Cafe Management Simulation Assignment

This assignment tasks you with managing a cafe called Warblers Café. You'll need to address issues like communication, performance feedback, team motivation (including rewards and recognition), and the successful implementation of a $9 lunch promotion. The simulation requires you to demonstrate leadership skills, conflict resolution strategies, and your understanding of effective team management practices.

LEAD AND MANAGE PEOPLE 1
LEAD AND MANAGE PEOPLE
Name:
Institution:
Course Code:

LEAD AND MANAGE PEOPLE 2
ASSESSMENT C2 PART A – PRACTICAL DEMONSTRATION

LEAD AND MANAGE PEOPLE 3
Observable skills/tasks Answer the following questions. Your assessor may ask
you a selection of the following questions to support the
demonstration of a skill or task. (Questions may vary
according to the practical task being demonstrated).
Acts as a positive role model.
Q1: List five qualities of an effective leader.
Ans.
1. Honest, ethical
2. Team focused
3. Good communicator
4. Respect and integrity
5. Empathetic
6. Confident
7. Visionary
8. Motivated
9.Energetic
Q2: Why is it important to act as a positive role model?
Ans.It is important to act in an ethical manner, with integrity
and respect for others. Employees look towards you for
guidance and will model their own behaviour and standards
on your own.
Q3: What are some of the behaviors a leader should role
model?
Ans.
1. A leader should work hard and achieve set targets and
deadlines.

LEAD AND MANAGE PEOPLE 4
Observable skills/tasks Answer the following questions. Your assessor may ask
you a selection of the following questions to support the
demonstration of a skill or task. (Questions may vary
according to the practical task being demonstrated).
Establishes clear standards of behavior
and positive group norms.
Q4: What are group norms?
Norms are the group-held beliefs about how members should
behave. They are informal rules or understandings about what
is acceptable and unacceptable. Humans are social beings and
want act in ways that are acceptable to the group. Norms can
vary greatly
Q5: What is the leader’s role in establishing group norms?
Ans.
A leader should apply all ethical considerations in a
workplace so as to promote acceptable codes of conducts by
all workers at any given time.
Q6: Provide two examples of healthy group norms.
Ans.
 What are the dress standards? Are they formal, e.g.,
suit and tie? Can jewelry be worn? Are visible tattoos
OK?
 How hard do people work? Do they take breaks, or eat
lunch at their desks? Do people start and finish on
time, or work unpaid overtime?

LEAD AND MANAGE PEOPLE 5
Observable skills/tasks Answer the following questions. Your assessor may ask
you a selection of the following questions to support the
demonstration of a skill or task. (Questions may vary
according to the practical task being demonstrated).
Treats people with integrity, respect,
and empathy, and interacts with them in
a positive and professional manner.
Q7: What does it mean to show empathy? Discuss.
Ans. This involves the ability to identify and understand
another person’s feelings and thoughts. Effective
communicators demonstrate empathy.
Q8: How does a leader earn the respect of his/her employees?

LEAD AND MANAGE PEOPLE 6
Observable skills/tasks Answer the following questions. Your assessor may ask
you a selection of the following questions to support the
demonstration of a skill or task. (Questions may vary
according to the practical task being demonstrated).
Involves team members in setting goals
or KPI targets which align with higher-
level Organisational goals and vision.
Q9: What is an Organisational vision and why is it important?
Ans.
The vision is an overall picture of where the organization
wants to be in the future. It is an ideal description, providing
inspiration and aligns with the organizational values.
Q10: Goals should be SMART. Explain what this means.
Ans.
Whether you are setting KPI targets or goals and objectives,
you are thinking about outcomes you want to achieve.
Exactly what do you want to achieve and by when? It is
important that what you set can be measured. It is useful to
remember the term SMART to help you write your outcomes.
Q11: Why is it important to involve team members in setting
team goals or targets?
Ans.
Team members should be involved so as to promote working
culture and to empower them in achieving goals and
objectives.
Q12: What are CSFs and KPIs?
CSFs refers to critical success factor that is necessary for
achieving the mission of a project. KPIs refers to key
performance indicators to determine the progress of a given
project.

LEAD AND MANAGE PEOPLE 7
Observable skills/tasks Answer the following questions. Your assessor may ask
you a selection of the following questions to support the
demonstration of a skill or task. (Questions may vary
according to the practical task being demonstrated).
Demonstrates planning skills in
everyday tasks and ensures activities
and initiatives important to team
development are integrated into own
work planning.
Q13: Why is planning important?
Firstly, it is important to understand what planning is and
why it is important.
Planning involves thinking about where you want to be in the
future. All managers undertake some type of planning. Some
of it might be informal, where the plans are not written down
or necessarily communicated to others. On the other hand,
formal planning involves setting goals (desired outcomes) for
a particular time period and communicating them clearly to
all concerned. Plans not only include goals but the overall
strategy for how those goals are achieve
Coordinates efforts
Different departments doing different things, and conflicting
with each other. Departments need to be coordinated in their
efforts.
While no one can accurately predict the future, having a plan
forces you to consider the future and to be prepared for a
range of different situations that might occur.
Reduces uncertainty
Careful planning can make the best use of resources and helps
discover inefficiencies. Without planning, the precious
resource of time can be wasted.
Minimizes waste
Planning helps you focus on what is important and directs
resources to complete tasks on priority basis.
Helps priorities

LEAD AND MANAGE PEOPLE 8
Observable skills/tasks Answer the following questions. Your assessor may ask
you a selection of the following questions to support the
demonstration of a skill or task. (Questions may vary
according to the practical task being demonstrated).
Plans help you organize your resources so you have enough
of all you need to get the job done.
Improves productivity
Q14: What different types of plans would an organization
have?
Ans. Value
 Vision
 Mission
 Strategic plans
 CSFs
 Operational plans
 Standing/ KPIs/ Single use plans
 Individuals plans
Q15: What activities important to team development would
you plan for?
1. Goals and objectives of a team.
2. Activities to how to motivate every member of a team.
3. Activity to assess individual performance.

