BSBMGT616 Assessment Guide for Advanced Diploma of Leadership and Management

This Assessment Booklet provides information and assessment tasks for BSBMGT616 unit of Advanced Diploma of Leadership and Management. It includes recognition of prior learning, completing assessments, plagiarism and referencing, assessment outcomes, re-assessment, reasonable adjustment, competency assessment, and assessments for this unit. The assessment consists of ten activities, skills and knowledge activity, and major activity.

BSB61015
Advanced Diploma of Leadership and Management
Assessment Guide
BSBMGT616

Introduction
This Assessment Booklet provides you with information and your assessment tasks for this unit.
A requirement of your qualification, from which the unit of competence is taken, is the
application of the concepts you have been learning.
The assessment activities are an important part of your course as they provide an opportunity to
apply what you have been learning and they give both you and your trainer feedback on your
progress.
Please read this section carefully before commencing the assessment tasks.
RECOGNITION OF PRIOR LEARNING
If you can demonstrate that you have the skills and knowledge within this unit, you should
speak to a trainer/assessor about this and apply for recognition of prior learning.
COMPLETING YOUR ASSESSMENTS
Prior to Assessment
You must be advised of your rights before and after the assessments including the right to
appeal.
Assessors must provide you with all relevant information relating to the assessments prior to
commencement and of the appeals procedure that can be utilised if you wish to appeal against
the assessment outcome or make a complaint.
Submitting Assessments
Each part of this assessment booklet needs to be carefully completed and you are required to
attain a ‘satisfactory’ mark for each of the assessment activities. Full details of what is required
have been detailed in instructions before each assessment task.
You must submit assessment tasks with the cover sheet provided at the end of this Booklet.
You must attach one cover sheet per assessment upon submission, ticking the relevant
assessment box. Ensure you sign the form after completion.
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Assessments should be submitted on or before their due date. Extensions for individual
assessment tasks may be negotiated in specific circumstances. Consultation on this must occur
prior to the due date and extensions due to illness will require a medical certificate. Extensions
will be confirmed to you in writing.
Plagiarism and Referencing
You are reminded that plagiarism will not be tolerated. Information, ideas etc. quoted or
paraphrased from another source, must be acknowledged with “quotation marks” around the
relevant words/sentences or ideas and cited at the end of the document. Sources of information,
ideas etc. must be provided in alphabetical order by author’s surname (including author’s full
name, name of document/ book/internet etc. and year and place of publishing) or may be
included in brackets in the text.
ASSESSMENT OUTCOMES
The evidence you submit will be assessed and you will be given written feedback. Each
assessment task will be marked as either Satisfactory or Unsatisfactory and once all assessments
have been marked you will be given an outcome of Competent or Not Competent for the unit of
competence. Upon demonstrating competence, you will be awarded this unit. If you are
assessed as Not Competent, you will be given some suggestions for improvement and asked to
redo your assessment.
Re-assessment
In the event you are deemed Unsatisfactory, you will be allowed two (2) further attempts at an
assessment within the timeframe of this course.
As part of the assessment process, you must abide by any relevant assessment policies as
provided to you. If you feel you are not yet ready to be assessed or this assessment is unfair,
you should be offered the opportunity to discuss all options that are available to you to
complete the assessment.
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Reasonable Adjustment
RTOs and Trainers/Assessors are obliged by law to make reasonable adjustment to ensure
maximum participation of students with disability in teaching, learning and assessment
activities. This includes:
• ensuring that course activities are sufficiently flexible;
• providing additional support where necessary; and
• offering a reasonable substitute within the context of the course where a student cannot
participate.
Reasonable adjustment is defined in section 4(1) of the Employment and the Disability
Discrimination Act as ‘an adjustment to be made by a person is a reasonable adjustment unless
making the adjustment would impose an unjustifiable hardship on the person’. Reasonable
adjustment as it applies to participation in learning and assessment activities may include:
• customising resources or activities within a training package or accredited course;
• modifying a presentation medium;
• providing additional support;
• providing assistive or adaptive technologies;
• making additional information accessible both before enrolment and during the course;
and
• monitoring these adjustments to ensure that the student’s needs continue to be met.
An individual’s access to the assessment process should not be adversely affected by
restrictions placed on the location or context of assessment beyond the requirements specified
in the training package. Reasonable adjustments can be made to ensure equity in assessment for
people with disabilities. Adjustments include any changes to the assessment process or context
that meet the individual needs of the person with a disability, but do not change competency
outcomes.
