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T-1.8.

Details of Assessment
Term and Year 1, 2019 Time allowed Weeks 1,2,3,4,5
Assessment No 1 Assessment Weighting 60%
Assessment Type Simulation Exercises and Case Studies (Individual In-Class Assessment)
Due Date Week No. 5 Room TBA

Details of Subject
Qualification BSB51915 Diploma of Leadership and Management
Subject Name Operational Management

Details of Unit(s) of competency


Unit Code (s) and BSBMGT517 Manage Operational Plan
Names

Details of Student
Student Name

College Student ID

Student Declaration: I declare that the work Signature: ___________________________


submitted is my own, and has not been copied or
plagiarised from any person or source. Date: _______/________/_______________

Details of Assessor
Assessor’s Name Sindhu Nair

Assessment Outcome

/ 60
Results Competent Not Yet Competent Marks

FEEDBACK TO STUDENT
Progressive feedback to students, identifying gaps in competency and comments on positive improvements:
______________________________________________________________________________________
______________________________________________________________________________________
______________________________________________________________________________________
______________________________________________________________________________________

Student Declaration: I declare that I have been Assessor Declaration: I declare that I have
assessed in this unit, and I have been advised of my conducted a fair, valid, reliable and flexible
result. I am also aware of my right to appeal and the assessment with this student, and I have provided
reassessment procedure. appropriate feedback

Signature: ____________________________ Student did not attend the feedback session.


Feedback provided on assessment.
Date: ____/_____/_____
Signature: ____________________________
Date: ____/_____/_____

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Purpose of the Assessment

The purpose of this assessment is to assess the student in the following Competent Not Yet
learning outcomes: (C) Competent
(NYC)
1.1 Research, analyse and document resource requirements and develop an
operational plan in consultation with relevant personnel, colleagues and specialist
resource managers
1.2 Develop and/or implement consultation processes as an integral part of the
operational planning process
1.3 Ensure the operational plan includes key performance indicators to measure
organisational performance
1.4 Develop and implement contingency plans for the operational plan
1.5 Ensure the development and presentation of proposals for resource
requirements is supported by a variety of information sources and seek specialist
advice as required
1.6 Obtain approval for the plan from relevant parties and explain the plan to
relevant work teams
2.1 Develop and implement strategies to ensure that employees are recruited
within the organisation’s HR management policies, practices and procedures
2.2 Develop and implement strategies to ensure that physical resources and
services are acquired in accordance with the org policies, practices & procedures
2.3 Recognise and incorporate requirements for intellectual property rights and
responsibilities in recruitment and acquisition of resources and services
3.1 Develop, monitor and review performance systems and processes to assess
progress in achieving profit and productivity plans and targets
3.2 Analyse and interpret budget and actual financial information to monitor and
review profit and productivity performance
3.3 Identify areas of under-performance, recommend solutions and take prompt
action to rectify the situation
3.4 Plan and implement systems to ensure that mentoring and coaching are
provided to support individuals and teams to effectively and safely use resources
3.5 Negotiate recommendations for variations to operational plans and gain
approval from designated persons/groups
3.6 Develop and implement systems to ensure that procedures and records
associated with documenting performance are managed in accordance with
organisational requirements
Assessment/evidence gathering conditions
Each assessment component is recorded as either Competent (C) or Not Yet Competent (NYC). A student
can only achieve competence when all assessment components listed under “Purpose of the assessment”
section are recorded as competent. Your trainer will give you feedback after the completion of each
assessment. A student who is assessed as NYC (Not Yet Competent) is eligible for re-assessment.
Resources required for this Assessment

 Computer with relevant software applications and access to internet and Weekly eLearning notes
Instructions for Students
Please read the following instructions carefully
 This assessment has to be completed In class At home
 The assessment is to be completed according to the instructions given by your assessor.
 Feedback on each task will be provided to enable you to determine how your work could be improved.
You will be provided with feedback on your work within two weeks of the assessment due date. All other
feedback will be provided by the end of the term.
 Should you not answer the questions correctly, you will be given feedback on the results and your gaps
in knowledge. You will be given another opportunity to demonstrate your knowledge and skills to be
deemed competent for this unit of competency.
 If you are not sure about any aspects of this assessment, please ask for clarification from assessor.
 Please refer to the College re-assessment for more information (Student Handbook).

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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 1 and Week 2


INTELLECTUAL PROPERTY

Do I own intellectual property that my employees create?


The comments below apply to all categories of intellectual property: trademarks, copyright,
software, patents, trade secrets and confidential information, designs, circuit layout rights, and plant
breeders’ rights.

As a general rule, an employer will own the intellectual property created by its employees in the
course of their employment.

However, intellectual property that is created by an employee, other than in the course of
employment, is owned by the employee, not the employer.

What does ‘in the course of employment’ mean?


The most important single factor in deciding ownership of intellectual property created by
employees is whether or not the employee had a duty to create intellectual property as part of their
employment duties.

An employee who creates intellectual property in the normal course of their duties cannot claim to
own that intellectual property.

However, if the employee is not employed to create intellectual property, but does so, then the
employee will own the intellectual property.

Consideration needs to be given to all the circumstances:

 How are the employee’s duties described in any written employment contract?
 Are there duty statements that record the duties of the employee’s position?
 Did the employer direct the employee’s activities that led to the creation of the intellectual
property?

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The fact that an employee used the employer’s equipment is not


enough by itself to indicate that the employer should own the intellectual property created with the
use of that equipment.

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Example 1
A software writer is employed to write a software program to manage
databases of inventory being transported by road.

The software writer spends mornings working on the employer’s


software program.

The software writer spends the afternoons writing a new computer


game on the employer’s computer and using the employer’s software
development language and other programs and utilities.

The software writer licenses the computer game for a licence fee of
$100,000, and royalties of 10% of sales.

Does the employer own the computer game and is the employer
entitled to those monies?

No.

The employee’s duties:

 were to write a software program to manage databases of inventory


being transported by road
 were not to write a computer game.

The writing of the computer game was therefore outside the course of
employment and the software in the computer game is therefore
owned by the employee.

The employee may be subject to disciplinary action for wrongfully


using the employer’s computer and software development language
and other programs and utilities, and for not working on the
employer’s business in the afternoons. The employee may even be
subject to dismissal.

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But that does not affect the ownership of the copyright of the software in the computer

Whether the intellectual property was created during working hours or outside working hours does
not affect ownership. Whether it was created at the employer’s premises or at the employee’s home
does not affect ownership.

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Example 2
An engineer is part of a team of co-workers that are together working
on a solution for a new mechanical device, but they just can’t get it to
work.

At 6.30 am one morning while taking a shower, and not giving any
thought to work matters, it occurs to the engineer that redesigning the
shape of a valve will achieve the flow through the device to make it
work.

The engineer calls a friend who is a patent attorney, who advises him
that the valve is sufficiently novel and non-obvious to be patentable.

The engineer goes to work and keeps his innovation to himself.

Over the next few days the engineer files a patent application.

Only after filing the application does the engineer disclose the valve to
the employer, and makes a proposal that the employer license the
innovation from the engineer in return for royalties.

Does the employer own the innovation, and the right to apply for a
patent?

Yes.

The engineer’s employment duties were to solve the technical


problem of making the mechanical device work.

If an employee could claim that ideas that entered the employee’s


mind after working hours belonged to the employee, employers who
pay employees’ salaries to develop intellectual property would never
own any intellectual property.

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[Source: Queensland Government Business and Industry Portal,


https://www.business.qld.gov.au, accessed August 2016.]

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Contingency plan Contingency plan number:


To develop the plan related to the production
Operational plan /
project name
It may impact adversely
Risk

6
Impact rating (1 - 6)

Significant impact on the production


Consequences of risk
occurring
Yes
Contingency plan
trigger

Person responsible for GM of production


action
Critically evaluate the production equipment
Planning actions
(actions taken prior to
implementation of
operational plan)

Compensate the after impact


Incident corrective
actions
(actions taken when
trigger point achieved
and contingency plan
activated)

2 months
Timeframe for
implementation
Effective risk management system
Resources required

KPI
Indicator of
completion

Alternative suppliers

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Contingency plan Contingency plan number:

Name: Price quoted:

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ASSESSMENT A – MULTIPLE CHOICE

INSTRUCTIONS
 Each multiple-choice question has four responses.
 You are to answer all questions.
 There is only one right answer.
 On completion, submit your assessment to your assessor via the LMS.

1. How do operational plans help an organisation achieve its strategic and business
goals?
(a) By detailing what activities staff have to complete in their job roles to achieve the
organisation’s goals.Answer
(b) By changing operational policies, procedures and processes to reflect the
desired outcomes outlined in organisational goals.
(c) By designing objectives, activities and processes to increase production or
revenue which directly contributes towards organisational goals.
(d) By breaking down organisational goals into practical plans with objectives and
outcomes that contribute to achieving overall goals.

2. To what degree should you involve others in the planning process for an operational
plan?
(a) Consultation about operational plans should occur in regular weekly and monthly
management meetings.
(b) The best time to involve others is during the final review process to evaluate
implementation processes.
(c) Consultation should occur with senior level management during the planning
stage, and operational staff during implementation.
(d) Consultation processes should be ongoing as they are integral to a plan’s
success.

3. Which of the following best summarises what you need to consider when analysing
resource requirements for your operational plan?
(a) If human and physical resources are available in the quantities and timelines
required.
(b) What do we need? What do we have? What are the gaps? How do we fill the
gaps?
(c) Are financial resources readily available? Do human resources need further
training? What are the purchasing processes for physical resources?
(d) Budgets, delivery schedules, availability of specialist advice and legislative
requirements are key considerations.
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4. Who would you consult when analysing and documenting


physical resource requirements?
(a) Management, human resources staff and external expert consultants.
(b) The financial manager, funding sources such as financial institutions, and the
maintenance department.
(c) Relevant employees, suppliers and the purchasing department.
(d) All employees and departments within the organisation and appropriate external
expert consultants.

5. Why should performance indicators be included in an organisational plan?


(a) They give context and meaning to the plan’s activities and goals.
(b) They provide up-to-date feedback on the business’s progress towards achieving
organisational goals.
(c) They enable the business to monitor progress towards the plan’s targets and
outcomes.
(d) They enable managers to track individual and team performance throughout the
planning and implementation periods of the plan.

6. A performance goal of the sales team is to reduce customer complaints by 10% within
the next three months. What are two techniques you (their manager) could use to
monitor their progress towards achieving this goal?
(a) Formal interviews of customers and conducting staff appraisals.
(b) Customer feedback forms and team meeting discussions.
(c) Analysis of sales data and customer spending patterns against employee
rosters.
(d) Team and individual KPIs, verbal and formal customer feedback.

7. What is the purpose of contingency planning?


(a) To prevent or resolve issues, or minimise the impact of identified risks so the
plan meet its deadlines and goals.
(b) To identify risks using a risk priority chart and evaluate the level of risk.
(c) To identify potential issues during the planning process so activities, milestones
and deadlines can be adjusted to minimise and compensate for their impact.
(d) To allow employees to respond correctly to emergency and hazardous incidents
that may occur during the implementation of the plan.

8. What basic information should be included in a proposal for the acquisition of


resources?
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(a) The organisational policies and procedures that


must be followed when acquiring the resources.
(b) Quantities required, method of acquisition, supplier quotations and how delivery
times affect the operational plan’s timelines.
(c) The resource’s role in the operational plan, how it is to be acquired and any
factors that influence its acquisition.
(d) The function of the resource, consequences of its acquisition on the operational
plan and the organisation’s budgets.