LEAD AND MANAGE PEOPLE 9
Observable skills/tasks Answer the following questions. Your assessor may ask
you a selection of the following questions to support the
demonstration of a skill or task. (Questions may vary
according to the practical task being demonstrated).
Demonstrates literacy skills to write
clear and articulate plans.
Q16: Provide two examples of how plans can be
communicated effectively to employees.
1- Staff induction program
2- 2- Staff handbooks.
Displays knowledge of different types
of organizational plans and planning
processes.
Q17: What organizational plans do you use in your job role?
Communicating plans, coordinates efforts, help prioritize,
minimizes waste, and reduces uncertainty.
Demonstrates organizing skills and
ensures the team has adequate support
and resources to perform. Examples
include time, training, equipment and
products.
Q18: Is it more important to be efficient or effective as a
manager? Explain.
Ans.
It is more important to be effective and efficient as manager
so as to act as a role model to other workers.
Q19: What resources are you responsible for within your
organization?
Resources are what you use to get the job done. This can
include financial resources, human resources, information
technology, and equipment.
Demonstrates fairness and consistency
in dealing with team members.
Q20: What is organizational justice theory?
Organisational justice has its foundations in equity theory
(J.S. Adams, 1963). Equity theory proposes that employees

LEAD AND MANAGE PEOPLE 10
Observable skills/tasks Answer the following questions. Your assessor may ask
you a selection of the following questions to support the
demonstration of a skill or task. (Questions may vary
according to the practical task being demonstrated).
are likely to compare their inputs (work effort) and outputs
(rewards received) in relation to other employees. Perceived
inequities will lead employees to adjust their behaviour.
For example, an employee who believes they are under-
rewarded may reduce their efforts and feel hostile towards the
organization and co-workers.
Q21: Why are justice principles important for managers to
understand?
So as to treat all worker equally regardless of race, skin
colour, gender, religion or political affiliation.
Q22: How can we ensure we create a perception of fairness in
the workplace?
 Allow transparency. This means being open to your
decision-making process and criteria. Allow staff to
question your decisions and contribute to the decision-
making process. If things are not discussed, then it is
normal for people to assume the worst. Think about
your organization. Are decisions open?
Why are budgets different between departments?
Why did this team receive a bonus and the other
team didn’t?
Why was that employee chose to go interstate for a
conference and I wasn’t?
 Provide clear process and procedures about how
people can move up pay scales, receive bonuses,

LEAD AND MANAGE PEOPLE 11
Observable skills/tasks Answer the following questions. Your assessor may ask
you a selection of the following questions to support the
demonstration of a skill or task. (Questions may vary
according to the practical task being demonstrated).
rewards and other benefits.
 Ensure fair rostering practices. This is an area often
highlighted as a problem for the staff. Why was one
employee given the day off they asked for and you
weren’t?
 Provide clear and open communication.
 Recognise that each employee is different. Take care
to separate personal feelings about personality from
the skills and behaviors of staff. Treat everyone with
respect and courtesy.
 Deal generously with staff. Don’t dismiss people
because you are too busy to hear them out. If you
can’t see them immediately, then give them an
appointment time.
Can adjust his/her leadership style to
suit the needs of individuals, the task
and the team as a whole.
Q23: Define the three leadership styles.
The subordinate
What is their skill level? Do they lack training; for example,
are they new to the position and/or company. How confident
are they?
The task
What is the degree of difficulty and importance of the task?
When does it need to be completed by? Is it urgent?
Ultimately the leader is responsible for the actions of

LEAD AND MANAGE PEOPLE 12
Observable skills/tasks Answer the following questions. Your assessor may ask
you a selection of the following questions to support the
demonstration of a skill or task. (Questions may vary
according to the practical task being demonstrated).
others
The leader needs to assess how to approach each situation.
Q24: When is it suitable to use a directive leadership style?
This style is good to use when a high level of structure is
required, which is generally the case in stressful situations.
 Situations where employees are new or lack skill and
confidence in a task. Employees then need instruction
and close supervision and could feel insecure without
it.
 Situations where decisions need to be made quickly,
such as when there is a tight deadline. The leader
needs to clearly delegate tasks and allocate resources
while keeping people focused on the goal.
 When there are strict WH&S requirements that must
be adhered to, or in a crisis such as in an emergency
situation.
This style is great in stressful situations but is not the
preferred style of leadership for managing day-to-day
operations.
Q25: When is it suitable to use a participative leadership
style?
1. This style is good to use in day-to-day leadership
where you want to encourage staff to become
involved in the decision-making and planning process.

LEAD AND MANAGE PEOPLE 13
Observable skills/tasks Answer the following questions. Your assessor may ask
you a selection of the following questions to support the
demonstration of a skill or task. (Questions may vary
according to the practical task being demonstrated).
However, ultimately the manager retains final
decision-making power.
 Situations where you want to encourage
motivation and empowerment (glossary) in
your team. You will guide and support staff to
become more involved in decisions about how
they will complete their work.
 Situations where quality is more important
than quantity and you have the time to allow
for contributions from all employees.
 When a decision requires the support of all
staff. Here it is important to allow the
viewpoints of everyone to be heard.
Q26: When is it suitable to use a laissez-faire leadership
style?
This style works well when you have highly skilled
and highly motivated staff. The leader is there as a
support only.
Situations where staff are experienced, skilled and
motivated. These employees tend to appreciate being
left to decide their own goals and how they will
achieve them.

