Partnership Development and Collaboration

The assignment delves into the process of developing and cultivating collaborative partnerships. It outlines recommended procedures for decision-making, performance monitoring, and funding mechanisms. The document emphasizes establishing clear communication strategies and defining ground rules between partnering organizations. A comprehensive administration plan is proposed to ensure effective partnership execution, involving regular communication, issue identification, and resolution.

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ASSESSMENT COVER SHEET
QUALIFICATION: BSB80615 Graduate Diploma of Management (Learning)
Unit: BSBLDR803 - Develop and cultivate collaborative partnerships and relationships
Candidates: Submit this entire document
CANDIDATE to complete this section
Name:
Student ID:
Email address:
Trainer name: CATHERINE GAVIGAN
Date submitted:
Date
resubmitted
(1)
Date
resubmitted (2)
IF ASSESSMENT TAKEN HOME BY STUDENT FOR CORRECTIONS:
I confirm that I am taking the marked assessment home to make corrections. In case the assessment
is misplaced or lost, I understand that it is my responsibility to resubmit the assessment again.
Signature:
Date:
Candidate declaration—By signing below, I declare that no part of this assessment has been copied from another person’s work with the
exception of where I have listed or referenced documents or work and that no part of this assessment has been written for me by another person.
I understand and accept the assessment.
Signed: ___________________________ Date: __________________________
ASSESSOR to complete this section
RESULT IN EACH ASSESSMENT ITEM Comments
Satisfactory Unsatisfactory Did not submit
Assessment 1
Assessment 2
Assessment 3- Part A
Assessment 3- Part B
(Role-play)
Assessment 4
ASSESSOR to complete this section
Name of assessor: Date portfolio review completed:
Overall Results Competent Not Yet Competent
Assessor signature
Oral testing (if applicable)
Assessors may ask the candidate oral questions to gather further supporting
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STUDENT NAME: ___________________________________________________________ STUDENT ID: ________________
ASSESSMENT RECEIPT DATE: ________________________ RECEIVED BY: ________________________ (ACTB staff to sign)

evidence, where written evidence is deemed to be incomplete or insufficient.
Comments:
ASSESSMENT GUIDELINES FOR STUDENTS
 You need to achieve a ‘Satisfactory’ grade in ALL the assessments items to be granted a ‘Competent’
grade in the unit.
 In case you are not able to achieve a ‘Satisfactory’ grade in any assessment task, you will be given three
(3) attempts to resubmit your assessment. Your trainer will be available to assist you in any areas of
difficulty. Please discuss the assessment with your trainer to seek advice on how you can achieve
competency in the unit.
 Where relevant, oral questions may be asked to gather more information on your knowledge, skills and
competence in the unit.
 A holistic approach is used to assess your skills relevant to this qualification. The skills are assessed across
the different units offered within this qualification. Where a skill relevant to this unit is not assessed
within this assessment pack, please note that the skill will be assessed in another unit.
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ASSESSMENT 1- Networking
To complete this assessment you need to review:
 Reading 1
This assessment has TWO parts
Answer the following questions.
Part A: Theory Questions related to Reading 1
1. Describe the differences between the three forms of networking
There are three different kinds of networking- operational networking, personal networking and strategic
networking. While operational networking is done with people employed within the organization who will
help the company accomplish its organizational objectives efficiently, personal networking is done usually
with people outside the organization, who can help the company in its growth with proper referral and
recommendation, regrading coaching or mentoring support. On the other hand, strategic networking
helps an organization identify and form lateral as well as vertical relationship with other functional and
different business unit managers who can help the company identify and solve future priorities and
challenges.
2. What are the benefits of networking?
Networking is highly beneficial and facilitates business growth in more than one way. First of all,
networking helps in referrals which can be later converted into potential clients by the organization. Next,
it also helps in sharing knowledge and opinions, that offers a chance to avoid pitfalls in future, and
develop opportunities for future business growth (Ahsbahs and Prediger 2014). Networking also helps in
increasing business exposure, contributing to the brand value of a company.
3. What are ‘clusters’ and ‘’brokers’ within a network in any organisation?
The clusters are defined as the network of brokers, who help in offering direct assistance to the
organizations seeking networking opportunities, and act as agents helping to generate networks. While
they promote and design the networking strategy on the one hand, they also manage the organization’s
funds for networks, providing regular feedback to each of the networking actors involved. In case, a
broker or a particular networking connection fails, another networking broker in the cluster is connected
to the client.