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9. How can you ensure team members understand and can


complete activities required by an operational plan?
(a) Use effective consultation methods to explain and confirm roles, responsibilities,
deadlines and tasks.
(b) Hold regular team meetings to explain the plan during its development phase.
(c) Ask team members to keep a copy of the operational plan in their work area.
(d) Develop written work plans.

10. How do state and federal legislative requirements influence recruitment strategies?
(a) They ensure all new employees receive appropriate training for all aspects of
their job role, especially equal opportunity and workplace health and safety.
(b) They regulate the wording of advertisements, selection criteria used and terms
and conditions of employment.
(c) They ensure recruitment processes follow set guidelines, use standardised
documentation and all job applicants receive a full company disclosure
statement.
(d) They control the use and distribution of applicants’ personal information, the
processes used to promote vacant positions and responding to applications.

11. Your workplace has an HR department and extensive HR policies and procedures.
Based on your operational plan’s needs, you want to recruit a specialist technician on
a three-month fixed contract. How do you ensure the best person is recruited
according to organisational policies and procedures?
(a) Provide the HR team with position requirements and monitor the recruitment
process.
(b) Read all HR policies and procedures thoroughly before allowing the HR team to
commence the recruitment process.
(c) Outsource the recruitment process to a recruitment agency as they have
extensive experience in the process and fixed-term contracts.
(d) Complete the recruitment process yourself as it’s a specialised role. Consult with
the HR team if required throughout each stage.

12. You are the project manager in charge of implementing a business-wide operational
plan. Which of the following is a strategy you can use to ensure employees are
inducted into the organisation according to organisational policies and procedures?
(a) Interview all new employees at the end of the induction program to ensure they
know and understand organisational policies and procedures.
(b) Monitor the induction process to ensure all activities are completed.
(c) Conduct all induction procedures yourself.
(d) Complete spot checks during different phases and activities in the induction
program to ensure they are being completed correctly.
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13. You need to acquire a large electrical generator for a two-


week period to allow the business to continue operating while work is completed on
major power cables into the business. What’s the best method of acquiring this
physical resource?
(a) Purchase.
(b) Lease.
(c) Tender.
(d) Rent.

14. How does developing specifications help you acquire resources?


(a) They detail exactly what brand, type and size of item you wish to obtain.
(b) They provide detailed information to potential suppliers so you receive
competitive quotes, specialised instructions and installation.
(c) They clarify resource requirements, features and constraints and form the basis
for the selection criteria.
(d) They ensure specialised equipment is able to perform the tasks required for
activities in the operational plan.

15. How do organisational purchasing policies and procedures affect acquisition of


physical resources?
(a) They determine funding sources and payment processes.
(b) They set standards and guidelines for requisition, selection and approval
processes.
(c) They establish a framework for leasing contracts, hire agreements and purchase
decision-making processes.
(d) They dictate staff purchasing processes, preferred suppliers and formats for
quotations and invoicing arrangements.

16. You are developing new training videos and booklets for staff affected by outcomes of
the operational plan. You are going to employ a training resource development
business to create them for you. What intellectual property rights or responsibilities
should you consider when acquiring their services?
(a) Make sure any contracts clearly state who owns the training materials after
development and the training materials don’t contravene copyright laws.
(b) Ensure the developer has the right to access company images and procedures.
You are responsible for how the materials are distributed after development.
(c) Check all contracts for clauses which state who is responsible for any breaches
of IP laws and who has the right to withdraw from the contract without loss of
income.

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(d) Confirm the development business has security


systems to ensure your business’s intellectual property cannot be stolen while
they are working on the project.

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17. What is the purpose of using performance monitoring


systems for operational plans?
(a) To evaluate and respond to potential issues and trigger contingency plans.
(b) To assess completion of tasks and activities by staff and contractors.
(c) To collect data and information from a variety of sources for comparison against
budgets.
(d) To evaluate and compare performance against stated goals.

18. Why is the first step in monitoring performance to compare actual against planned
performance?
(a) To calculate variance figures, highlighting areas of underperformance that need
further investigation.
(b) It allows managers to take immediate action to rectify any issues or areas of
concern.
(c) To evaluate progress towards or achievement of the operational plan’s goals.
(d) The results of the comparison are trigger points for the activation of contingency
plans.

19. Why is the cash flow budget an important monitoring and evaluation tool for
operational plans?
(a) It evaluates the amount of cash and other funding used by the operational plan in
the acquisition of all physical, human and financial resources.
(b) It monitors the viability of the plan’s outcomes against planned revenue and
profits to ensure the business has sufficient cash on hand at any given time.
(c) It evaluates the flow of cash and other funding through all sources of revenue
being used to fund the operational plan.
(d) It monitors the impact of the operational plan on the business’s cash flow to
ensure they don’t get into financial difficulty.

20. One of the IT Help Desk call centre’s goals was to increase the number of calls an
operator processed per hour. They budgeted for a 5% increase in calls per hour. After
two months, the call rate reached the 5% target. However, customer complaints were
up by 15% and the number of cases that were not resolved during the first call was up
21%. Which of the following best matches your interpretation of these performance
results?
(a) Staff achieved the productivity target but changes needed to reach it have had
negative impacts on other organisational goals and must be investigated.
(b) The activities undertaken in the plan have been successful as the goal was
achieved. The next operational plan should address customer service issues.
(c) The performance targets for other areas of the business must be adjusted to
incorporate the outcomes of the operational plan’s target.

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(d) Even though the productivity target was reached,


all changes to procedures must be scrapped due to the negative results in other
areas.

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21. The physical resources purchasing budget for fitting out


SoundWave Stereo’s new store was $87,500. They have currently spent $82,420 and,
based on quotations received, have another $17,000 of equipment purchases still
outstanding. They are currently 5.8% under budget but, if all outstanding purchases
are made, will be 13.6% over by the completion of the plan. Which of the following is a
viable recommendation to resolve this issue that still allows the store to open on time
with the necessary equipment?
(a) Re-evaluate equipment purchases and the cash flow budget. If needed,
investigate sources of additional funding.
(b) Source cheap, non-brand name alternatives online and arrange for express
delivery so it arrives in time.
(c) Re-evaluate the store layout, reduce the display floor space to match available
equipment and plan for a two-stage (partial and full) opening.
(d) Make all necessary equipment purchases, as any financial shortcomings will be
offset by revenue earned after opening.

22. What are two methods you can use to identify staff development needs?
(a) Analyse training needs by developing person descriptions and key selection
criteria.
(b) Conduct a skills audit and compare current skills to requirements for new
physical resources.
(c) Use online questionnaires to identify skills gaps and develop performance
appraisals for all key job roles.
(d) Conduct monthly staff training programs for the duration of the operational plan
and discuss its outcomes with team members.

23. Once development needs have been identified, what techniques can you use to
support individuals and teams so they can complete activities in the operational plan
effectively and safely?
(a) Develop practical, hands-on training programs that enhance current skills and
knowledge.
(b) Conduct one-on-one interviews and staff surveys to determine individual needs
and training requirements.
(c) Develop a training plan and implement coaching and mentoring programs.
(d) Use mentoring and supervision to allow employees to undertake new tasks in a
controlled and safe environment.

24. Monitoring process has indicated that physical resource purchases for SoundWave
Stereo’s new store will soon be over budget. As a result, you need to recommend
changes to the operational plan. What should you prepare prior to negotiating changes
to the plan?

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(a) Obtain quotes for alternative equipment to be


presented at the management meeting.
(b) Document all outcomes or consequences of the proposed changes and prepare
all necessary supporting information.
(c) Prepare a minimum of two options for changes to the plan and document all
costs associated with each option.
(d) Obtain all performance data and comparisons to objectives, and prepare a
detailed report outlining recommendations, adjusted timelines and contingency
plans.
25. One system commonly used to help organisations manage operational plan and
performance documents is version controlling of documents. Why is implementing this
system to manage documents important?
(a) Organisational policies and procedures and legislative requirements control how,
when and where documents are stored, updated and issued.
(b) As an organisation grows it needs to ensure documents, plans and reports are
accurate and up to date to protect their image.
(c) Version control and document management systems are required under privacy,
intellectual property, accounting and other legislation.
(d) It ensures the most current, up-to-date information, documents and plans are
used and circulated.

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ASSESSMENT B – SHORT ANSWER

INSTRUCTIONS
 You are to answer all questions.
 Read each question carefully. Ensure you have provided all required information.
 On completion, submit your assessment to your assessor via the LMS.
 To achieve a successful outcome of these questions the minimum correct answers required is:
 Section 1 - 10/13 correct
 Section 2 - 5/7 correct
 Section 3 - 10/12 correct
 Learners have access to the complaints and appeals process as per AAMS student hand book
 Reasonable adjustment will be provided for students with a disability or learning difficulty according to
the nature of the disability or difficulty. Reasonable adjustments are made to ensure that the student
is not presented with artificial barriers to demonstrating achievement in the program of study.
Reasonable adjustments may include the use of adaptive technology, educational support alternative
methods of assessment such as oral assessment.

SECTION 1: develop operational plan


Q1: Write the ten steps in developing a succinct and practical operational plan?

STEP 1: IDENTIFY TASKS

STEP 2: DEVELOP AND IMPLEMENT

CONSULTATION PROCESSES

STEP 3: RESEARCH, ANALYSE


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AND DOCUMENT RESOURCE

STEP 4: IDENTIFY PRIORITIES

AND DEVELOP TIMELINESREQUIREMENTS

STEP 5: ESTABLISH

PERFORMANCE INDICATORS

STEP 6: ESTABLISH MONITORING AND

EVALUATION SYSTEMS

STEP 7: DEVELOP CONTINGENCY PLANS

STEP 8: OBTAIN APPROVAL

Q2: What are the four key resources you need to consider when implementing an
operational plan?

Physical ,financial,human

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Q3: How can a flow chart assist your planning and


organisation when developing an operational plan?

Visual diagrams such as flow charts are a great way of identifying relationships or

dependencies between tasks and which stand-alone tasks can be undertaken

simultaneously. Priorities are then established and tasks sequenced based on the results.

It can also help identify the critical path for the operational plan.

Q4: List three internal personnel you might consult with when developing an operational
plan.

Management and supervisors within the department, worksite or organisation.

• Colleagues within your department or team.

• Colleagues in other departments or teams.

• Other relevant personnel such as health and safety representatives, union or employee

representatives, or others with specialist responsibilities.

• Contractors who are closely associated with your organisation.

Q5: List three methods you might use to consult with employees during the operational
planning process.

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Telephone

Telephone consultations can be one-to-one or via a conference call with a number of

remotely located participants. These could be voice-only or video calls. Some

teleconferencing software allows computer screens and documents to be shared with all

participants.

Texting messages and questions with established contacts is an effective method of

obtaining information or answers to questions quickly.

Email

Email is a rapid form of communication which allows ideas, information and documents to

be shared between individuals or teams within the organisation or external consultants.

Emails can be used to follow up face-to-face meetings or confirm decisions made during

telephone discussions. Outcomes of consultation processes can be shared between other

parties associated with the operational plan.

Face-to-face

This can include meetings, interviews, brainstorming sessions and workshops. Meetings

could be formal events with minutes taken to record their proceedings, or informal, held at

employee desks, at a worksite or while involved in other activities.

Q6: What is a KPI?

A KPI is a quantifiable measurement used to compare or gauge performance towards

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achievement of pre-defined operational or strategic goals.