LEAD AND MANAGE PEOPLE 14
Observable skills/tasks Answer the following questions. Your assessor may ask
you a selection of the following questions to support the
demonstration of a skill or task. (Questions may vary
according to the practical task being demonstrated).
Deals confidently with people and
displays energy, enthusiasm and
commitment to his/her work.
Q27: Discuss how you can continue to build upon your
leadership skills.
Have excellent communication skills: Express yourself
positively and clearly. Ask questions and listen actively to
others. Pay attention to body language and voice tone.
Show empathy: This involves the ability to identify and
understand another person’s feelings and thoughts. Effective
communicators demonstrate empathy.
Know and utilize your strengths and gifts:
You have unique gifts and natural leadership skills that you
were born with and personal strengths you’ve developed over
your lifetime. Realizing and utilizing these gifts and strengths
will assist you in being a formidable leader.
Q28: What strategies could you put in place to maintain your
energy and commitment to work?
1. Goal performance strategy so as to work towards
achieving goals.
2. Time conscious strategy so as to achieve goals within
the appropriate time.
Demonstrates effective communication
skills.
Q29: Give five examples of effective communication skills.
 Share information. Make information easily accessible
by others, whether this means posting it on the
Intranet, releasing timely emails or holding regular

LEAD AND MANAGE PEOPLE 15
Observable skills/tasks Answer the following questions. Your assessor may ask
you a selection of the following questions to support the
demonstration of a skill or task. (Questions may vary
according to the practical task being demonstrated).
meetings.
 Ensure nonverbal signals match your words.
 Listen without interrupting.
 Paraphrase to clarify information.
 Speak calmly and clearly.
 Show respect for the opinions of others.
 Make appropriate eye contact.
 Use open body language gestures.
 Focus on the content of the message and try not to get
personal.
 Express feelings and needs clearly and honestly
appropriately.
Q30: What are some barriers to effective communication.
 Use of jargon. Overcomplicated, technical language
and use of abbreviations and acronyms (glossary) can
confuse and annoy people.
 Lack of attention or concentration. Many things can
interfere with someone’s ability to focus. These could
be distractions such as background noise, discomfort,
and thinking of other things, like ‘what’s for dinner’!
 Incorrect channel, for example, conveying lots of
detail in a meeting that could be better served by
email.
 Physical disability, for example, difficulty hearing.
 Language differences, for example, difficulty
understanding accents, or having

LEAD AND MANAGE PEOPLE 16
Observable skills/tasks Answer the following questions. Your assessor may ask
you a selection of the following questions to support the
demonstration of a skill or task. (Questions may vary
according to the practical task being demonstrated).
English as your second language.
 Cultural differences. Social norms and style of
communication are influenced by culture. For
example, Australians tend to use a direct style of
communication that can sometimes be viewed as
insensitive.
 Perception and attitude. Everyone has perceptual
biases that affect our attitude. These could be
stereotyped (glossary) views and prejudices.
 Assumptions. It is common for people to assume
communication is clear because no one has said
otherwise! It is important to seek feedback and ensure
the message has been received as communicated.
Q31: How can you overcome these communication barriers?
1. Use of proper communication language.
2. Top avoid prejudgment.
3. Enhance positive attitude and perception.
4. Assist individuals with disability.
Communicates performance
expectations, roles and responsibilities
and displays open and supportive
communication.
Q32: How can you encourage open and supportive
communication within the team?
Through the application of appropriate communication

LEAD AND MANAGE PEOPLE 17
Observable skills/tasks Answer the following questions. Your assessor may ask
you a selection of the following questions to support the
demonstration of a skill or task. (Questions may vary
according to the practical task being demonstrated).
channels and networks that will incorporate all employees in
a company.
Q33: What are group roles?
These are tasks that need to be executed by particular groups
through the division of labour and specialization.
Q34: Explain the difference between formal and informal
group roles.
Formal group roles have been created by the management
team to execute a particular task while informal group roles
have been created by members themselves to promote group
performance.
Q35: Why is it important for people to understand their role
or work-style preference?
So as to meet set targets and objectives. It is also important to
avoid conflicts of interests.
Q36: What strategies can you use to effectively convey
expectations and responsibilities to the team?
 Adherence to policies and procedures
 Commitment to individual, team and organizational
goals
 Meeting of reporting and other requirements
 Use of cooperative and open communication
techniques.

LEAD AND MANAGE PEOPLE 18
Observable skills/tasks Answer the following questions. Your assessor may ask
you a selection of the following questions to support the
demonstration of a skill or task. (Questions may vary
according to the practical task being demonstrated).
Empowers employees, encouraging
them to take responsibility for their
work.
Q37: What is meant by the term empowerment?
Empowerment refers to a management practice applied so as
to share information, power, and rewards with other workers
so as to make the initiative, make them participate in
decision-making process so as to solve problems as well as
improve on performance.
Q38: Why is empowerment important to effective customer
service?
So as to assist the clients in an equal capacity as management
team when needs arise.
Q39: How does empowerment encourage people to take
responsibility for their work?
This promotes working culture and recognition of individual
efforts.
Q40: Empowerment helps create autonomy, which is
important to motivation. What is autonomy?
Refers to freedom from influence or external control.

LEAD AND MANAGE PEOPLE 19
Observable skills/tasks Answer the following questions. Your assessor may ask
you a selection of the following questions to support the
demonstration of a skill or task. (Questions may vary
according to the practical task being demonstrated).
Monitors the performance of individuals
and the team as a whole, giving
feedback and support as required.
Q41: How do you complete the following tasks when
monitoring a team’s performance?
 Delegation of tasks
 Providing information
 Providing feedback
 Motivation through recognition and rewards

LEAD AND MANAGE PEOPLE 20
Observable skills/tasks Answer the following questions. Your assessor may ask
you a selection of the following questions to support the
demonstration of a skill or task. (Questions may vary
according to the practical task being demonstrated).
Uses strategies to avoid groupthink and
encourage innovative work practices
and decision-making.
Q42: Why is team member diversity important to innovation?
So as to offer the opportunity for innovation through
specialization of individuals.
Q43: What is groupthink?
This refers to a psychological situation which occurs within a
group of people. In this phenomena, a desire for
harmony brings out irrational decision-making
outcome.
Q44: Why is groupthink sometimes confused with
consensus?
This is because consensus applies concepts of common sense
just like groupthink.
Q45: What can the leader do to help prevent groupthink?
Groupthink can be avoided. A manager can apply six steps to
prevent groupthink.
1. Plan for it.
2. Encourage debate.
3. Look for different personalities.
4. Acknowledge data biases.
5. Get a good team together.
6. Allow time for making the decision for a team.