The assessment process must:
 Provide for valid, reliable, flexible and fair assessment
 Provide for judgement to be made on the basis of sufficient evidence
 Offer valid, authentic and current evidence.
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COMPETENCY ASSESSMENT
Within this qualification are units of competency that form the basis of your assessments.
These can be located in your Unit Outline Booklet.
ASSESSMENTS FOR THIS UNIT
There are three (3) forms of assessment or evidence gathering methods for this unit of
competency. You are required to complete and submit all the assessments.
Assessment 1. Activities
This assessment consists of ten (10) activities to assess your knowledge of this unit. You must
answer all questions. Most questions require short answers although some questions require a
more detailed response. You should provide typed responses. You may use various sources of
information including: text books, learning workbooks, other documents and the internet and
must list your sources.
Assessment 2. Skills & Knowledge Activity
This assessment provides the student with an opportunity to demonstrate their knowledge of the
foundation skills, knowledge evidence and performance evidence of this unit. The student will
be required to respond to seven (7) questions/tasks relating to strategic planning.
Students must record their answers in a separate A4 document and submit by attaching to their
cover page.
Assessment 3. Major Activity
This assessment is a major activity which consists of eleven (11) short answer questions to
assess the student’s knowledge of this unit.
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Assessment 1: Activities
This assessment consists of ten (10) activities to assess the student’s knowledge of this unit.
Instructions for Students
Students must answer all questions. Most questions require short answers although some
questions require a more detailed response. Students may use various sources of information
including: text books, learning workbooks, other documents and the internet and they must list
their sources.
Activity
1
A
Ensure you have completed Table A.
Table A
What does your organization
do?
Australian hardware supplies home improvement
and hardware products and also offer suitable advice
and expert advice to their customers.
How do you achieve it? It takes a two-pronged strategic method
characterized by service differentiation and product
along with the target market.
Who are your
customers/clients?
The potential market has been divided into three
segments i.e. Tradespersons, DYIs, and Home
Improvers.
What is the measurement of
your organisations success?
Their investment and operation activity are financed through
reinvested profits from preceding years investment (Riemer et
al., 2014).
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Then complete the following:
Workplace example What changes could be
made?
What process could be
adopted?
Mission statement Australian Hardware offers
the best quality homewares,
building material, hardware,
and building material from
Australia and all over the
world. It will fulfill the
reliability, adaptability, and
sustainability needs of the
customers. They are
committed to provide clients
and tradespersons with value
through expert service, low
prices, community
engagement, product quality,
and environmental
responsibility (Patel et al.,
2015).
 Implement and
develop campaign
and awareness
regarding energy-
use.
 They should improve
the performance
improvement of
staff.
 They should reduce
waste by establishing
reward programmes.
Vision statement Australian Hardware will lead
the home-improvement and
hardware market in Australia.
In the coming five
consecutive years, it will
become a well-known brand
and a significant part of the
hospitality industry (Butler et
al., 2017).
 They should create
an Australian
Hardware Melbourne
Warehouse.
 They should sign an
agreement of
strategic alliance
with YYY.
 They should
outsource
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contracts and set up
agents in other states.
 They should make a
review of quarterly
financial
management reports
and budgetary
performance.
 They should make a
review of local
suppliers to negotiate
price deductions.
Core Values
Australian Hardware core values
have been consistent for a longer
time. In the respect of stakeholders,
the organization always focuses on
the moral, ethical, and professional
standard of conduct. They are
committed to boosting self-
established wise environment
practices and deliver value to the
customers (Soosay et al., 2016).
 The company should
operate all sections at
the optimum level of
capacity and
generate efficiency.
 They should
maintain the internet,
social, and
networking
marketing.
 They should train
their staff in a very
effective manner.

2 Look at a selection of these examples from your own workplace, research or
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A commissioned functions, and provide examples of what was undertaken and needed to
identify sufficient information.
Demographics  Individual age between 20-60 (Male and Female)
 Income level is % 60,000
 Full-time employment
Economics  There is an increasing trend towards home
improvement is associated with the rise in residential
housing prices, which is because of easier access to
finance and housing storages. The industry is
estimated to develop by 23% in the coming five years
to reach $14.2 billion in 2016-17.
 Slow growth and increase in unemployment present
an opportunity for home improvement.
Internal research  From Household income, survey it has been indicated
a 23% decline in disposable income with an increase
in interest rates.
 Legal and political findings stated that employees of
Australian Hardware are working for longer hours.
 The research has been done by the market, which
shows that 57% of the customers now prefer to order
and buy products online.
 The sales have been decreased by 22% with the
increase in competition.