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4. Why is it important to network outside your organisation?
It is highly recommended to form external networks, as networking outside the organization helps in
developing the brand reputation of the company, making people aware of the company, and increasing
client base. External networking is also important as it can help in forming relations, which can later be
transformed into creative collaborations for future ventures. Advices from external business persons can
be invaluable resources for chalking out relevant business strategies for future organizational growth.
5. What is an ‘elevator pitch’?
An elevator pitch is defined as a short and crisp summary of the job role, skills and expertise of a person,
briefly communicating the personal brand of the employee, on meeting a potential employer, client or
customer. The word ‘elevator’ is used in the phrase to suggest that the personal brand endorsing
summary should be explained within the short time taken to complete an elevator ride.
6. Give examples networking events in any industry?
There can be various kinds of networking in any industry, and a few examples of networking found in the
Hospitality industry may include conferences, workshops and seminars, food events, and blogging.
Part B: Practical Activity related to networking
7. STRUCTURE YOUR NETWORK: Write a list of people/ positions you network with (or should network with
in the given timeframes:
a. Daily:
Faculty at my college, University staffs and friends and create a profile on LinkedIn, to get the
contacts and build rapport with the prospective employers of the job market.
b. Weekly:
I communicate with recent graduates, building connection with the staffs working at my college’s
career services office.
c. Monthly
Attend the alumni networking events arranged by my college.
d. Bi-monthly
I will need to apply for unpaid or paid internships offered by recognized employees.
e. Quarterly
Connect with the recognized companies over social networking sites, including Instagram,
Pinterest, and Facebook.
f. Half-yearly
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Attend professional seminars and training programs, as well as apply for informational interview.
8. Internet Activity: Complete the steps below
a. Go to www.linkedin.com
b. If you are not a member, then join LinkedIn. If you are already a member, login to your account
c. Go to ‘Interests’. then ‘Groups’
d. Go to ‘Find a Group’ and type in any topic/industry that is of interest to you (for example:
‘hospitality’ or ‘engineering’ or ‘golf’
e. Join any group
f. Write the name of the group you joined here: ________________________________
g. Seek a connection with your trainer through your ‘LinkedIn’ account
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ASSESSMENT 2- Networking and partnerships
To complete this assessment you need to review:
 Reading 2
Answer the following questions
1. Explain the five types of relationship typologies defined by Alan Fowler in your own words
Alan Fowler has formulated five distinct forms of relationship typologies, out of which the first one is Ally,
where the two organizations agreeing upon to form alliance have mutual benefits, and may agree to
share expertise, skill and knowledge in lieu of little or no money. The next form of relational typology is
the project funder where the engagement revolves around any form of negotiation on discrete projects.
that can include any form of assistance in the project, ranging from fine detail of design, implementation,
monitoring, to evaluation. The programme supporter is the next relational typology used by Fowler that
can be used to demonstrate relationships between entities where the concern in mutual and the
programme organized may be used to accomplish organizational goals and themes such as environment
and gender equality (Fowler 2017). The institutional supporter is the fourth kind of relational typology
that help in facilitating overall development and organizational viability of both the companies, right from
the formulation of policies to managing employees and enhancing organizational sustainability. Lastly, in
case of partnership, both the organizations offer mutual support for the overall well-being of the
companies involved, while also sharing the risks and benefits involved in the process.
2. What is a partnership?
Partnership is defined as the relation of collaboration existing between two firms, that is based on
common or at least complementary goals, and where the involved organizations are committed for a
prolonged period of time, sharing risks and benefits.
3. What are the three partnership principles? Explain why each of the three are important?
The three common partnership principles are equity, transparency and mutual benefit. First of all, equity
is an important principle in partnership, as the term ‘equity’ is used to denote the ownership right of the
business partners. All the partners involved in the business must enjoy an equitable access to the basic
rights, such as the right of ownership or right to annual profit, and it helps in creating a relation of mutual
trust required for collaboration in business (Pillay et al. 2017). Transparency, the second principle is
equally important as it builds trust and clearly communicated expectations of the business partners are
rooted in the foundation of business integrity and trustworthiness amongst the partners. Mutual benefit
is the third pillar of effective partnership relation, as it helps in ensuring that each business partner
involved is able to extract some sort of return through investment in business. If all the partners are not
receiving benefits, their engagement in the organization will decrease, which will threaten the future
sustainability of the organization.