LEAD AND MANAGE PEOPLE 21
Observable skills/tasks Answer the following questions. Your assessor may ask
you a selection of the following questions to support the
demonstration of a skill or task. (Questions may vary
according to the practical task being demonstrated).
Seeks and shares information with other
departments, as required.
Q46: What sort of information would a team be likely to
require and/or share with another department?
1. Goals and objectives of each department.
2. How to share available resources.
Q47: What role can KPIs play in seeking and sharing
information with other departments?
KPIs will determine the progress of each department so as to
integrate with the overall objective of the company. Key
performance indicators can be applied to determine the level
of progress achieved by a particular team towards
performance. If the key performance indicators are positive,
then the team is moving in the right direction. The reverse is
also true.

LEAD AND MANAGE PEOPLE 22
Observable skills/tasks Answer the following questions. Your assessor may ask
you a selection of the following questions to support the
demonstration of a skill or task. (Questions may vary
according to the practical task being demonstrated).
Considers the needs of relevant
stakeholders and shares information
with them, as required.
Q48: What are stakeholders?
Refers to persons with common interests in company or
organization. For example, stakeholders in an
agricultural sector include the farmers, government,
factories and so on.
Q49: Define the terms ‘primary’ and ‘secondary’
stakeholders.
Primary stakeholder refers to customers, stockholder,
employees, and suppliers with a financial interest in the
product.
Secondary stakeholders are those possessing an indirect
interest in a product such as investors and employees.
Q50: Why is it important to consider the needs of
stakeholders?
The needs of stakeholders are important so as to ensure each
stakeholder contribute to the company as well as to
receive benefits when they fall due.

LEAD AND MANAGE PEOPLE 23
Observable skills/tasks Answer the following questions. Your assessor may ask
you a selection of the following questions to support the
demonstration of a skill or task. (Questions may vary
according to the practical task being demonstrated).
Works with teams to gather relevant
data and information required to assess
progress towards goal achievement.
Q51: What sort of data would a team require to assess KPI
target progress in your workplace? Explain.
Data on resources so as to determine whether the available
resources are sustaining.
Recognizes the stages of team
development and can guide a team from
the forming stage to the performing
stage.
Q52: What are the stages of team development?
1. Selecting the team.
2. Identifying the objectives to be accomplished.
3. Assessing skills of each team member.
Q53: How can the team leader help members move through
the storming stage?
Motivating other members on the importance of embracing
teamwork during storming stage.
Q54: What is the difference between a group and a team?
A group is a collection of individuals with unifying factors
while as a team refers to a group of people with a set of
collective skills to achieve a given task.
Q: Why do organizations value teamwork?
Teamwork comprises of different individuals with different
skills thus more effective than a single individual.

LEAD AND MANAGE PEOPLE 24
Observable skills/tasks Answer the following questions. Your assessor may ask
you a selection of the following questions to support the
demonstration of a skill or task. (Questions may vary
according to the practical task being demonstrated).
Can identify and meet the needs of
individuals and the team as a whole.
Q55: Use Maslow’s hierarchy of needs to explain needs an
individual may have.
The need addressed by Maslow’s hierarchy of need is
physiological in nature such as food, air, reproduction, and
water.
Q56: According to Herzberg’s two-factor theory, what needs
are critical to motivation?
Physiological needs.
Q57: What can the organization do to meet the needs of its
people? Explain in relation to Maslow’s hierarchy.
By ensuring that all aspects of needs have been met
collectively such as physiological, self-acquisition, love and
self-esteem.

LEAD AND MANAGE PEOPLE 25
Observable skills/tasks Answer the following questions. Your assessor may ask
you a selection of the following questions to support the
demonstration of a skill or task. (Questions may vary
according to the practical task being demonstrated).
Can identify skill deficiencies with
individuals and provide mentoring and
coaching to improve performance.
Q58: Explain the difference between mentoring and coaching.
Mentoring involving motivation of individuals towards
achieving certain goals while coaching involves training
individuals so as to acquire skills in a particular field.
Q59: What strategies can you use to identify skill gaps with
employees?
Observation and evaluation strategy.
Q60: Explain the demonstration method commonly used in
coaching others.
Use of previous case studies. The trainer use case scenario to
relate to current demonstration method.

LEAD AND MANAGE PEOPLE 26
Observable skills/tasks Answer the following questions. Your assessor may ask
you a selection of the following questions to support the
demonstration of a skill or task. (Questions may vary
according to the practical task being demonstrated).
Can make a delegation plan and identify
tasks suitable to delegate.
Q61: How can delegation benefit both the leader and
employees?
A leader will initiate the process of achieving the objectives
of the company while the employees will fell trusted with
responsibilities.
Q62: What can be included in a delegation plan?
The time to execute a given task.
Q63: What sort of tasks would be unsuitable to delegate?
Managerial roles would be inappropriate to delegate.
Also, sensitive matters of a company would be inappropriate
to delegate.

LEAD AND MANAGE PEOPLE 27
Observable skills/tasks Answer the following questions. Your assessor may ask
you a selection of the following questions to support the
demonstration of a skill or task. (Questions may vary
according to the practical task being demonstrated).
Can identify and manage barriers to
delegation.
Q64: Explain at least four common barriers to delegation.
1. I cannot do it myself.
2. Delegation reduces my own authority.
3. Team members want to avoid responsibilities.
4. Fear of accountability.
5. Time-consuming
Q65: How can you overcome these common barriers?
There is need to accept the need for delegation. It is also
important to embrace effective and efficient communication
network. It can also be overcome via motivation of
employees. Lastly, always ensure clarity of tasks.