Q7: Why is setting KPIs an effective monitoring system for your operational plan? Give two
reasons.

They monitor efficiency and evaluate effectiveness of a system. The results from

monitoring KPIs can be used to monitor progress towards objectives, identify successful

completion of tasks and areas for improvement, and to demonstrate accountability. They

may also be called key success indicators or KSIs.

Q8: List five examples of information you might include in a contingency plan?

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Q9: List five areas where you might develop a contingency


plan.

The best way to answer that is to ask yourself, ‘What could go wrong?’ Then ask ‘What

are the consequences?’

If the consequences are relatively minor and the organisation is prepared to accept them,

then maybe you don’t need one.

If the potential for something to go wrong or the consequences are a concern, then you

need to think about how you are going to deal with the situation. Planning ahead means

any problems are dealt with quickly, the operational plan will continue to proceed smoothly

and unexpected expenses are reduced.

The best way to evaluate if contingency plans are necessary is to use a risk management

system.

Q10: Where can you source information for the development and presentation of your
proposal for resource requirements?

Proposals for the acquisition of resources focus on specific resource needs within the

plan. Multiple proposals could be developed within one plan. For example, an operational

plan that requires the acquisition of a number of costly items of equipment will develop a

proposal for each item so each one is evaluated independently from the others.

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Q11: What is one method you can use to ensure work teams understand and implement the
operational plan?

Ensure version control procedures are maintained to record changes to documentation,

performance measuring techniques, activities or other information relating to the plan.

Reports, records and other documentation containing outcomes from performance

measurements should be held for analysis and future reference.

Q12: List two ways technology can assist you to manage operational plans.

Internet transactions and scan gadgets

Q13: An establishment currently budgets $2,500 each month for printing and stationery. You
want to increase this amount by 3%. How much will you allocate in the new budget?

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2500 X 0.03 +2500

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SECTION 2: plan and manage resource


acquisition
Q14: What are the four stages to acquiring human resources?

Stage 1: Prepare for recruitment

To be able to recruit the right people, you must know exactly what is needed. Take the

time to think about the position’s role, responsibilities and duties.

The human resources (HR) team, recruitment personnel or agency use this detailed

information to develop a job description, person specification and key selection criteria

(glossary). They detail the duties and responsibilities of each position, personal skills,

qualities and experience needed, and a checklist of the minimum requirements applicants

must have to be considered.

Stage 2: Recruitment

Next, you need to promote the available position and process applications. You can use

traditional print media, online job boards, a recruitment agency or promote the position

internally. Think about your target employment market as this affects how or where a

position is promoted; for example, a specialist skills role is advertised on an industry-

specific online job board whereas a temporary administrative position is promoted within a

flexible hire (‘temp’) agency.

After all applications are received they undergo an initial sorting process based on their

ability to meet the key selection criteria.

Stage 3: Select staff

Once the initial sorting is completed, the next step is to develop a shortlist of suitable

candidates. Applications are compared to the job description, person specification and key

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selection criteria.

Once a shortlist is developed, candidates undergo a selection process. An interview is the

most common method but many businesses use other methods as well, such as skills

tests, job simulations or evaluating work samples. Peer evaluations for internal

applications and reference checks for external ones provide personalised feedback.

Keep in mind the job role and requirements when choosing selection methods.

Stage 4: Hire staff

The hire process starts once an offer of employment has been made and accepted. It

includes confirming the terms and conditions of employment, negotiating wages or

salaries and completing employment documentation. Terms and fees for contracts are

finalised and signed or placement fees paid to agencies.

Q15: Nearly all businesses have established practices for promoting job vacancies and
accepting and processing applications. List two examples of how or where you might
promote a vacancy to fulfil a specific job role relating to your operational plan.

Online advertiseents, newspaper advertisements

Q16: List three examples of physical resources you might need to implement to complete an
operational plan.

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These are tangible resources, such as buildings, office premises, large


equipment,

vehicles and computer hardware.

The expansion of a sales-orientated business might plan for additional service counters

shelving, display racks, display and task lighting. An office building having its foyer

renovated would need lounge furniture, freestanding and fixed lighting, wall art, décor

items and bathroom furniture and fittings. The introduction of a new accounting system

could require a business to upgrade computer hardware and printers.

Q17: List three factors you need to consider to ensure that physical resources and services
are acquired in accordance with organisational policies.

It is always best to provide a summary of all physical resource requirements. Not only

does it give an overall picture of the plan’s requirements, identical resource needs for

different activities can be accumulated and ordered at the same time. It also provides a

checklist for those responsible for purchasing the resources.

Check out your organisation’s purchasing policies and procedures when identifying and

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documenting physical resources. Many have procedures and forms


that must be

completed as part of the procurement (glossary) process.

Q18: What is a patent and how does it relate to intellectual property laws?

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A patent is a right that is granted for any device, substance, method or


process that is

new, inventive and useful. No other businesses are allowed to produce or duplicate a

patented item. You must apply for and be granted a patent; just because you invented it,

named it or make it, doesn’t mean it automatically belongs to you.

Q19: You’ve found an image on the internet you want to reproduce in your advertising
material. Can you use it? Explain your answer.

Q20: Describe three planning and organisational techniques you can use to minimise
inefficiencies and waste.

IF YOU ARE PRESENTING THE PLAN TO EMPLOYEES WHO HAVE NOT BEEN
INVOLVED IN THE PLANNING

PROCESS, YOU SHOULD START WITH EXPLAINING WHY THE PLAN WAS
DEVELOPED AND HOW IT WILL

BENEFIT THEM.
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COMMUNICATING THE PLAN’S ACTIVITIES TO THOSE


WHO ARE DIRECTLY INVOLVED IS PRETTY SIMPLE.

YOU NEED TO EXPLAIN:

• WHO

• WHEN

• WHAT

• HOW

SECTION 3: monitor and review operational performance


Q21: Why is it important to monitor and review performance systems and processes?

To help the organisation grow financially

Q22: List four sources of performance data you might use to monitor and review progress
towards achieving targets.

Items or products produced, sales made, calls answered per hour, per shift, per

outlet

Staffing levels compared to number of items sold

Costs of production per item sold

Response times to customer complaints, enquiries, bookings or calls

Delivery times for products or services

Stock turnover and wastage costs

Equipment downtime

Employee absenteeism

Accident rates

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Customer feedback and complaints

Q23: List four sources of financial information you might analyse when monitoring and
reviewing profit and productivity performance.

Sales and revenue figures

Purchasing documentation, such as requisition forms, purchase orders, invoices,

delivery dockets

Payroll and labour statistics

Expenditure on physical resources, including purchase, leasing, rental, maintenance

Expenditure on fixed and flexible overheads such as rent and utilities

Cost of goods sold, turnover, wastage figures

Expenditure on operational expenses such as marketing and promotions, stationery,

miscellaneous items

Q24: Briefly describe how budgets are used in operational plans.

Budgets can be developed for all short-term or long-term goals within an operational plan.

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They should be modified and updated at any time throughout the


duration of the plan

based on the progress of the plan and to incorporate unexpected expenses. They quickly

indicate areas of concern, allowing project managers to respond and resolve problems

before they escalate.

They are also used to evaluate the impact of operational plan outcomes on the business

during implementation and after completion. Individual, team or departmental budgets can

be used to positively reinforce good performance or allow the team to analyse variances

and take appropriate action.

Q25: What type of report can you prepare to identify variances?


One of the main purposes of monitoring performance measures and investigating

variances is to identify areas of underperformance. Finding out the causes of

underperformance clarifies what actions (if any) need to be taken to rectify the issue.

Some underperformance issues cannot be solved, for example, unexpected price rises for

physical resource purchases. Other ongoing issues (high labour costs, poor productivity,

delivery delays) may be resolved if prompt corrective actions are taken.

Q26: In what situations is it favourable to be above budget?

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The difference between planned and actual figures is called a variance.


It is usually

expressed as a number or a percentage. The type and size of the variance indicates a

favourable or unfavourable result and its magnitude.

It will be expressed as a positive or negative figure. A negative variance does not

automatically mean it is unfavourable; it depends on the type of figures you are analysing.

There are some basic rules when trying to determine if a variance is favourable or

unfavourable.

Q27: What should you do when you identify an area of underperformance?

As with physical resource and budgetary performance, the reason for underperforming

must be investigated. The cause might not be staff-related but due to other reasons such

as issues with maintenance, deliveries, stock control, poor marketing or unrealistic

expectations.

One cause of underperformance is that individuals and teams have not been given

adequate skills and knowledge to use resources effectively or complete activities required

by the operational plan.

Often, operational plans require specialised resources not normally used by the

organisation and its staff. This is especially true for plans developed for a specific

purpose, for example, a renovation or extension or introduction of new plant, equipment or

systems (e.g., computer or administrative).

Existing and new staff may need training, coaching or mentoring to learn new skills or

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procedures to enable them to complete assigned tasks to the required


performance

standards.

Q28: What can you do to support individuals and teams to effectively, economically and
safely use resources?

expectations.

One cause of underperformance is that individuals and teams have not been given

adequate skills and knowledge to use resources effectively or complete activities required

by the operational plan.

Q29: What is the difference between a mentor and a coach?

Coaching

Coaches tend to have a more formal relationship and specific purpose. For example, they

are working as a new employee’s ‘buddy’ for their first week of employment to teach them

the job role. The coach may start with skills and knowledge training and slowly step back

into questioning and guiding as the new staff member becomes more confident in their

role.

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Mentoring

Mentoring is usually an informal process of providing guidance and assistance between

two people. It may have aspects of both training and coaching but the relationship can be

founded on professional respect and develop into friendship. Often insights and

experiences are shared as well as skills and knowledge. A manager may mentor a new

supervisor, a colleague mentor a new employee until they are comfortable and at home in

their new environment and job role.

Q30: List four things to consider when making recommendations for variations to operational
plans.

Make recommendations

Report on and recommend modifications to the operational plan or its activities to

stakeholders or decision makers. Major changes may need budgets for physical, human

or financial resources to be redeveloped.

When discussing several areas of underperformance or recommending a range of

corrective actions, prioritise your recommendations. Which actions are likely to be most
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effective or should be implemented first, second, etc.? Also outline


timeframes for

implementation to maximise effectiveness or impact.

Any recommendations should summarise implications to the operational plan, the

organisation and its goals.

Q31: List four tips for negotiating variations to operational plans.

Sometimes the final details of a recommendation must be negotiated with others within

the organisation. Others may wish elements of the recommendation be modified based on

its impact on other teams or work areas.

For example, equipment purchases for a plan are already over budget by 15%. The

accountant is recommending cutbacks on other purchases to compensate. The project

manager believes he can reduce expenses in other areas of the plan and achieve close to

the original overall project budget goals.

Make sure you have information available to support the reasons for your

recommendations.

Be prepared to listen to recommendations from others. They may have considered

options or impacts you were not aware of.

Clarify the desired outcomes from the recommendations and why they are important to

the overall objectives of the plan.

Discuss the known consequences of inaction, and potential results from your and others’

recommendations.

Be prepared for some give and take during negotiations. Prioritise recommended actions

so you know what is vital and what is not essential.

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Use an impartial mediator if necessary to encourage open discussion


and to help avoid

conflict or the promotion of a biased view.

Q32: How should you manage performance records and documents?

Monitoring the performance of employees, supervisors, management and permanent

contractors is just as important as financial and physical resources.

Labour and wages budgets monitor the financial outlay associated with human resources.

What else should be monitored?

your workplace.

