation, regulation and enterprise policy that impacts on workplace diversity ?
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1.5 Research and identify opportunities and barriers to inclusive engagement ?
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2. Integrate diversity into workplace operations 2.1 Develop and review workplace policies, procedures and planning in accordance with the scope of diversity
2.2 Establish where diversity integration meets the needs of the enterprise and diverse persons ?
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2.3 Review existing policies, plans and procedures to identify areas where diversity can achieve positive impact ?
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2.4 Monitor and review workplace processes to guide implementation ?
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3. Implement diversity across the workplace 3.1 Consult with management and teams to champion the diversity implementation ?
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3.2 Ensure work teams incorporate diversity processes into work activity ?
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3.3 Establish and enable enterprise and individual support processes ?
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3.4 Provide for training and coaching in diversity implementation ?
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3.5 Promote and model inclusive behaviours ?
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4. Review and evaluate diversity in the workplace 4.1 Conduct regular reviews of diversity integration with relevant persons ?
?
4.2 Evaluate workplace diversity against workplace policies, procedures and planning objectives
4.3 Identify and recommended improvements to diversity integration
Instructions: There are 8 Tasks in this assessment that are assigned on a weekly basis. Activates include case study, simulation exercises and direct questioning. You are allowed to use internet, newspapers, textbooks or other resources in completing this assessment. This is an individual assessment and you must complete the tasks in class.
Week 3
Task 1: Describe Daniel Goleman’s ‘Model of Emotional Intelligence’ (5 marks)
Task 2: Personality Based Emotional Intelligence Test (MEIT) (5 marks)
INTRODUCTION
The term Emotional Intelligence (EI) has been given many specific definitions since it gained popularity in the 1980s, but has is generally taken as theorized aspects of intelligence that that are not general intelligence but instead specific to people, such as understanding other peoples perspectives.
The Matrix Based Emotional Intelligence Test MEIT) is a new experimental measure of EI that has the subject make prediction about the structure of people’s personalities that are evaluated against real data.
PROCEDURE & PROCESS
To complete the MEIT activity follow the below link and undertake the interactive version record your results for submission to your nominated trainer and assessor.
http://www.maetrix.com.au/meit/eitest.html
In the MEIT you will be given a personality test item and asked to choose from a group of other personality test items, which would be positively correlated with it. This is a somewhat complicated idea so there is sample test with more explanation you will go through before you reach the main test. The Test should take approximately fifteen (15) minutes to complete.
PARTICIPATION NOTES
The use of this assessment is for educational or entertainment purposes only. The outcome is not psychological advice of any kind. Additionally, your responses to this questionnaire will be anonymously saved.
YOUR RESPONSE
Provide a report of the outcome with your explanation and examples.
Week 4
Task 3: Emotional Intelligence Case Study (5 marks)
Max is a successful financial officer at a New York-based company that recently acquired a banking institution in two southern states. Max will take over the recently acquired southern footprint as the new regional CEO.
The newly acquired banking institution has a long-standing reputation as a friendly institution with traditional values, and it prides itself on its exemplary customer service. The current staff includes diverse workforce from different nationalities and age groups. The employees here has prepared a comprehensive package outlining the banks vision and key customer success stories that demonstrate their commitment to exemplary service and low customer and employee turnover. Due to the acquisition, the employees are scared on losing their old values and work methods.
It is Monday morning and Max has called a meeting at 8 a.m. Max arrives at 7 a.m. and is surprised to find only a couple of employees in the building. Max begins the meeting at 8 a.m. sharp, and the auditorium seats are half-filled. Max is perplexed at the turnout but begins the meeting. -Shareholder value is what its all about. We are the stewards of this organization, and we have a responsibility to the shareholders.-
Silence echoes in Maxs ears. He continues by stating, -I expect total dedication. If you cannot commit to our new vision and strategies then this is not the right place for you. Commitment starts by being on time.- Max motioned to the staff standing next to the auditorium doors to close the doors. -If you cant be here on time, then you cant play in our sandbox.-
Later that afternoon, Max met with the executive team and outlined the strategies, goals, numbers, and deadlines. A meeting was held with senior staff members responsible for reporting progress. Market growth numbers were up, and new business numbers were increasing.
A quarter later Max had the quarterly report results. The region was on target. However, turnover increased 25 percent. Involuntary turnover such as sickness were up by 10 percent. Previous customer numbers were decreasing, and customer complaints were increasing. He reviewed the report with his staff members. When he asked for input, his request was greeted with silence. He sensed an uneasy feeling in the room.
Case Questions:
Q1: What type of emotions are the staff members in the situation? If you were in Mark’s shoes, how would you manage their emotions to promote the development of emotional intelligence in them?
Q2: What do you understand by emotionally effective people and why do management needs these people to attain business objectives?