LEAD AND MANAGE PEOPLE 28
Observable skills/tasks Answer the following questions. Your assessor may ask
you a selection of the following questions to support the
demonstration of a skill or task. (Questions may vary
according to the practical task being demonstrated).
Can delegate effectively and monitor
progress to ensure delegated tasks are
successfully completed.
Q66: What types of tasks are suitable to delegate?
Development programs tasks.
Tasks that involve external performance.
Tasks with short deadlines.
Q67: What strategies can you use to ensure that delegated
tasks are completed successfully, but without over-
monitoring?
Empowerment strategy.
Motivation strategy.
Can take responsibility for individual
and team performance.
Q68: What are your expectations of your team in their
everyday job roles? Include the following.
 Policies and procedures
 Cooperation
 Communication
 Scope of work
 Relationships with others in the workplace
 Handover and other reporting requirements

LEAD AND MANAGE PEOPLE 29
Observable skills/tasks Answer the following questions. Your assessor may ask
you a selection of the following questions to support the
demonstration of a skill or task. (Questions may vary
according to the practical task being demonstrated).
Demonstrates knowledge of
motivational theory as applied to the
management of individuals and teams.
Q69: How important is money to motivation?
Money is a form of motivating factor. The more you work,
the more you make in the financial docket.
Q70: What are intrinsic motivators?
Motivators from internal forces of an individual.
Q: What do you think motivates people?
Desires to achieve goals and visions.

LEAD AND MANAGE PEOPLE 30
Observable skills/tasks Answer the following questions. Your assessor may ask
you a selection of the following questions to support the
demonstration of a skill or task. (Questions may vary
according to the practical task being demonstrated).
Recognizes and praises both individual
and team performance.
Q71: Is praise important to motivation? Discuss.
Yes, this is a way of recognizing individual effort and in
return trigger intrinsic motivation.
Q72: What sort of employee recognition programs could an
organization have?
Promotion of performing employees.
Salary increment to performing employees.
Q73: What sort of rewards can you provide to your team?
Token of appreciations.
Rewarding team performance.
Facilitating team building activities.
Trips to members.

LEAD AND MANAGE PEOPLE 31
Observable skills/tasks Answer the following questions. Your assessor may ask
you a selection of the following questions to support the
demonstration of a skill or task. (Questions may vary
according to the practical task being demonstrated).
Identifies and fairly rewards individual
and team efforts.
Q74: How can a manager help create a perception of fairness
regarding how rewards are allocated?
Through the provision of equal chances to all employees of
the company regardless of race, skin colour, gender religion
and political affiliations.
Q75: Why is it important to recognize both individual and
team performance?
Individual performance culminates in team performance. The
individual will be able to work for personal benefits while
team performance is based on team benefits.
Represents team interests in the wider
environment.
Q76: How can you ensure that your team’s issues or concerns
are heard by others in your workplace?
Through open communication and open communication
across all departments in the workplace.

LEAD AND MANAGE PEOPLE 32
Observable skills/tasks Answer the following questions. Your assessor may ask
you a selection of the following questions to support the
demonstration of a skill or task. (Questions may vary
according to the practical task being demonstrated).
Shows knowledge of team members’
individual development.
Q77: How do you manage the following for individual team
members?
 External training and professional development-employing
a coach in a workplace setup.
 Formal job promotions- by assessing individual
performance and reward top performing individuals.
 Internal training and professional development by use of
workplace mentor.
 Opportunities for greater responsibilities-through
delegation to enhance responsibility of individuals.

LEAD AND MANAGE PEOPLE 33
Observable skills/tasks Answer the following questions. Your assessor may ask
you a selection of the following questions to support the
demonstration of a skill or task. (Questions may vary
according to the practical task being demonstrated).
Monitors individual/team performance
in at least four of the following
leadership and management roles.
 Decision-making
 Delegation of tasks
 Providing information
 Providing feedback
 Motivation – rewards/recognition
 Planning and organizing
Q78: What methods of monitoring do you use in your
workplace?
Task-oriented monitoring method.
Q79: What are your expectations for a team member who is
dealing with a customer complaint?
To solve the issues at hand with ultimate care so as to satisfy
the clients through fairness and justice.
Q80: What are your expectations of team members in the
following areas?
 Dealing with a service issue-to make sure that service
issue is addressed with fairness.
 Taking on tasks that you have delegated to them-
responsibility to the delegated team.
 Communicating during service periods- proper
communication without ambiguity.
 Taking on feedback- proper encoding and decoding of
feedbacks without ambiguity.
 Motivation- to have intrinsic motivators.
 Planning and organizing skills- to have proper skills in
order to offer quality results.

LEAD AND MANAGE PEOPLE 34
Observable skills/tasks Answer the following questions. Your assessor may ask
you a selection of the following questions to support the
demonstration of a skill or task. (Questions may vary
according to the practical task being demonstrated).
Seeks and responds to feedback from
team members when monitoring
individual/team performance in the
following situations.
 Allocation or performance of work
 Effectiveness of communication
within the team and with other
people in the workplace
 Efficiency or deficiency in
workplace practices
Q81: How do you know that your communication with others
is effective/ineffective?
If the results of feedback bring success in the goals and
objectives of the company.
Q82: What feedback have you received to confirm that your
effectiveness and efficiency in workplace practices are
effective?
Positive trend on individual and team performance consists of
feedback on key performance indicators.
ASSESSMENT B – SHORT ANSWER
SECTION 1: MODEL HIGH STANDARDS OF PERFORMANCE AND BEHAVIOUR
Q1: Give three examples of positive behavior a manager can role model to staff.
1. Arriving at the workplace at the most appropriate time.
2. Always consult other members in case of workplace phenomena.
3. Meet individual performance deadlines and targets.
Q2: Do you think leading and managing are the same things? Explain.
Leading refers to a process of influencing a team so as to achieve goals and objectives.
Managing refers to professional skills to assist a team in conducting activities in a
workplace through the use of management principles. Thus, leading and managing are not
the same.