Productivity

The number of sales made, calls answered, transactions or documents processed, items

produced per hour, shift, day, achievement of individual and team KPIs, deadlines and

milestones within the operational plan.

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ASSESSMENT C – PRACTICAL DEMONSTRATION

INSTRUCTIONS
Your assessor will do the following.
 Observe you in a management and leadership field of work using a range of skills/tasks.
 Use the checklist to observe you using a range of skills/tasks.
 Observe you over a period of time while you learn and use various skills/tasks.
 Ensure that you can consistently perform all tasks multiple times satisfactorily.
 Decide when you are competent at all tasks.

You are required to do the following.


 You must answer all verbal questions.
 You can ask your assessor for further clarification of any question, if necessary.
 Provide all necessary information when answering questions.
 Your assessor will submit results of your practical demonstration tasks via the LMS.

Observable skills/tasks you are required Verbal questions your assessor may ask to support
to demonstrate demonstration of skill/task
(Questions may vary according to the practical task being
demonstrated.)
Can research, analyse and document Q: Who do you need to consult with when developing an
resource requirements and develop an operational plan?
operational plan in consultation with
relevant personnel, colleagues and specialist Q: Explain how your role contributes to organisational
resource managers. goals.

Considers own role and how it contributes


to broader work goals.

Is able to develop and/or implement Q: How do you consult with staff about new plans or
consultation processes as an integral part of procedures in the workplace?
the operational planning process.
Q: How do you ensure the staff understand what’s
Communicates effectively with relevant required of them?
stakeholders.
Q: Do you plan for regular consultation with staff?

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Observable skills/tasks you are required Verbal questions your assessor may ask to support
to demonstrate demonstration of skill/task
(Questions may vary according to the practical task being
demonstrated.)
Collaborates with others to achieve joint Q: What strategies can you use to encourage effective
outcomes and plays an active role in teamwork amongst group members?
facilitating effective group interaction.
Q: What do you think are the qualities of an effective
Is able to take a leadership role on occasion. leader?

Q: Why is it important for group members to work well


together?

Can describe models and methods for Q: What type of operational plans do you prepare in your
operational plans. workplace?

Q: What type of information do they contain?

Q: Does your workplace use standard templates or


formats for reports?

Can explain the role of an operational plan Q: Why do businesses need operational plans?
in achieving the organisation’s objectives.
Q: Explain how an operational plan helps you achieve
objectives.

Can outline the organisation’s policies, Q: What workplace procedures relate to the operational
practices and procedures that relate to the plans you’re responsible for?
operational plan and monitors adherence to
these. Q: Explain how you monitor adherence to these.

Is able to gather, interpret and analyse Q: How can you find out the requirements of a plan?
workplace documentation to determine Where would you look for information?
requirements of plan.

Ensures the operational plan includes key Q: What are key performance indicators? Give an
performance indicators to measure example.
organisational performance and meet
Q: Why are key performance indicators necessary for an
business objectives.
operational plan?
Can list alternative approaches to
developing KPIs. Q: What processes do you use to develop KPIs for your
plan?

Can develop and implement contingency Q: Why do businesses develop contingency plans?
plans for the operational plan.
Q: Explain a situation when you’ve needed to implement a
contingency plan. What happened?

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Observable skills/tasks you are required Verbal questions your assessor may ask to support
to demonstrate demonstration of skill/task
(Questions may vary according to the practical task being
demonstrated.)
Ensures the development and presentation Q: How do you present proposals for resource
of proposals for resource requirements is requirements? What presentation standards must you
supported by a variety of information comply with in your workplace?
sources and seeks specialist advice as
required. Q: Think of a resource proposal you’ve completed in your
workplace or training environment. What information
sources or specialist advice did you obtain?

Knows to obtain approval for the plan from Q: Who approves your plans?
relevant parties and communicates
effectively when explaining the plan to Q: How do you communicate details of plans to work
teams? Does your communication style change depending
relevant work teams.
on the team you’re communicating with?

Is able to develop and implement strategies Q: What procedures must you follow when recruiting or
to ensure that employees are recruited inducting employees?
and/or inducted within the organisation’s
human resources management policies, Q: Are there any strategies you employ to assist with the
practices and procedures. recruitment process?

Is able to develop and implement strategies Q: What procedures apply to the acquisition of resources?
to ensure that physical resources and
services are acquired in accordance with the Q: Who must approve purchase of resources?
organisation’s policies, practices and Q: Does the approval process vary depending on the type
procedures. of resource or amount?

Knows the legislative and regulatory Q: Give three examples of legislation that has potential
requirements relevant to the operational impact on an operational plan in your workplace or
plan and appreciates the implications of training environment.
legal responsibilities, specifically safety.
Q: What steps do you take to ensure you comply with the
law?

Q: What safety requirements apply to your role and your


workplace or training environment?

Q: What could happen if you breach these laws?

Can recognise and incorporate requirements Q: What is intellectual property?


for intellectual property rights and
Q: How does it relate to recruitment processes and
responsibilities in recruitment and
acquisition of resources and services. acquisition of resources?

Q: Give three examples of copyright breach.

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Observable skills/tasks you are required Verbal questions your assessor may ask to support
to demonstrate demonstration of skill/task
(Questions may vary according to the practical task being
demonstrated.)
Can develop, monitor and review Q: What system do you use to monitor progress towards
performance systems and processes to achieving profits and targets?
assess progress in achieving profit and
productivity plans and targets. Q: What review processes do you undertake to ensure
things are ‘on-track’?

Is able to analyse and interpret budget and Q: What type of budgets are used in your workplace or
actual financial information to monitor and training environment?
review profit and productivity performance.
Q: Outline the type of information contained in budgets.
Can explain the budgeting process.
Q: How often are budgets prepared in your workplace or
training environment?

Q: Is a negative variance in a budget a bad thing? Explain.

Is able to use systematic analytical processes Q: A departmental budget shows a negative sales variance
to identify areas of underperformance, and you think it has something to do with the staff
recommend solutions and take prompt working in that area. What does this result tell you and
action to rectify the situation. what action would you recommend?

Can communicate effectively to plan and Q: What is the difference between mentoring, training and
implement systems to ensure that coaching?
mentoring and coaching are provided to
support individuals and teams to effectively, Q: Explain a situation when you have identified a need for
economically and safely use resources. coaching or mentoring in the workplace.

Q: How do you help employees comply with


environmental and safety procedures?

Can communicate effectively to negotiate Q: What do you do if you disagree with suggested changes
recommendations for variations to to an operational plan?
operational plans and gain approval from
Q: What process must you follow if you want to vary a
designated persons/groups.
plan?
Can develop and implement strategies for
making variations to the plan.

Uses systematic analytical processes to Q: What process do you follow to manage performance
develop and implement systems to ensure documentation? Are there set procedures you must
that procedures and records associated with follow?
documenting performance are managed,
monitored and documented in accordance Q: How do you know that performance documentation is
with organisational requirements. completed correctly and within time constraints?

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Observable skills/tasks you are required Verbal questions your assessor may ask to support
to demonstrate demonstration of skill/task
(Questions may vary according to the practical task being
demonstrated.)
Q: Name some of the more complex documents you’ve
Can identify, develop and document a range had to complete in your current role?
of detailed texts relating to the
management of an operational plan and Q: Do you expect your staff to understand and interpret
ensures the vocabulary, grammatical the same information?
structure and convention is appropriate for
the audience. Q: How do you modify your communication to suit the end
user?

Uses appropriate oral communication to Q: What is meant by ‘active listening’?


present information, listen and comprehend Q: How can you clarify understanding when
information. communicating orally with others?

Can select and use mathematical problem- Q: What systems or resources do you use to calculate
solving strategies to organise resource budgets and timelines?
requirements, performance benchmarks
and financial viability of the operational plan Q: How do you effectively calculate human resources to
and is able to interpret numerical ensure you’ve got the right number of staff allocated to a
information related to timeframes and project or work task?
budgets.

Q: Whose responsibility is it to develop and implement


Takes responsibility for developing and systems to achieve objectives?
implementing systems and processes to
Q: Can you delegate this responsibility?
achieve objectives, and seek advice,
feedback and support during the planning Q: Where could you get advice, feedback or support to
phase. complete an operational plan that’s failing to meet
objectives?

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ASSESSMENT D – PROJECT

INSTRUCTIONS (for assessments not embedded within the LMS)


 The assessment must be written using an industry standard software package such as Microsoft
Word, Excel, PowerPoint, etc.
 Name the file using the assessment task number and then save your file.
 Ensure your submission identifies the unit code and title, the assessment task number and the name
of the assessment at the top of the page. Alternatively, you may place this information in the
document header.
 Add your name and student number to the header or footer on every page.
 On completion, submit your assessment to your assessor via the LMS.

Learner assessment guide and evidence


This assessment requires you to plan, acquire resources for and monitor an operational plan.

You are required to do the following.

 Complete all assessment tasks in Assessment D as listed in each assessment.


 Answer all questions.

Learner instructions
This project is made up of three components – Assessment D, Assessment E and Assessment F (refer
flow chart). The information provided within this assessment and responses to each assessment task
will be used as a basis for completing tasks in Assessments E and F when directed (separate
documents).

The whole project is broken down into 12 stages mirroring the process used when planning,
implementing and monitoring an operational plan.

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In this assessment, you must complete Stages 1 to 7 (highlighted).

Stage 1 – 1.1
Assessment Stage 2 – 2.1, 2.2, 2.3 Stage 5 – 5.1
D Stage 3 – 3.1 Stage 6 – 6.1, 6.2
Stage 4 – 4.1 Stage 7 – 7.1, 7.2

Assessment Stage 8

E Stage 9

Stage 10

Assessment Stage 11
F Stage 12

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This assessment is based on the organisation Kingfisher Garden Centre.


Information about the business is available on the Kingfisher intranet: www.didasko-
online.com/kingfisher/index.php.

If there is insufficient information about Kingfisher organisational or operational details to allow you
to complete an assessment task to the depth of detail you wish, you may make assumptions about
Kingfisher’s operations.

However, you must discuss this with your assessor and gain approval prior to commencing the
relevant assessment task. Any assumptions about organisational policies or procedures or
operational processes which affect the responses to an assessment task must be listed at the start of
your assessment.

In this assessment you are required to do the following.

 Read the Project background information contained in your Course files, and the project
information provided throughout the assessment and within task descriptions.
 Access and read all supporting policies and procedures, documentation and templates as listed
throughout the assessment.
 Complete all tasks in Stages 1 – 7.
 Stage 1
1.1 requires you to identify all strategies and activities required to achieve planned goals
 Stage 2
2.1 requires you to identify physical resources required to undertake and complete operational
plan activities
2.2 requires you to identify consultation processes
2.3 requires you to conduct research into potential suppliers of physical resources
 Stage 3
3.1 requires you to identify human resources required to undertake and complete operational
plan activities
3.2 requires you to identify consultation processes
 Stage 4
4.1 requires you to prioritise and sequence the plan’s activities
 Stage 5
5.1 requires you to develop performance indicators for the operational plan’s activities
 Stage 6
6.1 requires you to identify potential risks for an activity
6.2 requires you to develop a contingency plan for one of the identified risks
 Stage 7
7.1 requires you to develop a proposal for the acquisition of a physical resource
7.2 requires you to answer questions about approval processes
 Answer all questions (where applicable) within each assessment task of the assessment.
 Submit the following assessment materials.
 A completed operational plan
 Flow chart or Gantt chart
 A contingency plan
 A written proposal for one type of physical resource
 Responses to all questions

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Stage 1 – Identify operational plan tasks


Task 1.1
 Go to your Course files and open Assessment D_Operational plan. Based on the background and
additional information provided, start planning how you are going to achieve the operational plan’s
goals.
 Save this template locally.
 Complete initial details in Section 1: Overview. This section should be updated as relevant
information becomes available.
 Identify the strategies and actions or activities required to achieve your planned goal and complete
the appropriate columns in Section 2: Activities.
 Save your operational plan. You don’t need to submit it yet.

