Instructions to Learner

Assessment instructions

Overview

• Demonstrate that you have researched the topic thoroughly

• Cover the topic in a logical, structured manner

Plagiarism

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

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

Collusion

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

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

Assessment appeals process

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

Assessment requirements

Assessment can either be:

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

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

Candidate Details

Assessment – BSBLDR811 Lead Strategic Transformation

Name: _____________________________________________________________

Email: _____________________________________________________________

Submission Due date _______________________________________________________

Description of assessment activities

Note: Once Completed keep on saving the completed activities in the learner workbook itself, until the learner workbook is fully completed.

Mapping to Unit of competency details (Activity 1a to 1f):

ACTIVITY: 1a. ii (PC 1.1)

Identify at least 4 different leadership competencies and accountabilities in strategic transformation appropriate to the tasks objectives and give reasons why you have selected them. (200-250 words)

Coaching and communicating

Continuous innovation

Strategic approach towards change:

As Publisher, I take full ownership of failing to hit October’s Target. I also take full responsibility to lead the turnaround to overcome the shortfall. The operating results reflect my leadership decisions, including some key factors below:

3. I overestimated how easy it would be to sell-in our new line of [Category E] novels. It is still early in our move into this category, but initial sell-in is lower than I anticipated.

I remain convinced of the viability and strategic wisdom of the investment we’re making; it is simply a matter of building traction with sales, retailers, and consumers. My team and I have now stepped up and are doing more to drive [Category E] sell-in—and sell-through.

1. What word did Allen used repeatedly?

2. Allen didn’t hide behind his team? Discuss.

Mini Case Study

Strategic changes, competence analysis in an ethical dilemma

Two weeks ago you attended an ethics refresher course. The course re-emphasized that it is a serious ethics violation for a supervisor or member of management to advocate, influence or in any way participate in a personnel process which results in the promotion or selection of a close personal friend or relative. Under the regulations, officials who fall into this category are required to withdraw from and no longer participate in the process. The refresher course also made you realize that fraternizing with the female employees from the CID might be considered an ethics violation as well.

This afternoon, when you arrive back in the office after lunch, your secretary hands you a note from the Union President requesting that you phone him to schedule a time for a meeting with him concerning a personnel issue that he will identify at the meeting.  You immediately start to worry about which of the potential problems might be the focus of this meeting.

4. Does the General Manager really have anything to be concerned about or does this situation fit in the “all in a day’s work” category?

5. Is it believable that a CID investigator would share confidential and secret information with a friend, or does this strain the imagination? Discuss.

ACTIVITY 1d. ( i ) (PC 1.4, 2.2, 2.3, 3.1 PE 1, 2 KE 1,2 & 4)

Please read the following case extract on an organisational issue and answer the following questions:

Question 2: What are the important factors when managing employees during a change?

(200-250 words – for both questions together)

1. How would you demonstrate direction and values to others through your actions?

2. Discuss the impact your role would have on the change process and how your behaviour could affect the outcomes of the change.

Answer

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

*The column indicates the connection between the tasks in marking checklist and performance criteria described in unit of competency details at https://training.gov.au/Training/Details/BSBLDR811. (access date – 23/01/2021)

Activity 2a to 2g:

ACTIVITY 2a (PC 2.2, 2.3, KE 4 )

2. The four dimensions of transformational leadership: (PC 1.2, PE 1)

   1. ________________________

(KE 5, 6)

4. What are the characteristics of a leader of change? Mention any 4. (PC 3.1, PE 2, KE 5)

5. ______________________________________________________________________.

5. Transformational Leadership Behaviours (according to Colonel Mark A. Homrig)? Mention any 4.

4. ______________________________________________________________________.

5. ______________________________________________________________________.

10. ______________________________________________________________________.

ACTIVITY 2.c (PC 2.2, 2.3)

ACTIVITY 2.d (PC 1.1, 1.3, 2.3, 3.2, KE 4)

Mini Case Outline:

Professional behaviour: How should you proceed so as not to discredit yourself, your profession or the practice for which you work?