LEAD AND MANAGE PEOPLE 35
Q3: Outline four qualities or traits of an effective leader.
1. Proper time management.
2. Team player.
3. Respect
4. Reliable.
Q4: What are ‘norms’?
Norms are the group-held beliefs about how members should behave. They are informal rules or
understandings about what is acceptable and unacceptable. Humans are social beings and want
act in ways that are acceptable to the group. Norms can vary greatly
Q5: Discuss the manager’s role in promoting healthy norms.
A manager should act as a role model to his employees so as to motivate and encourage them on
the importance of maintaining and observing healthy norms.
Q6: Success in management is often measured in terms of efficiency and effectiveness. Explain
the terms ‘efficiency’ and ‘effectiveness’.
 Efficiency
Efficiency is the ability to manage a team as per the set standards, policies and practices
without issues of mismanagement.
 Effectiveness
Effectiveness refers to a smooth management process that is associated with achieving
the overall goals and objectives.
Q7: Management functions can be categorized as planning, organizing, leading, staffing and
controlling (monitoring). Define the staffing function, giving some examples to explain
your answer.
Staffing function refers to a process of selecting a team that will represent all areas in a given
work scenario. For example, a manager executes a staffing function by recruiting other
workers in a company.

LEAD AND MANAGE PEOPLE 36
Q8: Define the function of controlling or monitoring and provide some examples to explain
your answer.
The monitoring process is a way of regulating the performance of an individual or a team so as to
facilitate achieving goals and objectives. For example: to monitor whether tasks have been
completed in appropriate time.
Q9: What advice would you offer to someone who wanted to improve their leadership ability?
To act as a role model and always consult other members when making decisions and judgments.
Q10: Define the ‘laissez-faire’ leadership style.
This is relative leadership where leaders are hands-off. This allows other members of a group to
make judgments and decisions.
Q11: Describe a situation where the laissez-faire style is effective to use.
This is applicable to non-profit making organization since it leads top lowest productivity among
group members.
Q12: What is participative leadership?
Refers to the managerial style which applies decisions of employees by inviting inputs from
these employees regarding all the decisions and judgments of a company.
Q13: Describe a situation where a directive style of leadership would be appropriate to use.
For profit-making organization so as to promote highest individual performance.
SECTION 2: DEVELOP TEAM COMMITMENT AND COOPERATION
Q14: Explain why the manager should involve team members in the goal-setting process.
Teams members will be able to contribute to the goals the company need to achieve. This will
motivate them as they work towards achieving the set goals and objectives.
Q15: Define the term ‘empowerment’.

LEAD AND MANAGE PEOPLE 37
Empowerment refers to a management practice applied so as to share information, power, and
rewards with other workers so as to make the initiative, make them participate in decision-
making process so as to solve problems as well as improve on performance.
Q16: Why is it important to make plans?
To avoid conflicts when executing agendas.
Q17: What is a mission statement?
Refers to a written declaration of a company or organizational core and fundamental purpose that
will remain in operation at a given period of time.
Q18: List four different types of plans.
Strategic plans
Tactical plans
Operational plans
Contingency plan
Q19: What are stakeholders? Give some examples to help explain your answer.
Refers to persons with common interests in company or organization. For example, stakeholders
in an agricultural sector include the farmers, government, factories and so on.
Q20: Why is it important for an organization to consider the needs of stakeholders and
communicate effectively with them?
The needs of stakeholders are important so as to ensure each stakeholder contribute to the
company as well as to receive benefits when they fall due.
Q21: To be effective, goals need to be SMART. What does this stand for?
S- Specific
M- Measurable
A-Achievable
R- Realistic

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T- Time-based
Q22: What are KPIs? Explain.
Refers to key performance indicators. Values that are measurable in nature that indicate the
effectiveness of a company so as to achieve key business objectives.
Q23: A team will need to access a wide range of operational workplace information to help meet
organizational goals. Give four examples of operational information your team requires.
1. The resources required so as to achieve the goals.
2. The time required to achieve goals and objective.
3. The workforce required to stimulate the process of achieving goals and objectives.
4. The requirement of all stakeholders towards achieving goals and objectives.
Q24: List five things you can do to model and encourage open and supportive communication.
1. Initiate effective communication network.
2. Select the best communication channel for open and supportive communication.
3. Involve all members in deciding the best communication channel.
4. Initiate the importance of appropriate communication platforms.
5. Offer resources to initiate the communication network.
Q25: Explain the difference between a group and a team?
A group is a collection of individuals with unifying factors while as a team refers to a group of
people with a set of collective skills to achieve a given task.
Q26: Discuss how you could encourage innovative work practices in your team.
This can be done by making team members realize that team performance is initiated via
individual performance. Again, the process of innovation will be motivated and encouraged via
promoting individual performance.
Q27: Why should a team have some diversity in team members?

LEAD AND MANAGE PEOPLE 39
So as to address different needs in a team. Each team member needs to have skills that will
promote individual performance. Through diversity, team members are able to achieve
team performance collectively.
Q28: What is groupthink?
This refers to a psychological situation which occurs within a group of people. In this
phenomena, a desire for harmony brings out irrational decision-making outcome.
Q29: How can a manager prevent groupthink?
Groupthink can be avoided. A manager can apply six steps to prevent groupthink.
7. Plan for it.
8. Encourage debate.
9. Look for different personalities.
10. Acknowledge data biases.
11. Get a good team together.
12. Allow time for making the decision for a team.
Q30: For feedback to be effective, it should be specific, timely and constructive. Explain each of
these concepts.
 Specific
This implies that the feedback is free from ambiguity.
 Timely
The feedback is encoded and decoded within the set timelines without delays.
 Constructive
The feedback will be applicable in solving a given phenomenon.
Q31: List five barriers to effective communication.
1. Language
2. Prejudgment.
3. The application of jargons.