Stage 2 – Identify, research and document physical resource needs


Task 2.1 Question and answer
Q1: At this point in the planning process, who do you need to consult about physical
resource requirements needed for your operational plan? Why should they be
consulted and what method(s) could you use to consult with them?

Who Why Method(s)


 The  Financial resources; how  Human resource
duration of much fund is currently and other capacity
the project; available to sustain the requirements;
when it will project and any risk that may evaluate the labour
start and occur in the funding needs and the skills
the aim of to be identified prior. It is needed and
completion. important to be able to available that are
This should convince investors and important to
include suppliers about the plan and complete the
current and the resources needed to help project. It is
upcoming achieve a profitable important to
desired and completion of the project. consider where the
clear goals. human resources
Timeframes will come from and
should be how many staff are
set at the required. This
start with should include
clear plans maintenance and
about the servicing resources
project. such as customer
service.

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 Identify the  Financial resources; how  Human resource


risk and much fund is currently and other capacity
evaluate available to sustain the requirements;
mitigation project and any risk that may evaluate the labour
strategy; occur in the funding needs and the skills
what are to be identified prior. It is needed and
these important to be able to available that are
strategies convince investors and important to
and how to suppliers about the plan and complete the
overcome if the resources needed to help project. It is
they were achieve a profitable important to
to arise. For completion of the project. consider where the
instance, if human resources
there is a will come from and
gap in how many staff are
resources, required. This
there need should include
to be a plan maintenance and
to fill in the servicing resources
gap. So, all such as customer
risks are service.
evaluated
and plans
are devised
to be
prepared
and also to
minimise
the
occurrences
of these
risks. The
ability to
measure
the
performanc
e to
monitor
improveme
nts need to
be
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available.

Task 2.2
 Using the Project background information provided and the activities now listed in your operational
plan, identify the physical resources required to undertake and complete each activity in the plan.
 You have consulted with both the marketing manager and the team about their physical
resource needs. Read the Team meeting consultation and Marketing manager resources email
contained in your Project background information
 Then, complete the Resources required column in Section 2: Activities of your operational plan by
listing the physical resources required for each activity.
 Save your operational plan. You don’t need to submit it yet.

There are several ways available to consult with team members about their input on
a project. Emails and intranet may be used as a quality assurance and a way to
improve the process. It is also an efficient way to get the same message across the
whole group, especially in big organisations. On the other hand, it is an approachable
system to welcome any opportunities for the staff to respond and provide feedbacks.
This will contribute to the planning process and goals. Also, newsletters may be used
to provide the staff about the important information about the plan with open
opportunities to revert back with feedbacks. Furthermore, the use of surveys,
questionnaires and information sessions may help to encourage staff to respond by
providing specific feedbacks about the project. Quantitative and qualitative data are
gathered for the operational plan of the project. In addition, there can be meetings;
formal or informal. While informal meetings can be held anytime and anywhere,
formal meetings require a safe and controlled environment. Both ways aim to gather
feedbacks. Another different way to consult teams members are through interviews.
Structured interviews may help the management to get the feedbacks needed in
regards to specific aspects of the operational plan. These are done through specific
questions. A more open way to gather such feedbacks and information is through
brainstorming sessions whereby new ideas and solutions are generated. These are
analysed to further determine its importance. To make these sessions fruitful, it is
important to always welcome and recognise the effort of all participants for bringing
their input and feedbacks to the organisation. This is in order to encourage more
open participation.

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Performance Criteria: Ensure the operational plan includes


key performance indicators to measure organisational performance

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Task 2.3
 Research potential suppliers of the required physical resources to gain an understanding of the
following information.
 Options available for each type of physical resource (e.g., types of office desks,
photocopiers, computer hardware).
 Timelines for delivery and installation (if required).
 Researched resource information will be used in 7.1 and Assessment E. Timelines for delivery and
installation should be included in calculations for Stage 4.1.
 Save the information you have researched. You don’t need to submit anything at this stage.

Stage 3 – Identify and document human resource needs


Task 3.1
 Based on the Project background information and additional information provided, identify the
human resources required to undertake and complete each activity in the plan. Human resources
can include internal employees and external contractors or service providers.
 Update your operational plan by adding human resource requirements to the Resources required
column for each activity.
 Save your operational plan. You don’t need to submit it yet.

Task 3.2: Question and answer


Q1: At this point in the planning process, who do you need to consult about human
resource requirements? Who can suggest resources, provide additional information
about those you have already identified, or outline how or where they can be
acquired? Why should they be consulted and what method(s) could you use to consult
with them?

Who Why Method(s)


 Targets; sales and  Measurement of the  Objectives to help
services will all growth in the improve the system
work towards organisation; this
reaching the target can be through
sales or profit

Outsourcing human Diversification of outcomes Cheaper and lower quality


resources/ labour to cut may help towards an products help to moderate the
down the cost used mutil achievable and profitable
budget. Globalisation helps
function or skills. Contracting end result when many
out then help to get a person departments help to towards competition and cost
with special knowledge and contribute towards the final effective strategies and
skills to bring their input at a result. Since the target is therefore more profit.
lower cost and some spread over a larger area,
organisations may even look increase productivity from
into this strategy when an human resources help to
internal department has contribute towards a bigger

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ceased functioning. outcome.

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Stage 4 – Develop timelines and prioritise tasks


Task 4.1
The National Marketing Manager has established a timeframe for planning, implementing and
completing the operational plan. The manager wants all activities and expenses to be finalised by
the end of the financial year (30th June) at the very latest.

Action Date
1. Today’s date 14th April

2. Plan to be developed and presented to the management team for approval 14th May

3. Office transfer completed 14th June

4. New marketing employees recruited and commencing induction program 21st June

 Develop a flow chart or Gantt chart which indicates all activities in the operational plan. Clearly
identify the critical path. Refer to Section 1 of the learner guide material on how to develop these
charts if unsure.
 Calculate the number of days each activity will take to complete using the weighted formula in
your resource – O + (4 x M) + P / 6 = ET. Update Section 2: Activities of your operational plan to
show the number of days calculated and anticipated completion dates for each activity.
 Identify either start and completion dates or number of days allocated for each activity on the
chart.
 Save your operational plan. You don’t need to submit it yet.

Raising funds is very significant to help achieve the goal of the operational plan.
Raising funds help to obtain resources such as human resources/labour, capital
resources and financial resources. If more funds is needed, the organisation needs to
work on further strategies to obtain such by influencing senior management and
skateholders to invest in order to supply these resources and in turn, get a profitable
return.

Developing a business proposal is a strategic plan and needs to be appealing


enough to stakeholders so they can invest in it. They need to believe in its success,
hence, devising a proposal is important to demonstrate the potentials behind the
project. A business proposal needs to be convincing and needs to primarily cater the
needs of the stakeholders investing in it, at a higher benefit for the latter.

Identifying strategic goals such as marketing strategy helps to increase the


organisation’s market share, therefore promoting the productivity of the
organisation. Human resource strategy can be used to improve staffing experiences
and skills. Management strategy, through emotional intelligence, also contributes

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towards productivity. Similarly, technological strategy helps


to improve production line.

Specialist advice can come from many informative sources such as managers,
marketing specialist, financial consultants, accountants, suppliers, internal and
external customers and the sales team. Customers’ feedbacks are also important to
cater better needs and improve on the product efficiency.

Presentation is the key to selling a business operational plan. The use of graphs helps
to visually demonstrate costs, contingency plans and risk management plans and
strategies to fund the plan. The more the organisations’ goals and benefits are
reiterated and are made believable, the more comfortable the stakeholders will feel
about investing in it.

Performance Criteria: Obtain approval for the plan from relevant parties and explain
the plan to relevant work teams

Stage 5 – Establish performance indicators


Task 5.1
 Performance indicators allow you to monitor performance, progress towards goals and outcomes
from the operational plan.
 Develop milestones, objectives or key performance indicators (KPIs) for each of the activities in
the plan. They must be written using the SMART technique.
 Determine what data sources will be used to measure the KPIs and how they will be monitored.
 Update all columns under the Performance measurement heading of Section 3: Performance and
risk management of your operational plan.
 Save your operational plan. You don’t need to submit it yet.

Firstly, the team member gets to be acquainted to the roles needed prior to applying
for it. Jobs and roles are advertised with specified skills needed and the employee
gets to apply in relation of the demands and skills they can offer to the organisation.
A resume is sent to the organisation and a selection process is undertaken in the
form of an interview. This first step through applying and being recruited give the
team members a clear perception about their roles and the responsibilities that are
expected from them.

The second step whereby the team members get acquainted to their roles is through
an acceptance offer, a contract. Through a contract, the employer, through the
Human Resource department, get to elaborate in writing about the roles and
responsibilities of the employee. This contract is dully signed and returned to the
Human Resource department as an agreement and acceptance of the roles and
responsibilities required.
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The contract or acceptance letter has descriptive


information:

 The dynamics of the workplace


 The role description in accordance to the mission and the values
 The collective agreement under the fair work act
 The hours or work, the flexibility of work and the remuneration
 The position description and title
 The allowances
 The superannuation
 The leave entitlements
 The period of probation/ engagement
 The commitment to performance review
 The policies and procedures
 The employee conduct; professional behaviour and attitude
 Variation to the terms of employment
 Confidentiality of the workplace
 The property of the employer

The third step whereby the employee gets acquainted to the expected roles and
responsibilities is through an induction of the workplace. An orientation or
supernumerary time allows them to understand the dynamics of their department
and the goal of the operational plan.

Performance Criteria: Develop and implement strategies to ensure that physical


resources and services are acquired in accordance with the organisation’s policies,
practices and procedures

Stage 6 – Develop contingency plans


Task 6.1
 Choose one activity within the operational plan and identify at least two potential risks which could
impair or disrupt the implementation or completion of the activity. Use the risk priority chart in your
resource to determine its risk level.
 Provide details of the potential risks and their priority levels for the selected activity in the
appropriate Risk management columns in Section 3: Performance and risk management.
 Save and submit your updated Assessment D_Operational plan.

An operational plan needs to be presented to the executives of the hospital, the


director of nursing and the Chief executive officer for approval. It is usually via a

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systematic approach where justification is provided for the


required funding. Each ward managers get to present their ideas and plans and
relevant funding is then distributed according to their priorities. The decision is
mostly based on the values and missions of the hospital. For instance, if funding is
required to improve something important on the ward that has direct impact on the
safety of the customers, it is more likely to be granted. Any ideas that will help to
improve the risk management strategies will be taken seriously. Henceforth, it is
important for managers to present their case in such a way that their operational
plan is considered in accordance with the hospital’s goals.

Generally, once approved, the information is then passed on to the staff in the form
of informal meetings, generally held every Thursday and also by email, so that the
same information is delivered to every employee of the department. Flyers and
newsletters are also posted on the common notice boards so everyone gets
acquainted with the approval of the operational plan.