Questions you need to answer are:

Suggested answers to these questions are 300-400 words

ACTIVITY 2 d(i) (PC 1.4, 2.3, 2.4, PE 3, KE 2, 4) (Total 400-500 words)

ACTIVITY 2.e (PC 2.1, 3.2, PE 3, KE 5,6)

Tick (√) five behaviours in the “POSITIVE” column that you need to start or continue. Tick (√) three behaviours in the “NEGATIVE” column that you need to avoid. What steps can you take to eliminate the negative behaviours? How can you use your strengths more effectively?

A merger between a large international company (A) and a smaller, but dynamic national company (B) was jeopardized when rumours emerged that the merger would be accompanied by redundancies in B. The directors of both companies failed to conduct an open exchange of company stories, and did not discuss how both cultures would align to a new story after the merger. Planned communication was replaced by stories exchanged informally on the grapevine, which were overly pessimistic.

Q. As a leader what measures you would have taken to avoid such a mishap? (100-125 words)

APPENDIX I

Assessing Your Leadership Style

2. In a meeting you are leading, one person is dominating the discussion. Do you:

(A) Call on other people to participate as much as you can.

(B) Pull him to one side and tell him what has to be done.

(C) Ask him if there’s anything he can do to improve the set up in the room.

5. You have just hired a new employee to help your assistant do her job. The best way to get him started is to:

(A) Make sure he has an opportunity to get to know the other people he will be working with.

communications and recognize that if anyone has questions they can get in touch with you.

(B) Send out a memo dealing specifically with those items that will affect your department.

(C) Ask him what decision he would have made.

8. You discover a subordinate has been critical of your leadership. Do you:

(A) Allow a little time to go by and see if some attitudes change.

(B) Ask them to suggest other alternatives that will accomplish the objectives.

(A) Present the problem, the solution and each person’s part in the implementation.

(B) Discuss the problem and try to get everyone to agree on a common solution.

(C) Let people get in touch with you if they have any problems.

12. In establishing a committee to work on a problem is it best to:

(A) State the differences of opinion and present a compromise position that both can accept.

(B) Encourage the two to meet together and work out their differences.

(C) Seek to give direction.

ACTIVITY 2.g. (cont.………)

1. In challenging situations you feel most comfortable working from clear guidelines.

2. In meetings you take charge early and become anxious to get down to business.

1. The primary goal is to have good interpersonal relations with others.

2. You tend to be very sensitive to the individual members of the group and are especially concerned with their feelings.

1. In challenging situations, you allow the greatest freedom to your subordinates.

2. You can become overly tolerant of non-productive members of your team.

APPENDIX IV Matching Leadership Style Work Sheet

Matching Leadership Style with the Requirements of the Situation and Individual Needs

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

Legend: A - stands for Activity

ACTIVITY 3.b. (PC 3.1, 3.2)

Mini Case Analysis

Integrity: Can you be open and honest about the situation? Would it be right to attempt to complete work that is technically beyond your abilities, without proper supervision?

Professional competence and due care: Is it possible to complete the work within the time available and still act diligently to achieve the required quality of output?

3. Who should be involved in the resolution?

4. What is the possible course of action(s)?

(50-75 words)

ACTIVITY3.d. (PC 1.2 KE 4)

Note: Once Completed keep on saving the completed activities in the learner workbook itself, until the learner workbook is fully completed.

Legend: A - stands for Activity

ACTIVITY 4.a (PC 2.4, 3.1)

Q Explain why the staff feedback on leadership during change management process is important. (400-500 words)

Answer

ACTIVITY 4.d (PC1.1, 2.2, 2.4, 3.1)

Q.1 Discuss briefly any 4: (200-250 words)

Q.2 List down Communication Checklist - best practices in managing change? And discuss briefly?

(250-300 words)

Q.4 What is Flamholtz and Randle's Leadership Style Matrix? (50 – 75 words)

Q.5 Discuss any 3 specific leadership styles? (150-200 words)

ACTIVITY 4.f (PC 3.1, 3.2, 3.3, PE1, 2)

Carla was killing off her leading man. And it felt good—but not perfect. She drummed her fingers on the editing desk and squinted at the monitors in front of her as she scrolled through footage from the season finale of Dope, her production company’s long-running drama series about DEA agents.