Q3: What communication approaches from Mark would be suitable for a diverse workforce which has varying cultural expressions of emotion?
A1:
A2:
A3:
Week 5
Task 4: Develop a workplace procedure for any one of the following organisation. Use a minimum of 8 bullet points to write the procedure. (10 marks)
• Returns procedure for a clothing retail store
• Complaints procedure for a internet service provider
• Manual handling procedure for an electronics warehouse
• Recruitment procedure for a bank branch
Name of the procedure:
Week 6
Task 5: Scenario based case studies on ethical values and cultural diversity. (10 marks)
Situation 1: You are invited by a private sector company to join in a corporate -box- at a local National Soccer League arena for a game in the Stanley Cup playoffs. You reflect that the cost of these boxes may average to about $1000 or more per person in the regular season, but often exceed $5,000 in the playoffs because of the food and drinks attached with the tickets. In previous months you watched that some of your co-workers attend those events and dinners.
Key Issue: Personal values and ethical decision making. Understanding the extent of gifts, donations and bribes.
Question: Use your personal opinion to describe what should you do as an employee.
Question: If you were the manager of those employees, how would you ensure that you are implementing ethical values in your organisation?
Situation 2: The annual BBQ of your organisation is a big event for networking and getting to have face-to-face time with one another. Everyone in the team was sure to invite the newest employee, stressing how important and fun the traditional company event was. The new employee is Hindu. She arrives and when it’s time to eat inquires about a vegetarian option? A co-worker responds, “Come on! This is a BBQ, hot dogs and hamburgers! That’s a real BBQ!” She smiles, nods, and stays at the picnic. But you notice she doesn’t eat anything.
Key Issue: Dietary considerations employees based on religion, cultural, health requirements or personal preferences.
Question: You have identified that there is an issue with cultural diversity in your organisation. What is that issue?
Question: As an operational manager of the organisation, what would you do to ensure that you are implementing cultural diversity in your organisation?
Week 7
Task 6: Workplace diversity: Legislation, rules, codes of practices and business policies.
(10 marks)
Q1. Provide an example scenario of direct and indirect discrimination in a same organisation. You can use any one workplace or imaginary workplace to prepare the scenario.
Direct:
Indirect:
Q2. List five Australian based legislations/laws that are related to workplace diversity of this organisation. Include the legislation year.
Q3.Based on the Q1 and Q2 responses, imagine you are the senior manager of the organisation where the two incidents have occurred. What would you do to ensure that workplace policies and plans are practised for improved workplace diversity that meets legal requirements?
Week 8
Task 7: Case Study: Performance plan and KPIs to improve team performance. (10 marks)
You are a call centre manager in Sydney who manages a team of 24 team members. Your organisation is known for the exceptional service quality and that brings in large organisations as your clients. Your organisation has clients such as banks, telecom providers and supermarkets. Recently the board of directors have agreed for an expansion and wants to merge with another company in Philippines and wants to shift some of the tasks to Philippines. Hearing about that board meeting plans; most employees in the organisation are in fear that they might lose their jobs. The same happened to your team. Productivity has decreased in call rates to 60% from 80% i.e. the staff members are not responding to calls efficiently and within specific time targets. You are aware that your team is the best one among all the teams of the organisation and you are certain the merger will not affect all teams. As a manager of the best service team you may be able to raise a concern to the stakeholders (directors) to fight for their jobs in cases of any uncertainties.
Q1. Develop a brief performance plan for the whole team to resolve the performance and job security issues. Limit your plan within 300 word limit.
Q2. Prepare at least five key performance indicators (KPIs) for your call centre team. You may wish to look into job duties of call-centre staff using internet research.
Q3. What would you do to incorporate input from stakeholders (directors) in regard to ensuring job security of your team?
Task 8: Case Study: Supporting team performance (5 marks)
The researcher Meredith Belbin noticed an occurrence in teams that was subsequently termed the Apollo Syndrome. The Apollo Syndrome is a trend whereby teams of extremely talented and clever individuals under-perform against teams of ‘ordinary’ individuals. In reality, we also find that teams with too many superstars often fail to achieve goals or the desired target. When this phenomenon was looked at in more detail, it was discovered that Apollo team members often undermined each other’s strategies while trying to achieve their own solutions to a group problem. They were essentially working as individuals in competition rather than as a united team pulling together. Experiments such as this made it clear that the intelligence, talent and understanding of the team were not the only factors in its success.
Q1. Why do you think that groups of talented individuals perform less well against those who are less talented?
Q2. Why did individual Apollo team members believe their own goal was the right one to pursue and undermine other team members?
Q3. Provide an example of a team with talented team members failing to achieve the desired goals.
Q4. If you are the supervisor, coach, captain or a manager of that example team that you have mentioned, what type of support and learning would you do to improve team?



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