Performance Criteria: Develop and implement strategies to ensure that employees


are recruited and/or inducted within the organisation’s human resources
management policies, practices and procedures

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Task 6.2

 Go to your Course files and open Assessment D_Contingency plan.


 Using the template, develop a contingency plan for one of the risks identified in 6.1.
 Save and submit your updated Assessment D_Contingency plan.

Strategies are in place to ensure physical resources and services are gained in
accordance with the organisation’s policies, practices and procedures. These are:

 Supplier relationship; a good framework to strengthen important


relationships. Being able to understand, analyse and focus on supplier’s
relationships help to be productive, efficient and compete in the market. It is
important to identify how the supplier has an impact on monetary outcomes.
Points to be considered are; what the suppliers are looking in the relationship,
the way the supplier is used by the organisation and how it affects the
organisation’s relationships with other suppliers.
 Purchasing; the supplier is the expert on the product and hence knowledge
can be used from them for decision making processes and increasing
performance. Choices are between purchasing internally or externally.
 Transport; cost effective strategies to save on storing, delivering and suppling
the goods. The operations strategies can be sought from the supplier to
handle and improve key relationships
 Networking; available contacts and resources that can be relied on to either
get information or improve productivity.
 Relationship costs; surviving the impact of globalisation. It is important to
minimise the procurement costs such as transport and customer service.
 The relationship benefits; what the organisation needs, the cost it incurs for
these needs e.g. equipments, labour and cost of the products and services
determine the benefits for the organisation. Obviously, a low operational,
production and administration cost is more favorable and incurs less
expenses. Revenue is then higher and can in return meet the demands of the
customers.
 Clear communication; clear and concise. This helps to make sure the supplier
and the organisation both knows what is expected and they can both work
towards the same goal.
 Honesty; a reliable team. This favours good managerial relationship and each
party is then accountable to fulfill their duties and promises, in turn enhancing
the relationship.

Practices and procedures are also taken into account in order to incorporate

 The culture of the organisation


 The guidelines of the organisation which determines operational functions
such as human and physical resources
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Operating procedures and policies



 Undocumented practices in line with the operations
 Clear purchase orders to prove reliability and efficiency.

Performance Criteria: Recognise and incorporate requirements for intellectual


property rights and responsibilities in recruitment and acquisition of resources and
services

Stage 7 – Obtain approval


Task 7.1
 Develop a brief proposal for one type of physical resource required for the operational plan (e.g.,
office equipment, computer hardware, one of the new marketing positions).
 The proposal should include the following information.
 The resource’s role in the operational plan.
 Timelines for acquisition and installation or recruitment and induction.
 If it is permanent or temporary acquisition.
 A brief outline of how it will be acquired.
 How acquisition of the resource will benefit the operational plan or organisation.
 Attach relevant supporting information from the research conducted in Task 2.3 to your proposal.
 The proposal should be addressed to the marketing manager and saved as Assessment
D_Physical resource proposal.
 Save and submit your proposal when completed.

Task 7.2: Question and answer


Q1: Look at the Kingfisher Garden Centre’s organisational chart: www.didasko-
online.com/kingfisher/about-us.php#overview. Based on the organisational chart and
Project background information provided, who do you have to present your operational
plan to, or obtain approval from, before implementing the plan?

In the past few years we have seen a significant shift in consumer awareness of environmental
issues, which presents both a challenge and an opportunity. The challenge is to make sure that we
manage our business responsibly and take a long term view. The opportunity is to capitalise on this
interest by offering products to homeowners and trade professionals to enable them to respond to
this agenda in a positive and proactive way. Whilst Steps provides a pragmatic framework for our
work, the real challenge is how we embed CR principles into our everyday lives; and in this area
there are no quick fixes. In order to improve understanding and raise awareness, we are working
closely with the Kingfisher Commercial team to deliver training to operating companies in areas such
as chemicals and timber, and it’s good to see the increase in the number of energy efficient and
lower impact product ranges now being sold in our stores. We have also produced guidance for the
businesses on energy, waste and packaging and have continued to run workshops for our suppliers’

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factory managers. In addition, our CR Steering Group, which brings


together representatives from each of our operating companies, provides a valuable forum for
sharing information and experience across the Group.

Q2: Where could you find out about the correct format for the operational plan proposal
and approval processes?

A proper Operational Plan could be explained being a plan which is prepared through an element of the firm
that obviously defines activities it would take to hold up strategic objectives as well as plans of the upper level
management. For example things that really intended for victorious team are undoubtedly people in the
team. Interaction is perceptibly the vital key. Teamwork actually needs everyone to interact effectively,
recognising as well as understanding of viewpoints plus even appreciating contribution that one is expected to
supply. The operational plan must be very precise and not a vague one as the whole further processing
depends on the plan and all the strategies are to be set accordingly. Operational as well as strategic planning
in reality are linked in terms of decision and many other processes, that must be designed towards informing
as well as supporting each other intended for very effective administration of plans plus strategies to enhance
the overall presentation of firm, whether business otherwise non profit. A perfectly well-implemented
planning would provide vision, direction plus goals for organization’s operational plans and carry outs, and also
operational planning would translate strategy into day to day execution plans of business which would
ultimately produce great outcomes.

Q3: Describe who you need to communicate the contents of the operational plan to and the
technique(s) you will use to do it.

A strategy of a business organization is a comprehensive master plan stating


how the organization will achieve its mission and objectives. Strategy refers to a complex
web of thoughts, ideas, insights, experiences, goals, expertise, memories, perceptions, and
expectations that provides general guidance for specific actions in pursuit of particular ends.
Nations have, in the management of their national policies, found it necessary to evolve
strategies that adjust and correlate political, economic, technological, and psychological
factors, along with military elements. Be it management of national polices, international
relations, or even of a game on the playfield, it provides us with the preferred path that we
should take for the journey that we actually make.

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Assessor checklist
To be completed by the assessor.

Learner’s name:

Did the learner successfully Completed


demonstrate evidence of their ability to Assessor comments
do the following? Yes No
Researched, analysed and
documented resource requirements in
consultation with personnel,
colleagues and specialist resource
managers.
Developed an operational plan.

Developed or implemented
consultation processes during the
planning process using appropriate
conventions and protocols.
Ensured the operational plan includes key
performance indicators to measure
organisational performance.

Used systematic analytical processes


to identify potential problems and
developed contingency plans for the
operational plan.
Ensured the development and
presentation of proposals for resource
requirements is supported by a
variety of information sources.
Obtained approval for the plan from
relevant parties and explained the
plan to relevant work teams.

Selected and used effective


communication skills to communicate
with relevant stakeholders to explain
the plan and supporting information,
sought approvals and engaged work
teams.
Gathered, interpreted and analysed
workplace documentation to
determine requirements for the
operational plan.

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Did the learner successfully Completed


demonstrate evidence of their ability to Assessor comments
do the following? Yes No
Developed and documented a range
of detailed texts relating to the
management of an operational plan
according to organisational
requirements.
Ensured the vocabulary, grammatical
structures and conventions are
appropriate for the context and target
audience.
Selected and used mathematical
problem-solving strategies to organise
resource requirements and
performance benchmarks.
Understood the implications of legal
responsibilities with specific reference
to safety.

Taken responsibility for developing


and implementing systems and
processes to achieve organisational
objectives, seeking advice, feedback
and support as required to assist in
the development and planning phase.
Sequenced and scheduled complex
activities.

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ASSESSMENT E – PROJECT

INSTRUCTIONS (for assessments not embedded within the LMS)


 The assessment must be written using an industry standard software package such as
Microsoft Word, Excel, PowerPoint, etc.
 Name the file using the assessment task number and then save your file.
 Ensure your submission identifies the unit code and title, the assessment task number and the
name of the assessment at the top of the page. Alternatively, you may place this information
in the document header.
 Add your name and student number to the header or footer on every page.
 On completion, submit your assessment to your assessor via the LMS.

Learner assessment guide and evidence


This assessment requires you to plan, acquire resources for and monitor an operational plan.

You are required to do the following.

 Complete all assessment tasks in Assessment E as listed in each assessment.


 Answer all questions.

Candidate instructions
This project is made up of three components – Assessment D, Assessment E and Assessment
F (refer flow chart). The project information and responses you completed in Assessment D
should be used as a basis for completing this assessment (E) and later in Assessment F.

The project is broken down into stages mirroring the process used when planning,
implementing and monitoring an operational plan.

In this assessment, you must complete 2B which contains Stages 8, 9 and 10 (highlighted).

Stage 1
Assessment
Stage 2 Stage 5
D
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Stage 4 Stage 7
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As with Assessment D, this assessment is based on the


organisation Kingfisher Garden Centre. Information about the business is available on the
Kingfisher intranet. If there is insufficient information about Kingfisher organisational or
operational details to allow you to complete an assessment task to the depth of detail you
wish, you may make basic assumptions about Kingfisher’s operations.

Any additional details must reflect realistic industry standards, policies and procedures. They
must be discussed with your assessor and approved prior to commencing the relevant
assessment task. Any assumptions about organisational policies or procedures or operational
processes which affect the responses to an assessment task must be listed at the start of your
assessment.

In this assessment you are required to do the following.

 Read all project information provided throughout the assessment in each stage and within
task descriptions.
 Access and read all supporting policies and procedures, documentation and templates as
listed throughout the assessment.
 Complete all tasks in Stages 8 – 10.
 Stage 8
8.1 requires you to prepare a specification for a physical resource
8.2 requires you to obtain quotations based on the specification’s requirements
8.3 requires you to answer questions on acquiring resources
 Stage 9
9.1 requires you to answer questions on strategies for acquiring human resources
 Stage 10
10.1 requires you to answer questions on intellectual property rights and responsibilities
 Answer all questions (where applicable) within each assessment task of the assessment.
 Submit the following assessment materials.
 A specification for one physical resource
 Quotations for the physical resource
 Responses to all questions

Stage 8 – Acquire physical resources

Task 8.1
Congratulations! The operational plan has been approved ‘in principle’. You now have one
month to acquire the necessary physical and human resources. Use the Project background
information, supplier information researched in Stage 2 of Assessment D and the operational
plan developed in Assessment D to complete the assessment tasks in this assessment.

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 Prepare a specification for one of the following types of


physical resources identified in the operational plan.
 The specifications should reflect the needs of your operational plan and other information
provided in Assessment D.
 The specifications should be based on current industry standards and codes of practice,
and reflect physical resources currently available in the marketplace.
 Choose one of the following physical resources.
 Staff workstations/office desks
 Computer hardware for staff desks
 Black and white photocopier
 Colour printers
 Save and submit Assessment E_Small equipment specification.

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Task 8.2
 Obtain quotations based on the small equipment specification developed in 8.1.
 Quotations should be sourced from industry suppliers for real products.
 Policies and procedures relating to the number and format of quotations are outlined in
Kingfisher Garden Centre’s purchasing policy which is available on the Kingfisher
intranet, www.didasko-online.com/kingfisher/finance.php.
 Open the ‘Purchasing policy’ and follow the relevant policies and procedures for obtaining
quotes.
 The quotations will be used in Assessment F.
 Save your research information and quotations. You don’t need to submit anything at this stage.

Task 8.3: Question and answer


Q1: Who will you consult with when planning the acquisition of physical resources? Briefly
explain what you are conferring with them.
 Who

The head of the acquisition of physical resources by stating the primary reason for the
acquisition of the physical resource and its tentative utilization.

 What
The matter which will be consulted with the head of the acquisition of physical resources by
stating the primary reason for the acquisition of the physical resource and its tentative
utilization.