“What’s wrong?” asked Melanie, who had written and directed the episode.

“The network wants a final cut by midnight,” Melanie said tensely.

Carla looked at the time: 3 PM. She’d been on the set of 911, her police drama now in its second year, since early morning and was scheduled to do a script read-through with the cast of Forty Stories, her newest series, about the residents of a Manhattan high-rise, from afternoon into evening. She’d intended to stop by the Dope set only briefly, to give Melanie’s work a final sign-off. But now she’d have to come back, sacrificing the 9-to-midnight window she’d hoped to spend working on a new idea: a sitcom-length “dramedy” about aging that would be something totally new—and exciting—for C3. She’d been trying to write the pilot for months ,but working 13 hours or more a day,² she just couldn’t find the time. Melanie wasn’t the only one feeling frustrated.

3Networks sell the bulk of their prime-time ads during the “upfront” period, which typically occurs in late May.

Now the term had become something of a catchphrase with the network suits. When Carla nominated assistant producers to write scripts or direct, the concern was always “Do they have your magic?” When RBN sent notes on first cuts of shows, the feedback was often “Needs more C.M.”

“Michael, you know I don’t check next-day numbers.”

“It wasn’t good.”

“I know, and she has it,” Carla said.

“How’s the finale shaping up? I hope you’re taking the reins back for this one. It’s important.”

“Carla, we—you—have three of the top 15 shows on television. The market is shrinking—and getting more fragmented⁷ —but the revenue from your shows is going up. Dope still pulls in $150 million a year in ads, and the others are close. That’s huge money—for us and for you. And you want to cut back? If I suggested that to Bill,” he said, referring to RBN’s president, “I’d be laughed out of the room.”

7Today there are more than 50 national U.S. television networks. Owing to this fragmentation and the advance of digital media, the most popular scripted shows on TV now draw about 14 million viewers per episode, on average, down from averages of more than 20 million per episode in the 1980s.

He was right; they were her babies, and she couldn’t imagine ever fully letting them go. But she had to do something to give herself more time to think. “Michael, I was due at a read-through 10 minutes ago.”

“Sure—just one more thing: Did you say you’re working on something new?”

9The formal pitching season for broadcast networks runs from July to October. Networks might see 500 ideas, buy the rights to 60, and, after discussions with show creators, order 12 pilot episodes to be produced.

Heart to Heart

“No one’s asking you to be me. What we need is more ‘Melanie magic.’”

Melanie brightened. “Hey, are we still going to that top-women-in-TV breakfast tomorrow?”

Carla walked into the Beverly Hilton ballroom the next morning and ran into Dale Grossman, the new head of content at Cascade. She’d met him at the previous year’s Emmys, when he was still at HBO.

“Carla, great to see you again.”

“Well, our investors believe that content is still king. Of course, I don’t have to tell you that! You’re the queen of RBN.”

“You’re too kind.”

“Of course. Well, if you’re ever ready to do something different, we’d love to discuss it.”

He handed her a card, and Carla took it. Part of her wanted to leave right then and there to write the pilot, schedule the meeting, make the pitch. But she couldn’t. She had to be on the Forty Stories set in an hour, to make sure that finale was perfect, too.

Suggested range of Answers. (A range of options are provided here in the response, student may refer few and explain. (400-500 words)

Activity 4a to 4f checklist – for assessor

Answer

ACTIVITY.5 b (PE 3)

ACTIVITY.6 b (KE 2)

Explain the steps involved for integrating your own emotions as a leader when making decisions regarding strategic changes? (75-100 words)

What are the types of problems and risks which arise for individuals during organisational change that you would need to develop learning and communication solutions to address? List at least eight examples. (75-100 words)

ACTIVITY.6 e (KE 5)

Explain what organisational transformation is. (50-75 words)

Activity 5a, 5b and 6a to 6g checklist – for assessor