LEAD AND MANAGE PEOPLE 40
4. Taboos and emotional barriers.
5. Hearing problems.
SECTION 3: MANAGE TEAM PERFORMANCE
Q32: Discuss how KPIs can be used to monitor and assess your team’s performance and
progress towards the achievement of goals.
Key performance indicators can be applied to determine the level of progress achieved by a
particular team towards performance. If the key performance indicators are positive, then the
team is moving in the right direction. The reverse is also true.
Q33: Explain the benefits that can be gained by delegating tasks to employees.
1. Proper timing of project completion.
2. Division of labor and specialization.
3. To assess individual performance.
Q34: Explain what should be included in a delegation plan.
Delegation plan must indicate the deadlines of completing the delegated task in accordance with
the overall objectives of the company. Delegation plan also needs to include the targets that
need to be achieved at the individual level as well as team performance.
Q35: List five common barriers to delegation.
6. I cannot do it myself.
7. Delegation reduces my own authority.
8. Team members want to avoid responsibilities.
9. Fear of accountability.
10. Time-consuming
Q36: Explain how you can overcome these barriers to delegation.
There is need to accept the need for delegation. It is also important to embrace effective and
efficient communication network. It can also be overcome via motivation of employees. Lastly,
always ensure clarity of tasks.

LEAD AND MANAGE PEOPLE 41
Q37: Explain the difference between a workplace mentor and coach.
A workplace mentor is a skilled professional who provides guidance to other employees who are
less experienced. On the other hand, a coach is a professional who trains individuals in a
particular field of specialization.
Q38: If motivation is an internal drive, can a manager really motivate an employee?
Yes, a manager can motivate an employee through recognition of employee’s individual efforts
towards achieving the goals of the company.
Q39: Apply Maslow’s hierarchy of needs to the work environment by providing two examples
of how the organization can meet needs at each level of the hierarchy.
 Physiological
1. The organization can promote survival needs such as food to the workers.
2. The organization can promote survival needs such as a reproduction to the workers.
 Safety
1. The organization needs to ensure employees are safe when performing duties.
2. The organization needs to ensure salaries and wages for workers are safe.
 Social
1. Workers need to be socially empowered through proper social welfare.
2. The organization needs to offer workers with holidays and off duties so as to cater
for their social welfares.
 Esteem
1. Workers should not be intimidated.
2. Workers need to be motivated.
 Self-actualisation
1. Equal chances to be offered to all workers.
2. Promote ideals that result in innovations.
Q40: The perception of fairness is important to job satisfaction, commitment and trust. How do
leaders develop a sense of fairness and equity?

LEAD AND MANAGE PEOPLE 42
Leaders develop fairness and equity by providing equal chances to all employees of a company
regardless of gender, race, skin colour, religion or political affiliations.
Q41: Do you think money is an effective motivator? Explain your answer.
Money is not an effective motivator since employees may work hard to achieve goals and
objectives without additional money as long as working culture is fully satisfying.
Q42: Explain one principle of job design that could be applied to make routine, practical work
more rewarding.
The principle of work design and task design is applied so as to satisfy organizational as well as
technological needs in personal and social level. In return, practical work becomes more
rewarding.
Q43: Rewards can be extrinsic and intrinsic. Explain these terms.
 Extrinsic rewards
Refers to rewards that arise from external sources.
 Intrinsic or internal rewards
This refers to in-build rewards generated by individuals from within themselves.
Q44: What are four examples of extrinsic rewards that an organization could provide
employees?
1. Salary increment to a worker.
2. Job promotion.
3. Individual recognition in the workplace.
4. Provision of allowances such as house allowance and transport allowances.
Q45: Explain how goals are important to motivation by using the goal-setting theory.
Goals are the main framework that defines performance of both individual and a team. Goal
setting theory indicates that subsequent performance is achieved through goal setting. This
is done via setting specific goals, measurable goals, achievable goals, realistic goals and
time conscious goals.

LEAD AND MANAGE PEOPLE 43
Q46: A common approach to coaching involves using the demonstration method. Explain the
steps involved in the demonstration method.
1. Prepare the learners by putting them at ease.
2. Teach the learners the job by stressing at key points.
3. Try them out and repeat until you know they know.
4. Follow them up.
ASSESSMENT D – COACHING SESSION PLAN
Defining the current state
 What questions will you ask the employee to help them understand the current state of their
performance?
1. What is their target in their performance?
2. Which resources do they need to facilitate their performance?
3. Which challenges do they face in workplace scenarios?
4. Do they need to work at individual level or team level performance?
 Can you please explain to me what you believe the company goals, vision and strategy
are?
Goals of a company are the objectives that a company aimed at achieving in a given time.
Vision is a future plan that a company uses to measure its progress. Strategy refers to
mechanism applied to execute tasks in a company.
 Do you understand your personal role in the company goals, vision, and strategy?
My personal role is to support programs of a company that needs to be initiated so as to
achieve individual and team performance.
 What are your personal, professional goals?
To achieve targets and objectives.
To provide quality work.
To be a reliable worker.
 What are your strongest motivators to come to work every day?