Market
segmentation
 There are three market segments, which are
Tradespersons, DYIs, and Home Improvers. It has
been stated that nearly seven million people are their
customers.
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Political  Australian Hardware predicts that the Australian
Government’s concentrate on fiscal policy and
legislative direction, which will be centered on
encouraging growth in the face of continuing poor
growth and international debt crises.
 Environmental legislation may permit to encourage its
low-impact approach.
Product  Their products are Hardware, Paint, Outdoor, Timber,
Tools, Housewares, and garden.
Social  The consumers are concerned about the environment.
They will endeavor to encourage itself as socially and
environmentally responsible and conduct business
operations.
 The consumers also contribute and promote to better
economic and social outcomes.
Technological  Australian hardware will promote and sell effective
tools of social networking to gain a competitive
advantage.
2B What workplace examples can you provide to describe the importance of exploring
issues with a global context, rather than domestic?
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Your workplace example
 It is to be done to promote as environmentally and socially responsible as well
as business operations should be conducted accordingly.
 It is to be continued to promote social networking tools to reach the target
market.
The importance of global context considering the PEST analysis
 Main competitors in the industry to create a price war should adopt the
strategies.
 It has been reported that18 percentage expansion is been done by other
competitors.
 It has also been stated that large supermarket chains such as Masters and
Bunning’s take care over smaller chains.
2
C
Using a workplace example, detail your comments on the following:
What is your workplace experience in seeking information from an expert?
Advantages Disadvantages
 Outsider perspective promotes
each of the types of mindfulness.
An outsider in a company might
identify the corporate natives,
which now be destructive myths or
irrational.
 Additional skill is required to hire
a consultant to get access to some
 Costly-The consultant are very
expensive as when a company
hires the consultant. As the
employee’s consultant does the
job, this is a disadvantage for the
company.
 Quality control- As consultants
work according to their own time
in their own way and they do not
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of their skills, which are non-
existent in the company.
about the employee’s capability.
This lack of visibility is a
disadvantage for the company.
2
D
At the discretion of the instructor, complete an example of a SWOT and/or PEST
analysis using the templates provided in the notes and examples from your workplace,
or others provided by the instructor.
SWOT PEST
Strengths
 There are excellent personnel,
highly trained at marketing &
sales and explaining product
features to customers.
 They have strong brand
recognition across Australia.
 They safeguard real estate to limit
the growth of competitors and
developed online stores for most
of the products.
 They meet product offerings in
quality and innovation.
Weakness
 The main weakness is that
customer loyalty is low towards
brands.
 The cost is highly related to
socially and environmentally
choices.
Opportunities
Political and Legal environment
 Australian hardware should
maintain sustainable business
practices, which are an important
concern to customers.
 Australian hardware should allow
environmental legislation to
encourage its low impact approach
to advertising.
 They also anticipate that the
Australian Government should
concentrate on the fiscal policy
and legislative direction, which
will be centered on stimulating
development in the face of the
continuing consumer confidence
and debt crises.
Economic environment
 Australian Hardware presents an
opportunity for home
improvement and hardware
retailers, which can increase the
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 Australian hardware should have
strong market potential.
 They should expand e-commerce
to maintain competitive
advantage.
 They make new partnership with
suppliers.
 They should achieve economies of
scale through bulk buying.
Threats
 The competition exists from new
players in the market.
 There is a growth of the
international e-commerce market.
growth in the future.
 The trend towards hardware and
home improvements is associated
to increase in residential housing
prices, which is because of the
easier access to finance and
housing storage to attain growth in
the next five years.
Social and cultural environment
 Consumers are progressively
aware of the business activity and
working conditions in the local
community to promote better
international economic and social
outcomes.
 Australian hardware also promotes
as socially and environmentally
responsible to offer value and
position as a leader in the
organization.
Technological environment
 Australian hardware will maintain
its effective use to encourage
social networking and products to
reach the target market.
2E In groups, or as directed by the instructor, complete a checklist of the areas suggested
and, if relevant, make comments from a workplace experience on each.
Areas Your answers/comments
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I understand what is a cooperative or
joint venture
Masters Traders
Explanation of strategic alliance- They
shared common space in four trade shows.
CDE
Description- They share in the cost of
outdoor marketing with shared branding.
ZZZ
Description-It delivers Australian
hardware products to customers and price
for the installation and delivery of the
machine.
I understand what is required with a risk
and cost-benefit analysis in the context of
a cooperative or joint venture
Master traders
Venture risks-
 The business partners do not fulfil
the financial commitment.