Q2: Read the Kingfisher Garden Centre’s purchasing policy (same policy you referenced
for 8.2). How does this organisational policy affect the acquisition of your physical
resources?

Within my organisation, the methods used for acquiring physical resources and services are
specific order forms that need to be completed when ordering. Using these forms, we reduce
the time and cost involved in administering the purchasing process. Also, these forms and the
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process for completing them should be documented as part of the


Policy and Procedures Manual Therefore, we have specific days to order different types of
physical resources, so itis important to be much organised so that we will never run out of
physical resources.

Q3: Based on the quotations you have received, what purchasing threshold does this
purchase fall under?

The request for quotations is a procurement method that is used for small value procurements
of readily available off-the-shelf goods, small value construction works, or small value
services procurements.

This procurement method is also known as invitation to quote and shopping, and it does not
require the preparation of tender documents to the same extent as open tendering, request for
proposals or two-stage tendering.

The invitations are not complex, and this method is considered non-competitive because the
procuring entity determines which contractors, suppliers or service providers to request
quotations from as long as a minimum of three are invited.

This procurement method is used under conditions stipulated in the procurement legal and
regulatory framework and, accordingly, can be requested in writing: email, fax, courier, but
not telephonically. Sometimes there are limitations set on the period of time and frequency
within which this method can be used for the procurement of similar goods, work or services.
This is to prevent the procuring entity from splitting requirements in order for them to fall
within the threshold level where the request for quotation method can be applied.

Quotations received in response to a request for quotation should be first evaluated to


determine compliance with the technical specifications or scope of work of the requirement
and also for compliance with administrative requirements of the request for quotations. Only
after the administrative and technical compliance determination, a price comparison is made

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between firms found to be compliant, and then a purchase order is


signed with the bidder submitting the lowest price quotation within the stipulated delivery or
completion date.

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Stage 9 – Acquire human resources

Task 9.1: Question and answer


 One of the activities in the operational plan is to recruit two new employees for the
marketing team: a graphic designer and a web development and support coordinator.
 General and specific information about the positions is provided in the Project
background information in your Course files under the Positions vacant section.

Q1: Outline the strategies you (as project manager) will use to ensure the human resources
department recruits the most suitable applicant for the position.

STRATEGY

Having an effective recruitment strategy is paramount to the success of any


organization. The recruitment and selection function can become a costly and inefficient
process if not approached in a systematic and proactive manner. A recruitment and selection
strategy:

 Ensures the organisation has the necessary skills, knowledge and attributes to meet current
and future strategic and operational requirements
 Ensures supply meets demand requirements
 Increases the pool of potential applicants
 Improves the selection process by ensuring that only those applicants that meet the
requirements of the position are selected for further investigation
 Can impact on the likelihood that a suitable candidate will accept a job offer
 Increases organisational effectiveness

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Q2: What organisational policies and procedures and


legislative requirements govern the recruitment processes used to employ people for the
vacant positions?

Recruitment and Selection Process

The Recruitment and Selection process goes through the following main steps.

Equality, Diversity and Inclusion

Vacancy

Grading

Redeployment

Advertisement

Short list

Interview

Appointment

Induction

Q3: What strategies can you use to ensure the new employee is inducted according to
organisational policies and procedures and is made to feel welcome in their workplace?

An employee’s first impressions of an organisation have a significant impact on their


integration within the team and their level of job satisfaction. Induction is an opportunity for
a business to welcome their new recruit, help them settle in and ensure they have the
knowledge and support they need to perform their role. For an employer, effective induction
may also impact turnover, absenteeism and employer brand.

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Stage 10 – Incorporate intellectual property requirements


Task 10.1: Question and answer
Q1: Based on the operational plan’s goals and activities, the type of resources to be
acquired, and the methods of acquisition, list at least two aspects of the operational plan
that could be affected by intellectual property legal requirements, rights and
responsibilities.

Intellectual property rights (IPR) have been defined as ideas, inventions, and creative
expressions based on which there is a public willingness to bestow the status of property. IPR
provide certain exclusive rights to the inventors or creators of that property, in order to enable
them to reap commercial benefits from their creative efforts or reputation. There are several
types of intellectual property protection like patent, copyright, trademark, etc. Patent is a
recognition for an invention, which satisfies the criteria of global novelty, non-obviousness,
and industrial application. IPR is prerequisite for better identification, planning,
commercialization, rendering, and thereby protection of invention or creativity. Each industry
should evolve its own IPR policies, management style, strategies, and so on depending on its
area of specialty. Pharmaceutical industry currently has an evolving IPR strategy requiring a
better focus and approach in the coming era.

Q2: Sam, one of the marketing team members, discussed an idea they have for how to move
the heavy pot plants in the marketing team’s office with Adrian, one of the maintenance
staff. The idea is based on a trolley they made at home some time ago. During work
time and using Kingfisher’s equipment, tools and materials, they worked together to
alter one of the trolleys. The modified trolley worked exactly as hoped during the office
relocation, making their job much easier. The marketing person decides to take the
sketch and model he made to ABC Tools, one of Kingfisher Garden Centre’s suppliers,
to see if they are interested in producing it.
To help you answer the questions, refer to the section on intellectual property in Section
2 of the learner guide resource. Further information is available in your Course files.
Go to your Course files and read Assessment E_Intellectual property.
Based on intellectual property laws, who has the rights to the original idea and potential
new invention? Briefly explain why.

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Entrepreneurs and business owners need to understand the basics of intellectual property (IP)
law to best protect their hard-earned creations and ideas from unfair competition. Intellectual
property includes distinctive items that you have created and ones that give you an economic
benefit.

Seek professional experience from an intellectual property attorney to help your company
plan for success and avoid theft of ideas, designs, and other concepts. Since filing and refiling
IP applications can get expensive and waste time if done incorrectly, determine what you
need to protect when it comes to IP:

Decide which of your ideas fall under which specific protection option

File as quickly as possible to reduce your chance of losing out on protection

Investigate international patents as well as those registered in the Australia

Q3: What steps can they take to protect their intellectual property rights and ownership of
the invention?

1. Patents

A patent grants property rights on an invention, allowing the patent holder to exclude others
from making, selling, or using the invention. Inventions allow many businesses to be
successful because they develop new or better processes or products that offer competitive
advantage on the marketplace. You get a patent by filing a patent application with the U.S.
Patent and Trademark Office (USPTO).

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You'll discover three types of patents:

Utility

Design

Plant

2. Trademarks

A trademark is a word, phrase, symbol, or design that distinguishes the source of products
(trademarks) or services (service marks) of one business from its competitors. In order to
qualify for patent protection, the mark must be distinctive. For example, the Nike "swoosh"
design identifies athletic footwear made by Nike.

Although rights in trademarks are acquired by use, registration with the USPTO allows you
to more easily enforce those rights. Before registering your trademark, conduct a search of
federal and state databases to make sure a similar trademark doesn't already exist. This
trademark search can help you reduce the amount of time and money you could spend on
using a mark that is already registered and trademarked.

3. Trade Secrets

A trade secret is a formula, process, device, or other business information that companies
keep private to give them a business advantage over their competitors. Examples of trade
secrets include:

Soda formulas

Customer lists

Survey results

Computer algorithms

Unlike the other types of intellectual property, you can't obtain protection by registering your
trade secret. Instead, protection lasts only as long as you take the necessary steps to control
disclosure and use of the information.

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Businesses use nondisclosure agreements, restricted access to


confidential information, post-employment restrictive covenants, and other security practices
to maintain trade secrets.

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Assessor checklist
To be completed by the assessor.

Learner’s name:

Did the learner successfully Completed


demonstrate evidence of their ability Assessor comments
to do the following? Yes No
Developed and implemented
strategies to ensure that employees
are recruited and/or inducted within
the organisation’s human resources
management policies, practices and
procedures.
Developed and implemented
strategies to ensure that physical
resources and services are acquired
in accordance with the organisation’s
policies, practices and procedures.
Recognised and incorporated
requirements for intellectual property
rights and responsibilities in
recruitment and acquisition of
resources and services.
Outlined the legislative and
regulatory context relevant to the
operational plan of the organisation.

Outlined the organisation’s policies,


practices and procedures that directly
relate to the operational plan.

Identified and extracted relevant


information from a range of complex
texts.

Developed and documented a range of


detailed texts relating to the
management of an operational plan
according to organisational
requirements.
Collaborated with others to achieve
joint outcomes, playing an active role
in facilitating effective group
interaction, influencing direction and
taking a leadership role on occasion.
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ASSESSMENT F – PROJECT

INSTRUCTIONS (for assessments not embedded within the LMS)


 The assessment must be written using an industry standard software package such as Microsoft
Word, Excel, PowerPoint, etc.
 Name the file using the assessment task number and then save your file.
 Ensure your submission identifies the unit code and title, the assessment task number and the name
of the assessment at the top of the page. Alternatively, you may place this information in the
document header.
 Add your name and student number to the header or footer on every page.
 On completion, submit your assessment to your assessor via the LMS.

Learner assessment guide and evidence


This assessment requires you to plan, acquire resources for and monitor an operational plan.

You are required to do the following.

 Complete all assessment tasks in Assessment F as listed in each assessment.


 Answer all questions.

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Learner instructions
This project is made up of three components – Assessment D, Assessment E and Assessment F (refer
flow chart). The project information and responses you completed in Assessments D and E should be
used as a basis for completing tasks in this assessment (F).

The project is broken down into stages mirroring the process used when planning, implementing and
monitoring an operational plan.

In this assessment, you must complete F which contains Stages 11 and 12 (highlighted).

Stage 1
Assessment
Stage 2 Stage 5
D
Stage 3 Stage 6

Stage 4 Stage 7

Assessment Stage 8

E Stage 9

Stage 10

Assessment
Stage 11 – 11.1, 11.2, 11.3, 11.4
F Stage 12 – 12.1

As with Assessment D and E, this assessment is based on the organisation Kingfisher Garden Centre.
Information about the business is available on the Kingfisher intranet. If there is insufficient
information about Kingfisher organisational or operational details to allow you to complete an

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assessment task to the depth of detail you wish, you may make basic
assumptions about Kingfisher’s operations.

Any additional details must reflect realistic industry standards, policies and procedures. They must
be discussed with your assessor and approved prior to commencing the relevant assessment task.
Any assumptions about organisational policies or procedures or operational processes which affect
the responses to an assessment task must be listed at the start of your assessment.

You are required to do the following.

 Read initial Project background information and project information provided throughout the
assessment in the section and task descriptions.
 Access and read all supporting policies and procedures, documentation and templates as listed
throughout the assessment.
 Complete all tasks in Stages 11 and 12.
 Stage 11
11.1 requires you to answer questions about monitoring processes
11.2 requires you to prepare a purchasing budget report based on the outcomes of monitoring
processes
11.3 requires you to interpret the budget report and answer questions
11.4 requires you to implement strategies for coaching and mentoring
 Stage 12
12.1 requires you to answer questions about managing operational plan documentation
 Submit the following assessment materials.
 Purchasing budget variance report
 Responses to all questions

Stage 11 – Monitor performance systems


Task 11.1: Question and answer
 One of the plan’s major goals is that the relocation of the marketing team into their new office must
be completed by 14th June. This deadline is rapidly approaching. You are monitoring your progress
towards achieving the goal.
 Go to your Course files and open Purchasing report. The report summarises what office furniture
purchases have been delivered and due dates for those still outstanding.
 Evaluate the information in the Purchasing report and compare it against the KPIs and timelines
listed in your operational plan developed in Assessment D.
 Answer the questions.