LEAD AND MANAGE PEOPLE 44
The community that relies on my services.
Goals that need to be achieved.
Working culture.
Teamwork.
 Name some things that de-motivate you about your position.
Tight schedule.
Lack of recognition at the workplace.
Over dependency by another team member that makes me work overtime.
Outline the benefit and impact of change
 What questions will you ask the employee to help them understand the benefit of changing
their approach?
1. Is the current approach beneficial to the company?
2. Is the current approach economical?
3. Is the current approach effective and efficient?
4. Have you achieved the goals by applying current approaches?
Coaching session steps
 What are the topics you will include in the coaching session?
1. Team building
2. Working culture.
3. Motivation.
 What are the steps for each one?
1. Team building: the importance of team building, the importance of team performance,
components of a good team.
2. Working culture: how to cultivate working culture and importance of embracing the
working culture.
3. Motivation. Motivating factors, demotivating factors and how to motivate core workers.
Additional coaching session

LEAD AND MANAGE PEOPLE 45
 Is there another coaching session required?
Goals and objectives.
 Set date and time.
To be studied from 8:00 am to noon.
 List which topics will need to be revisited.
Team performance.
Individual performance.
Revisit and reinforce
How will you monitor the employee’s progress?
By assessing whether their performance is in line with the overall objectives of the company.
Team member’s signature:
Manager’s signature
Date: 12/07/XX
ASSESSMENT D – SCENARIO
Task 1: Model appropriate behaviors
Question and answer
Q1: List three behaviors that you display as manager of Warblers Café and Convention Centre,
to be a role model for your team.

LEAD AND MANAGE PEOPLE 46
1. Arriving at the workplace within the appropriate time so as to ensure smoothing running
of events.
2. Ensure that the environment is attractive to all customers.
3. Always consult on adjustments to be made during various events.
Q2: As a manager, how can you show your support for the goals of Warblers Café and
Convention Centre?
I would offer resources need to execute various goals as well as to recruit experts in all areas of
specialization.
Q3: List three ways you can show your professionalism in your interactions with team
members.
1. Always ensure effective and efficient communication with team members.
2. Always consult on issues that need to be addressed so as to promote clarity of tasks.
3. Always ensure individual performance is high so as to culminate in high team
performance.
Task 2: Develop teams
Question and answer
Q1: What are the long-term goals for Warblers Café and Convention Centre?
1. To enhance customer services with top quality services.
2. To cater for customers from different levels and origins.
3. To be a center of quality hospitality provision.
4. To become benchmarking tools for other hospitality organizations.
Q2: What process would you follow to determine the team goals for the café?
1. Set the vision and mission that are in line with the goals and objective.
2. Collect a team of members to work towards those goals.
3. Offer resources to the team.
4. Monitor the progress through key performance indicators.

LEAD AND MANAGE PEOPLE 47
Q3: List three appropriate team goals?
1. To offer quality services.
2. To execute duties within the appropriate time and schedule.
3. Enhance team performance from the individual level of performance.
Q4: List three appropriate goals for Jemma, the café supervisor:
 Her long-term goals are to be a manager like you one day.
 She has been with Warblers Café for two years and has been a supervisor for one year.
 She has some conflicts with some team members.
 She can speak disrespectfully to some team members.
 Her customer service skills are very good.
 She needs to work on her ability to motivate her team and get the best out of them.
Task 3: Manage team performance
Question and answer
Q1: What responsibilities do you allocate to each team member? You can allocate more than
one team member for each task.
 Jemma – Cafe supervisor
 Lisa – Front counter server
 Travis – Front counter server
 Meg – Chef
 David – Sous chef
 Sasha – Sandwich hand
 Kat – Front counter server
 John – Sous chef
Q2: What methods of communication do you use to communicate the promotion and
allocation of job roles to your team members?
Open communication method so as to reach all team members.
Q3: What actions do you take to encourage your team to take responsibility for the role you
have allocated to them?

LEAD AND MANAGE PEOPLE 48
I would reward individual effort and performance so as to motivate my team members to take
their responsibilities seriously.
Q4: List three ways you can encourage innovation in your team.
1. Facilitating research of members.
2. Providing resources to initiate new innovations.
3. Rewarding the best innovations.
Q5: How do you encourage team innovation for the $9 lunch promotion task?
By extrinsic motivation to team members so as to promote the tasks delegated to them.
Q6: List three barriers to delegation.
11. Team members want to avoid responsibilities.
12. Fear of accountability.
13. Time-consuming
Q7: After you have delegated the tasks for the lunch promotion, Kat the front counter server
approaches you and says that she doesn’t feel comfortable doing the task you allocated as she
feels that it is your job as manager to complete the task.
She says, ‘I don’t get paid as much as you, so why should I do it?’ How do you respond to
this?
I would advise her the need for embracing team performance and intrinsic motivation. I
would also assist her in executing the task so as to indicate teamwork.
Q8: After you have delegated tasks, you are told by the team working on promoting the
campaign that they have not been allocated enough funds for the task they have been given.
They require more funding to print flyers and for a large sign, that will be placed on the
major road in front of the café.
You were only given a limited amount of money for promotion by head office. What is
your response to this? What action would you take?

LEAD AND MANAGE PEOPLE 49
I would make them understand that we are working with scarce resources. I that case, the
little money allocated to them should be used appropriately. I would promise them that I
am in a process of securing more money from the head office.
Q9: What do you say to the executive management team in order to highlight your team’s
concerns and offer suggestions to assist your team?
I would consult my team on all the requirements to execute the tasks. Thus, the management
should offer extrinsic motivation and resources to my team members.
Q10: After your meeting with the executive management team, you are given more funds for
your team’s promotional activities, but only enough for the street-facing signage – not for the
flyers.
Explain how you share this information with your team. Provide a script of what you say.
“The money allocated to the requirement of tasks is not satisfying. However, we will use
the money for street-facing signage as we wait for more money on flyers from head
office.”
Q11: What other free forms of advertising can you recommend your team use instead of flyers?
Billboards.
Media advertisement.
Q12: What will the café’s KPIs be for the $9 lunch promotion?
1. Increase in customer level.
2. Increase in revenue collected.
Q11: How do you monitor team performance for this task? I would check whether the goals have
been achieved as well as listen to what customers say about our performance.
Q12: How will you get feedback from team members about how the promotion is going?
Through reports and dairy performance return targets.
Task 4: Monitor team performance