BSB51415 - Diploma of Project Management
Added on 2021-04-24
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T-1.8.1Details of AssessmentTerm and YearTime allowedAssessment No1AssessmentWeighting100%Assessment TypePractical and Simulation Exercises (Individual In-Class Assessment)Due DateRole Play Task 3 Session 1 - 22/02/18 , Role PlayTask 3 Session 2 - 23/02/18 and FinalSubmission- 23/02/18 , Week 6RoomTBADetails of SubjectQualificationBSB51415 Diploma of Project ManagementSubject NameTeam EffectivenessDetails of Unit(s) of competencyUnit Code (s) andNamesBSBWOR502 Lead and manage team effectivenessDetails of StudentStudent NameCollegeStudent IDStudent Declaration: I declare that the worksubmitted is my own, and has not beencopied or plagiarised from any person orsource.Signature: ___________________________Date: _______/________/_______________Details of AssessorAssessor’s NameAssessment OutcomeResultsCompetentNot Yet CompetentMarks / 100FEEDBACK TO STUDENTProgressive feedback to students, identifying gaps in competency and comments on positive improvements:________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________Student Declaration: I declare that I have beenassessed in this unit, and I have been advised of myresult. I am also aware of my right to appeal and thereassessment procedure.Signature: ____________________________Date: ____/_____/_____Assessor Declaration: I declare that I haveconducted a fair, valid, reliable and flexibleassessment with this student, and I have providedappropriate feedback Student did not attend the feedback session. Feedback provided on assessment.Signature: ____________________________Date: ____/_____/_____Team Effectiveness, Assessment No.1Page 1v1.1, Last updated on 24/04/2021 by MM
T-1.8.1Purpose of the AssessmentThe purpose of this assessment is to assess the student in the followinglearning outcomes:Competent(C)Not YetCompetent(NYC)1.1 Consult team members to establish a common understanding of teampurpose, roles, responsibilities and accountabilities in accordance withorganisational goals, plans and objectives 1.2 Develop performance plans to establish expected outcomes, outputs, keyperformance indicators (KPIs) and goals for work team 1.3 Support team members in meeting expected performance outcomes2.1 Develop strategies to ensure team members have input into planning,decision making and operational aspects of work team 2.2 Develop policies and procedures to ensure team members takeresponsibility for own work and assist others to undertake required roles andresponsibilities 2.3 Provide feedback to team members to encourage, value and rewardindividual and team efforts and contributions 2.4 Develop processes to ensure that issues, concerns and problems identifiedby team members are recognised and addressed 3.1 Encourage team members and individuals to participate in and to takeresponsibility for team activities, including communication processes 3.2 Support the team in identifying and resolving work performance problems 3.3 Ensure own contribution to work team serves as a role model for othersand enhances the organisation’s image for all stakeholders4.1 Establish and maintain open communication processes with allstakeholders 4.2 Communicate information from line manager/management to the team 4.3 Communicate unresolved issues, concerns and problems raised by teammembers and follow up with line manager/management and other relevantstakeholders 4.4 Evaluate and take necessary corrective action regarding unresolvedissues, concerns and problems raised by internal or external stakeholdersAssessment/evidence gathering conditionsEach assessment component is recorded as either Competent (C) or Not Yet Competent (NYC). A studentcan 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 eachassessment. A student who is assessed as NYC (Not Yet Competent) is eligible for re-assessment.Resources required for this AssessmentComputer with relevant software applications and access to internetWeekly eLearning notes relevant to the tasks/questionsInstructions for StudentsPlease read the following instructions carefullyThis assessment has to be completed In class At homeThe 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 otherfeedback 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 gapsin knowledge. You will be given another opportunity to demonstrate your knowledge and skills to bedeemed competent for this unit of competency. If you are not sure about any aspects of this assessment, please ask for clarification from assessor.Team Effectiveness, Assessment No.1Page 2v1.1, Last updated on 24/04/2021 by MM
T-1.8.1Please refer to the College re-assessment for more information (Student Handbook).Team Effectiveness, Assessment No.1Page 3v1.1, Last updated on 24/04/2021 by MM