Q1: Will you achieve the main goal of the office relocation completed by 14th June? Explain
why/why not?

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Specific

Well defined

Clear to anyone that has a basic knowledge of the project

Measurable

Know if the goal is obtainable and how far away completion is

Find out when you have achieved your goal

Agreed Upon

Agreement with all the stakeholders what the goals should be

Realistic

Within the availability of resources, knowledge and time

Time-Based

Enough time to achieve the goal

Not too much time, which can affect project performance

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Q2: What recommendations (if any) would you make at this


time?

One of the most effective skills you can have in life is powerful and effective time management. If
you're not managing your time well, there's no way you're going to reach your goals at work and the
life outside of it. Sure, you might make some progress. But your time management will be an uphill
battle if you don't take your time seriously. For people who squander and waste the precious little
time they do have, they know all too well how difficult achieving even mildly difficult goals can be.

Task 11.2
 Using the same file as you did in Task 11.1 go to the Purchasing budget variance report and
calculate the information and complete the variance report.
 Using the information provided in the Purchasing report, calculate and enter the ‘actual’ cost for
each piece of office furniture, then calculate the total $ amount.
 Using the variance % formula in your resource, calculate the variance % for each piece of furniture
and enter the result in the variance % column, then calculate the total variance %.
 Round all variance figures to one decimal place (as shown in example provided – Miscellaneous).
 Save and submit assessment F_Purchasing report when completed.

Task 11.3: Question and answer


Q1: Which categories in ‘office furniture’ are over budget and which are under budget?
 Under budget

Stationary, furniture

 Over budget

Seats, tables etc

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Q2: Is the budget for office furniture under or over budget? Is this a favourable or
unfavourable result?

The overall budget is unfavourable as it exceeds the budget

Q3: Should these variances be investigated to determine the reason why they are under or
over budget? If yes, which categories should be investigated? Explain why.
If no, why is it not necessary to investigate them?

Inaccurate Budgeting

The variance may simply be due to a bad guess at your expenses or income. If this is a chronic
problem, take time to revisit your budget and update it based on your company's most recent
experience. Budgets are living documents and should be altered to reflect current operations.
Retaining a budget that you know to be wrong won't help you project your profitability in the
future. If, for example, your warranty expenses are running at 3 percent of sales versus the 1
percent you originally expected, fist analyze the costs and determine whether they are normal or
if there is something increasing them that can be fixed. If they are expected to continue, update
your budget to reflect that.

Changes in Economic Realities

If your company has experienced an increase in costs or a decrease in revenues due to changes in the
market where you operate or the overall economy, your budget can show large variances. Review your
whole budget and project new revenues and expenses based on the current market realities. For example, if
revenues on one of your products has dropped 20 percent because a new competitor has entered the
market, adjust revenue projections downward to show the negative impact on your future bottom line.
Large market shifts also signal the need for strategic planning to make sure that future revenues remain the
same or grow.

Employee Theft

Employees can perpetrate theft or fraud on your company in many ways. Some are difficult to detect,
especially if the employee has access to both your physical assets and your accounting system. Variance
analysis often can provide the first indication that something untoward is happening. If your inventory

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write-downs are continually higher than expected, for example, it might


mean that an employee is walking out the door with product. Similarly, if your accounts receivable write-
offs are unusually large, you may have an employee pocketing payments from customers. Any large
unexpected variance should be analyzed to get to the bottom of why it is happening.

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Task 11.4: Question and answer


 One of the two maintenance staff you were relying on to assist with setting up the new office and
transferring resources from the old office has taken sick leave and will not be available.

Q1: What solution(s) would you recommend or actions would you take to address this
issue? Remember to consider workplace health and safety requirements, any costs
incurred, capabilities and availability of other members of staff, recruitment options
available to the business and your upcoming deadline.

One of the most important aspects of your risk assessment is accurately identifying the potential hazards in
your workplace.

A good starting point is to walk around your workplace and think about any hazards (things that may cause
harm). In other words, what is it about the activities, processes or substances used that could injure your
employees or harm their health?

When you work in a place every day it is easy to overlook some hazards, so here are some tips to help you
identify the ones that matter:

 Check manufacturers' instructions or data sheets for chemicals and equipment as they can be very
helpful in explaining the hazards and putting them in their true perspective
 Look back at your accident and ill-health records – these often help to identify the less obvious hazards
 Take account of non-routine operations (eg maintenance, cleaning operations or changes in production
cycles)
 Remember to think about long-term hazards to health (eg high levels of noise or exposure to harmful
substances)
There are some hazards with a recognised risk of harm, for example working at height, working with
chemicals, machinery, and asbestos. Depending on the type of work you do, there may be other hazards that
are relevant to your business.

Q2: In this situation, who do you need to negotiate changes to the operational plan with?
Select/write/circle ‘Yes’ if you do. Base your response on the information provided
throughout this project and Kingfisher’s organisational charts. The charts are available
on Kingfisher’s intranet at www.didasko-online.com/kingfisher/about-us.php#overview

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Who Yes
The National General Manager Yes

The National Marketing Manager No

The executive management team Yes

The National Finance Manager No

The marketing team No

The other member of the maintenance team No

The suppliers Yes

The IT staff No

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Q3: Whom do you need to gain approval from for your


recommendations or actions? Select/write/circle ‘Yes’ if you do.

Who Yes
The National General Manager
Yes
The National Marketing Manager
No
The executive management team
Yes
The National Finance Manager
No
The marketing team
No
The other member of the maintenance team
No
The suppliers
Yes
The IT staff
No

Q4: The new photocopier has arrived and it is a different make, model and format to the
marketing team’s current machine.
What strategies would you implement to ensure everyone is able to use the new
photocopier safely, effectively and economically?

As with all workplace hazards, photocopiers and other copying equipment should be
dealt with in this way:

1. Identification of the hazard


2. Assessment of the risk
3. Control: Elimination or reduction of the risk
4. Review and evaluation of any control strategies.

1 - Identification of the hazard

 The employer must obtain the safety data sheets (SDSs) for any chemical used by a
photocopier or other piece of machinery, including toner and glass cleaners, and make these
available to you. These are now usually able to be downloaded from the website of the
manufacturer.
 The employer must carry out an assessment of the work procedures involved in copying to
identify any risks of manual handling (for example shifting, carrying, reaching reams
of paper) or exposure to contaminants.
 Talk to your members about the possible health and safety effects of using copying
equipment.

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2 - Assessment of the risk

 The SDSs must be checked to ensure all recommended precautions are implemented.
 Check the conditions in the room the copier is located in.
 Investigate any past incidents.

3 - Control: Elimination or reduction of the risk

 If the machine at your workplace is very old (for example one that uses loose toner),
negotiate replacement with a newer machine.
 The manufacturer's recommendations for siting, ventilation, cleaning, servicing,
maintenance, and frequency of filter changes must be obtained and followed. Filters that
are in working order catch paper dust and destroy ozone.
 Ensure there is adequate ventilation in the room and around the machine.
 When replacing toners or using solvents, users should wear rubber or vinyl coated
protective gloves and if a liquid toner is used, safety goggles or a face shield. After adding
toner, hands and face should be washed immediately.
 Ensure there is a clear system outlining what cleaning and repairs employees are expected
to carry out, such as clearing a minor paper jam, and those for which a specialist technician
should be contacted. Employees carrying out minor cleaning and repairs must be given full
training and information on technical issues and on health and safety.
 The copying machine selected, the workplace design and the work schedule should be such
that they allow operators to work without risk of musculoskeletal discomfort. For example,
the positioning and height of various components should be such that sustained and
repetitive postures are avoided.
 Noise problems can be avoided by placing equipment in a separate room from workers.

As a general rule, the more frequently a copier is used or the more duplicating
machinery there are, the more important is a separate room with local (separate)
mechanical exhaust ventilation (refer to Australian Standard AS 1668). Properly
maintained modern machines placed in well-ventilated areas, and with the
appropriate but simple precautions taken, are rarely a hazard.

Q5: Who will participate in these program(s)?

RO will participate in these program(s) in settling the issues

Q6: When will it/they take place?

They will take participation at the time of risk assessment.

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Q7: Who will deliver the required skills and knowledge during coaching, mentoring or
training sessions?

 The employer must obtain the safety data sheets (SDSs) for any chemical used by a
photocopier or other piece of machinery, including toner and glass cleaners, and make these
available to you. These are now usually able to be downloaded from the website of the
manufacturer.
 The employer must carry out an assessment of the work procedures involved in copying to
identify any risks of manual handling (for example shifting, carrying, reaching reams
of paper) or exposure to contaminants.
 Talk to your members about the possible health and safety effects of using copying
equipment.

Q8: How can you monitor and evaluate the success of the program(s)?

Monitoring and evaluation of any programme or intervention is vital to determine whether it works,
to help refine programme delivery, and to provide evidence for continuing support of the
programme. Evaluation will not only provide feedback on the effectiveness of a programme but will
also help to determine whether the programme is appropriate for the target population, whether
there are any problems with its implementation and support, and whether there are any ongoing
concerns that need to be resolved as the programme is implemented.

Stage 12 – Manage documents


Task 12. 1: Question and answer
 Throughout the development and implementation of the operational plan, planning and
performance documentation must be managed and filed correctly.
 An extract of Kingfisher Garden Centre’s document administrative procedures outline how
documents should be managed throughout their lifetime. Go to your Course files, open and read
Assessment F_Administrative procedures_Document maintenance.

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 Answer the questions.

Q1: How do the organisational policy and procedures help you manage your
documentation?

Policies and procedures are an essential part of any organization. Together, policies and procedures
provide a roadmap for day-to-day operations. They ensure compliance with laws and regulations,
give guidance for decision-making, and streamline internal processes.

However, policies and procedures won’t do your organization any good if your employees don’t
follow them.

Employees don’t always like the idea of having to follow the rules. But policy implementation is not
just a matter of arbitrarily forcing employees to do things they don’t want to do.

Q2: Based on the administrative procedures, must operational plans be version controlled?

These procedures provide guidance and direction on the management of information and records
throughout the information lifecycle.

Q3: What is the purpose of version controlling documents?

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Information management activities are delivered via annual


Information Management Action Plans, overseen by the Information Management Committee.
Minutes from these committee meetings are available on the Staff Intranet.

Q4: Where must all documentation associated with your operational plan be stored?

Corporate information and records must be captured by all staff and should provide reliable and
accurate evidence of business decisions and actions. The University retains and disposes corporate
information and records in accordance with the Public Records Act 2002 (Qld) and the relevant
retention and disposal authorities.

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Assessor checklist
To be completed by the assessor.

Learner’s name:

Did the learner successfully Completed


demonstrate evidence of their ability to Assessor comments
do the following? Yes No
Used systematic analytical processes
to develop, monitor and review
performance systems and processes.

Able to analyse and interpret budget


and actual financial information to
monitor and review profit and
productivity performance.
Identified areas of underperformance,
recommended solutions and took
prompt action to rectify the situation.

Played an active role in facilitating


effective group interaction when
planning and implementing mentoring
and coaching systems.
Collaborated with others to negotiate
recommendations and gain approval
for variations to operational plan.

Developed and implemented systems


to manage procedures and records in
accordance with organisational
requirements.
Selected and used mathematical
problem-solving strategies to evaluate
performance benchmarks and
financial viability of the operational
plan.
Monitored adherence to
organisational policies and
procedures and considered own role
in terms of its contribution to broader
goals of the work environment.

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