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4. Describe any THREE key characteristics of effective relationships in networking and partnerships
The three most important characteristics of effective relationship are as follows:
 Good interpersonal relationship amongst the members
 Voluntary engagement
 Long-term commitment based on mutual trust and dependence .
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5. What are some of the barriers that can come in the way of a successful partnership?
There can be some potential barriers impeding effective partnership relation among organizations, and
these may include poor staff morale of the employees of the organizations involved, lack of possibility of
aligning managerial or financial perspectives of the organizations involved, sudden change in
organizational structure and culture.
6. Explain emotional intelligence and its relationship to individual and team effectiveness within an
organisation
Emotional intelligence is defined as the capability of an individual to recognize his own emotion as well of
others, control them with self-restraint and employ the use of the emotional information to guide the
thought process and behavioural pattern and to adapt to the professional environment. Emotional
intelligence is highly an important issue that deserves much attention in managing individual and team
performance. For example, self-regulation is an important skill and in case an employee does not possess,
he may end up venting out his frustration with his boss on a subordinate employee, and end up
destroying his morale (Goleman et al. 2013). Again, in absence of social skills, a team member may pass
an undesirable comment on a co-worker who might be coming from a different ethnic group, and hence
staying empathetic to the emotional needs of the co-workers is important.
7. Explain organisational transformation and the management of the stages of change during a partnership
formation
Organizational transformation can be defined as a form of drastic change being introduced in an
organization in order to alter the way a business is done and to re-structure or re-engineer the
organizational activity followed in a company. Since organizational transformation is an important feature
of any organization setting up to enter partnership, it is important to manage it effectively. First of all, the
changes should be identified and need to be communicated to the stakeholders, especially the employees
and the shareholders. Each stakeholder must have a clear understanding of the reasons, scope and
benefits involved behind the introduction of the organizational change. Next, the benefits of the
company, in the form of better profitability and returns, must be communicated to the stakeholders and
shared with them. If necessary, the employees can be trained via professional seminars and workshops, t
eliminate the problem of resistance.
8. What are some of the steps you would take if there were a conflict with a network partner?
If I would have conflict with my partner, I would primarily try to resolve the conflict internally as much as
possible, and if mutual discussion fails to mediate, I will go for an ‘Active Listening’ interactive session
with him, to comprehend his perspective, and explain mine. If still the problem remains unresolved, it
would be better to seek help of a trained, professional mediator.
9. Explain the five types of conflict management strategies in your own words
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Accommodating strategy allows the other side the consent to do whatever it wants, while avoidance
strategy implies to putting off the conflict for as long as possible. Again, collaborating strategy is a conflict
management strategy where multiple perspectives are integrated to discover a solution, while
compromising strategy requires both the sides give up elements of their own position. Lastly, in case of
competition strategy, action is taken whereby one side clearly wins and the other side loses.
10. What steps can you take to end a partnership that is not working well?
If I wish to peacefully finish the ties with my business partner, I will try to legally dissolve the partnership,
taking help from a legal expert. Next, I will either buy out my business partner, or I will sell my business
share. I will inform the state revenue office, as well as my prospective stakeholders about the dissolution
of my partnership agreement with my previous business partner.
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ASSESSMENT 3- Practical Application
Background:
 For this assessment you can use your own workplace as the case study. Alternatively, if you
are not working you can use ACTB as your workplace.
 Imagine that you have been appointed as a senior manager in your workplace. It is your
responsibility to grow the networks for the business in order to:
1. Promote the business in the local community
2. Enhance the reputation of the business
3. Get acquainted with the local council and members of parliament
4. Represent your business at community business forums and other local industry
events
This assessment has TWO parts
Part A: Prepare for networking
Complete the following activities:
1. Describe your organization briefly? (Name of the organisation, when was it established, location, what does it do, what are its
key products and services, who are its main customers, number of employees etc)
The name of my organization is Sydney Plaza, a restaurant operating in the fast food industry of Australia, since the last two years. Established in
the year of 2015 in Sydney, Sydney Plaza has been able to establish itself as one of the most recognized restaurants offering hamburgers, French
fries, desserts and hot dogs to the native Australians as well as the international tourists. The restaurant chain has a total of 50 staffs, comprising
mostly of chefs and delivery boys.