T-1.8.1Note: The organisational details used in this assessment have been sourced (and to some extentparaphrased) from the organisation’s website and other relevant external sources. The informationused here is solely for educational purpose.CASE STORY: BING LEE Bing Lee is an Australian retailing company, a chain of superstores specialising in consumerelectronics, computer and telecommunication goods. Bing Lee is the largest privately held electricalretail business in New South Wales with 41 stores (13 franchised) and a turnover of about $490million. The organisation has future plans to have stores in every Australian state.The Lee family, from Grandfather Bing through to father Ken and son Lionel, comprises classicoutside-the-square thinkers, and that's one part of the story of how it has created an enduring retailbrand. It all started when Lionel's grandfather Bing Lee and dad Ken purchased an electrical repairbusiness in Fairfield, in Sydney's southwest, in1957."Bing and Ken saw a future in the electrical business, particularly with the release of television in1956," Lionel Lee says. "That, plus they saw the ambitions of the waves of migrants, and thatsuggested to them that the demand for electrical appliances would be strong for many years tocome." The location for the first business showed that the Lee family understood market demand."Fairfield was right in the middle of the hostels housing many of the migrants when they first arrived inAustralia," Lionel Lee says. "As migrants themselves, both Bing and Ken understood how migrantswould want to improve their lifestyles and along the way take advantage of the many benefits ofhousehold electrical appliances." The early phase of growth was conservative, with Bing keen to stay close to the migrant community.As those communities moved beyond Fairfield to places such as Merrylands, Villawood, south toWollongong and west to Blacktown, Bing Lee moved with them. When Bing died in 1987, Ken Leebecame more expansionary."We began to open stores in places that were not necessarily migrant strongholds but moremainstream," Lionel Lee says. "Between 1987 and 2007 we've opened more than 20 stores betweenCanberra in the south and Port Macquarie in the north. With that expansion came a branddevelopment program taking us from our Chinese-Hong Kong roots to a mainstream brand with adistinct Chinese flavour."Start-up businesses that quickly achieve an impressive growth story have to have a competitiveadvantage. So, what was Bing Lee's? "Its original competitive advantage was providing credit tomigrants who couldn't get finance through regular sources," Lionel Lee says. "Team Effectiveness, Assessment No.1Page 4v1.1, Last updated on 24/04/2021 by MM
T-1.8.1Bing and Ken trusted the migrants. The migrants trusted them and that mutual trust was the core ofthe business in the early days." While Bing Lee has reached the heights that a publicly listed vehiclewould be proud of, it remains a family business.This could explain its success. "Essentially, the business has grown of itself over the years," LionelLee says. "It's still a family business. We treat the business as a family. Our staffs are family. Ourcustomers are family. If you're not a part of the family, you're not really Bing Lee."Lionel's youngerbrother Greg Lee runs the Carlingford store and their cousin Gary is the company's whitegoods buyer.Lionel was destined to be part of a family business from a young age. "I attended my first boardmeeting with my father when I was 10 years old," he says. "It was during the school holidays. Mumput me in a suit and tie, and when dad and I arrived, I was put under the board table and told to bequiet, sit still and listen. I finished my HSC in 1983 on a Thursday, started with the business on Fridayand I became CEO on the death of my father in December 2007." Typical of businesses built to last,Bing Lee has had the security of a leadership team of six, who have run the business with Ken Lee formany years. This means the operation sits on solid foundations, despite the death of its inspirationalco-founder.While the retailer has carried the brands that sell themselves, a big part of this success story hasbeen the marketing of Bing Lee with only two advertising consultants in the business's history. "Thefirst was Wayne Bell, who took us into the 'Kung Fu man' territory with 'the best prices this side ofHong Kong' punch line," Lionel Lee says. "In those days it was right for Bing Lee, using our Chineseheritage and focusing almost entirely on price. It positioned us correctly within our then limitedgeography, mainly migrant suburbs, and stockholding."After Bing's death, as Ken Lee began to expand the business rapidly, the marketing as well asadvertising changed to reflect this. "First, we began to stock a lot more brand-leading products; and,second, we started working with big-brand suppliers to enhance our mutual interests," Lionel Leesays. "Third, we had to move away from straight price advertising and competition because pricealone could send you broke. And, fourth, we had to become more mainstream so that we can appealto all Australians." To do this they engaged Barry Anderson, head of Grey Advertising. "He's taken usdown the "best advice, best price' and 'everything's negotiable' routes," Lionel Lee says.”He's alsoinstilled family into the advertising, first with Ken and now with Yenda in Sydney and me rurally. "Weuse the electronic medium to position and get us on shopping lists.”Press and catalogues are aboutselling."Bing Lee started advertising on radio but really didn't take long to dive into television commercials,with its first ads broadcast in the late 1970s. Both media have been and still are important to thebrand's development. And while the retailer has all the apparent professionalism of the big retailTeam Effectiveness, Assessment No.1Page 5v1.1, Last updated on 24/04/2021 by MM