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2. Complete the following quiz about your own networking skills and identify your strengths and
weaknesses
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Networking Weaving Strengths: After having completed the test, I have realized that my major
strengths in networking include my opportunity-exploring nature and my ability to form my own
vision and work accordingly and my habit of not letting my ego interfere while I go on to discuss
professional opportunities and form networks with people.
Areas for Strengthening Skills: After completing the test, I discovered that I am not strategic at
all, and this can be a hurdle in the way of networking with people, as I might not be able to crack
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conversation with the right audience, who might be interested in my skills and competencies.
The next area of identified weakness is my inability to identify patterns in networks, as I am often
unable to understand who might be interested in buying my skills, or which workshop can be
relevant and useful for my career.
3. Prepare an ‘elevator pitch’ about yourself and your organization that you can use at professional
networking events. (You can look at examples here: http://yourpersonalbrandname.com/elevator-pitch-examples/)
Write your own ‘elevator pitch’ below.
I am currently studying in college, while also working as a part-time Sales Head at Sydney Plaza. I am studying
graduation in <insert the name of your academic course>, and pursuing the course from <insert the name of your
college > . At present, our restaurant is doing extremely well, and the sales record speaks for my ability to boost
company sales. In the last two years, since my appointment as a Sales Head we have not lost a single client, nor
have we lost our brand value to more recognized restaurant chains of Sydney. If you would allow me a few
minutes, I could let you have a glimpse into my portfolio, or if you urge, I can mail it as well. In either case, I
assure, it will not take much of your valuable time.
Part B: Participate in a professional networking meeting (Role-play)
Your trainer will set up a business-networking event during class time. It is COMPULSORY to attend the
scheduled networking event in class.
ROLE-PLAY
1. You will be representing your selected organization at the network meeting
2. You will meet and greet other invited members
3. During the formal part of the networking meeting, you will be required to introduce yourself and
your organization to the whole group.
4. After the formal introductions, you will be required to identify any ONE organization with which
you can form a partnership in the future to grow your business further.
Your trainer will observe you during the role-play and write his/her comments about your participation
below:
Trainer to complete this section:
Student name: _____________________________
Student ID: ________________________________
Date observed: _____________________________
 Good introduction  Confident delivery  Good body language  Satisfactory overall
Trainer name: ______________________________
Trainer signature: ___________________________
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ASSESSMENT 4- Forming a partnership
This is a MAJOR assessment. To complete this assessment you need to review:
 Reading 3: Partnerships: Frameworks for working together
Background:
 For this assessment you need to use your own workplace as the case study.
 Imagine that you have been appointed as a senior manager at BEST & MORE (BM), a retail
outlet in the city. Imagine that BM’s mission is to become Australia’s leading customer service
provider. BM upholds the values of ‘customer care’, ‘friendly service’ and employee safety.
 The strategic goal of BM is to:
1. Achieve 30% growth in sales by improving customer service standards
2. Reduce workplace injuries by 50% within one year by providing workplace health and
safety training to staff
 BM is covered by all relevant Australian laws. In particular, the organisation must comply
with:
1. Work Health and Safety Act 2011
2. Fair Work Act 2009
3. Racial Discrimination Act 1975
4. Age Discrimination Act 2004
5. Australian Human Rights Commission Act 1986
6. Disability Discrimination Act 1992
7. Racial Discrimination Act 1975
8. Sex Discrimination Act 1984.
 The CEO of BM wants to see an improvement in BM’s customer service standards. The other
Senior Executives include the Finance Manager and the Human Resources Manager. The
senior executive have made a decision to partner with a training organisation to achieve its
long term goals. The annual budget for this program is $20,000. The funding will be provided
by BM
 It is your responsibility to develop a learning program partnership for BM with ACTB, a
registered training organisation in order to:
1. Up-skill your team of 40 employees in the following areas:
 Customer service skills
 Workplace health and safety legislation
2. Enable two selected senior staff members to attain a nationally recognised ‘Diploma of
Management’ qualification through ACTB every year
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Your task:
1. Based on the above scenario, respond to the following questions:
 What is the mission of your organisation?