T-1.8.1names, the management team has always preferred a family approach,even when it comes to its externally sourced marketing. It is worthwhile to mention that this has been created inside a hotly competitive market with big namessuch as Harvey Norman, JB HiFi, the Good Guys and Clive Peeters, to name but a few. However, inbusiness, as in sport, you don't become a champion playing in B-grade. Around the turn of the century, the franchisee concept was introduced to the business especially inAustralia. Today 16 of the 40 Bing Lee retail outlets are run by franchisees. Bing Lee also has themanagement rights to the "Sony Centre" concept in NSW and the ACT and currently has storeslocated in Chatswood, Drummoyne and World Square in Sydney’s' CBD.To know more about the organisation, please visit their website at https://www.binglee.com.au/Bing Lee also has a dedicated YouTube channel at https://www.youtube.com/user/BingLeeElectricsSponsorshipsBing Lee sponsored the Bulldogs Rugby League Football Club until allegations that players wereallegedly involved in a gang rape in Coffs Harbour. Bing Lee signed a 2-year sponsorship deal withA-League club Sydney FC in February 2007. On Sydney's Home strip the front is taken up with BingLee, and on the away jersey it is on the front and back of the right leg of the shorts. In July 2009 BingLee re-signed for another year along with Japanese electrical company Sony as Sydney FC's majorsponsors. The firm is also one of the major sponsors of the Sydney Swans AFL team and sponsoredchannel 7's The Amazing Race Australia. Currently Bing Lee is proud to be partnering with New South Wales Netball and their two teams theNew South Wales Swifts and Giants Netball in the 2017 Suncorp Super Netball competition.Products and ServicesBing Lee Electrics divides its products into the following categories:Computer includes ipads, tablets, laptops and desktopsTV/ Video includes home theatre systems, apple TV and home media playersAudio includes speakers, headphones and audio cablesCameras includes drones and digital camerasPhones includes smarts watches and smart phonesHome Appliances includes dryers, washing machines and freezersSmall Appliancesincludes blenders, juicers, ironing and cooking appliancesFloorcare includes vacuum cleaners and vacuum accessoriesHeating & Cooling includes heaters, electric blankets and fansFitness & Health includes scales, fitness equipment and wearable technologySmart Home & Lighting includes lighting, security and wireless networkingTeam Effectiveness, Assessment No.1Page 6v1.1, Last updated on 24/04/2021 by MM
T-1.8.1Organisational VisionBing Lee’s vision statement focuses towards a different customer service goal that everyone in thefirm share, where everyone is treated as a family. The company’s vision for the future is to be the “topelectronics retailer in Australia that not only provides bricks and mortar stores but also specialised inonline shopping”.Organisational ValuesTo treat customers and employees as family membersTo work as one team that provides services in a traditional Chinese conceptTo provide the best possible before and after sales service to the customersTo grow as a family but also to be a mainstream organisation in AustraliaBing Lee’svalues reflect who they are as individuals and as an organisation. They serve as acompass for the actions and are the guiding principles with which all the staff members carry out theirduties and responsibilities.Team Effectiveness, Assessment No.1Page 7v1.1, Last updated on 24/04/2021 by MM
T-1.8.1SCENARIO AND CONTEXTYou were appointed last year as the sales team manager for the division that includes TV andwhitegoods in one of their stores. You have a team of 4 full-time and 4 casual sales people in yourdivision. Your full-time team members are John Citizen, Jerry Citizen, James Citizen, Jane Citizen.Your casual team members are Mary Citizen, Ali Citizen, Susan Citizen, and Singh Citizen. Your store opening hours are: Mon - Fri: 9 am to 9 pm Sat: 9 am to 7 pm Sun: 9 am to 7pmThe wage rate of your organisation is as follows:Permanent full-time staff - $20/hour and penalty rates of $25/hour on Saturdays and $35/houron Sundays.Casual staff - $25/hour and penalty rates of $30/hour on Saturdays and $40/hour onSundays.The organisation also gives commissions of 1% of sales to any staff after they have reachedtheir personal and team targets.TV and Whitegoods Sales Division KPI/Target: $50,000 sales per week. TASK INSTRUCTIONS, REQUIREMENTS AND MARKING CRITERIATASK 1. Team Performance Plan. This includes TASK 1A. Roster for the TV sales division;TASK 1B. Develop Key Performance Indicators (KPIs) for team members; TASK 1C. Preparea performance agreement letter; and TASK 1D. Prepare a planning meeting agenda (Eachcarries 5 marks, Total 20 marks)TASK 2: Develop and facilitate team cohesion. The second section includes TASK 2A.Develop a policy statement for performance management and a policy statement for teamresponsibility; TASK 2B. Develop a procedure for team performance management; and TASK2C. Prepare feedback letters to team members(Each carries 10 marks. Total 30 marks)TASK 3: Facilitate teamwork using role-play sessions. This section includes TASK 3A.First role-play session; TASK 3B. Second role-play session; and TASK 3C. Fill out theperformance recordkeeping form (Each role-plays carry 15 marks and Recordkeeping taskcarries 10 marks. Total 40 marks)TASK 4: Liaising with various stakeholders of the organisation. The last section includesTASK 4A. Prepare a formal communication and liaison with stakeholders; and TASK 4B.Evaluate and take corrective action on unresolved issues and problems using an actionplan(Each carries 5 marks, 10 marks)Team Effectiveness, Assessment No.1Page 8v1.1, Last updated on 24/04/2021 by MM
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