The mission of Sydney Plaza is to create a wide variety of local foreign food products,
serve them in a brief time to the consumers, to have each of our customers being greeted
and thanked for coming, and to create a workplace ambience where customer
satisfaction is the last word.
 What are the core values of your organisation?
The core values of Sydney Plaza are as follows:
1. Mutual respect amongst all the employees, team members and customers
2. Excellent quality of customer service
3. Economic sustainability.
 What are the strategic goals of your organisation?
The strategic goals of Sydney Plaza is to develop our brand identity so that the customers
from different locations of Australia become aware of the quality service provided here,
to increase traffic, and thereby to improve profit margin, so that there is at least a 15%
rise in annual revenue by the year of 2018.
 List at least three specific laws that your organisation must comply with:
The three specific laws that Sydney Plaza must abide by, are as follows:
i. Queensland Food Safety Legislation, Food Regulation 2006
ii. Trade Practices 1974
iii. Meat Industry Act 1978
2. Read the ‘Checklist for setting up and maintaining the partnership’ on Page 16-18 of Reading 3
(Partnerships: Frameworks for working together) to understand how you can develop a detailed
plan for the above partnership between your workplace and ACTB. Answer the questions
below:
a. Step 1: Defining the need for a partnership
i. What is the need for a partnership with ACTB?
BM will form partnership with the Australian College of Technology and Business
because it will help BM to offer food products such as dry fruits, nuts and chips to
the students during their lunch breaks, and will help the emerging retail store its
brand value amongst a larger customer base. The benefit that ACTB will derive
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from this, is that it will be able to receive a good share of the profit earned by
Sydney Plaza through sale of items at the ACTB premise.
ii. What benefits will be gained for BM by this partnership?
BM will be able to increase its customer base and enhance brand image.
iii. What benefits will be there for ACTB?
ACTB will benefit from the share it will receive from the monthly revenue of BM.
b. Step 2: Starting the process
i. Who should be involved in the discussions regarding forming a partnership
between BM and ACTB?
The management authority of BM and ACTB will be primarily involved while
forming partnership between the two organizations, and once the partnership
deal is approved, the other stakeholders such as the employees and the
shareholders will be involved.
ii. List the responsibilities of ACTB in the partnership.
Help BM develop brand image at ACTB through advertising efforts such as
pamphlets, brochures, etc.
Assist BM with the legislative requirements of entering into a partnership
agreement in Australia (Fund 2010).
iii. List the responsibilities of BM in the partnership
Ensure equitable share of profit with ACTB
Share relevant information about the daily sales
Stay jointly liable for the quality of retail service offered to the students of ACTB.
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iv. What is the function and nature of the partnership?
The nature of partnership entered between BM and ACTB is cross-sector
partnership, where organizations from different sectors with divergent needs
enter partnership agreement.
v. What are the benefits and outcomes for the target groups?
The target group, that is the students at ACTB will be able to gain easy and quick
access to a variety of food products within the college campus only.
c. Setting up and maintaining the partnership
i. What is the vision and agreed goals for this partnership?
The vision of this partnership is to ensure that the students of ACTB are able to
enjoy good quality food service within the campus and both ACTB and BM are
able to enjoyer increased traffic and higher returns.
ii. What skills and competencies will be needed to manage and support the
partnership?
In order to manage the partnership, good customer care skill, soft skills especially
effective communication skills and analytical skills will be required.
iii. What is the recommended process for decision making?
The Democratic method of decision-making will be recommended as it will enable
each partner enjoy the opportunity to ask questions, share concerns and present
alternatives by casting votes, eliminating the possibility of partnership conflicts.
iv. What processes can be used for performance monitoring?
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A regular survey on the consumers (the students of ACTB) can be used to monitor
performance.
v. Who will fund the program?
The management authority of both the companies concerned will fund the
programme.
vi. Develop a communication strategy for BM and ACTB
Regular interactive strategy at least once a week will be employed as a
communication strategy.
vii. Define ground rules between BM and ACTB
The ground rules of partnership will involve ensuring integrity in business, being
transparent while sharing business relation, and communicating every aspect of
the business condition to the other partner.
viii. Develop an administration plan for this partnership to work effectively
The Steps involved are :
 Communicate the shared vision over regular intervals
 Communicate the aims, purpose and benefits of the partnership at periodical intervals
 Create robust communication strategy. Gauge organizational performance
 Identify issues and resolve them.
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