 The connections with a non-
industry partner have an adverse
impact on Australian hardware.
CDE risks-
 They maintain long-term
commitment.
 They should avoid risks with poor
brand association.
YYY risks-
Risks- They should implement 200
products in the first year with profit about
$100,000 and maintain break-even after 80
products sold.
I understand the measurement of
consistencies with the organisational
Venture- Financials
Venture- Trend analysis
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vision, mission and values as they would
relate to considering a cooperative or
joint venture
I understand the details required for due
diligence and what that entails
 They maintain copies of strategic
cooperation agreements.
 Description of Financial accounts.
 The data are supportive for cost-
benefit and trend analysis.
2F In groups, or as directed by the instructor, complete an exercise by checking the results
of an analysis and findings of both internal and external environments
 Use an example from your workplace
 If no example from your workplace is available, use an example provided by the
instructor
 Use the examples of what to address and the format in the templates provided in
the notes
Example used SWOT analysis
Analysis process  It can be conducted in the organization.
 Potential and existing competitors can conduct
it.
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3
A
In groups or as directed by the instructor, detail your experiences on developing a
strategic plan and list your comments, in respect to the notes and your personal
findings from a workplace example.
If you do not have a workplace example, detail your understandings of each of the
suggested processes, using an example provided by the instructor.
Areas you have addressed Your workplace
experience
Other examples
Documenting relevant
research and background
data
Formulating strategic
objectives and strategies
Detailing each strategy
with an assigned priority, a
timeframe and
responsibility
Detailing measurable
performance indicators
Circulating the strategic
plan for comment, support
and endorsement
1) Workplace Experience
Activities The Audience Resources Time Frames
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They
communicate the
strategic plan to
all the employees
through
newspaper, fliers,
or company
magazine.
All employees in
the company
It includes a
summary of the
overall strategic
plan for the
organization.
It is in the fourth
quarter of the year.
Celebrate success It involves the
person who takes
those
responsibilities.
It includes the
compensation and
remuneration to
reward success.
It is in the fourth
quarter of the year.
It develops the
Strategic plan and
M measure the
communication
efforts.
The persons, which
are involved, are
CFO, Store general
managers, CEO,
board of directors,
marketing general
manager, COO,
HR general
managers, and
FARM.
Develop a strategic
plan and
concentrate on
competitor
analysis.
It is in the early
next year.
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Implement the
strategic plan
The persons, which
are involved, are
COO, FARM,
CEO, and board of
directors.
It measures and
track
implementation
plan.
It is in the first
quarter of preceding
year.
Evaluate and
review the
strategic plan
It includes HR
general manager,
marketing
manager, and CFO.
It reviews the
strategic plan and
gain new
opportunities
against strategic
plan.
It is in the second
quarter of following
year.
4
A
 In groups, or as directed by the instructor, detail using a workplace example the
process used for implementing a strategic plan.
 In particular, the example used in the activity should show communications,
performance indicators and objectives at agreed milestones.
Details of the example used
 Goals
 Strategy
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Details in particular detail implementing:
 Communications
 Performance indicators
 Objectives at agreed milestones
Detail in particular detail implementing
Objective 1-The main objective is to service Australian hardware products in each
situation in the subsequent five years.
 Strategy (a) -They sign the agreement and build the strategic partnership with
YYY.
KPI progress There are 200 machines installed p.a.
Milestone progress The agreements are signed in the time limit as only 180
machines are installed.
Overall improvement It has been seen that slow increase in North Territory.
Development The plan is monitored through periodic updates.
 Strategy (b) –They should maintain an Australian hardware warehouse.
KPI progress Australian hardware starts in Melbourne in the next two
years.
Milestone progress Melbourne store is still not opened.
Overall achievement It is presently being operated as the more costly model.
Development They can use company management skills to develop
and manage competitiveness.
 Strategy (c) - They should set agents and maintenance contracts in other states.
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KPI progress The agent should sign the agreement and outsource
maintenance contracts for South Australia.
Milestone progress There are still no services for North territory.
Overall
achievement
All should meet the deadline, as agents in North
territory and Western Australia are very expensive.
Development They should adopt and manage the plan to meet the
objectives.
Objective 2- The main objective is to increase profit margin by 5% in the next five
years by setting a benchmark.
 Strategy (d) – They should activate bulk buying to decrease supplier price.
KPI progress They should make 100% purchases by bulk buying.
Milestone progress They should make 100% volume, which have increased
so that all orders must be filled.
Overall
achievement
They should achieve Key performance indicators in
faster time.
Development They should implement the strategy on a continuous
basis.
 Strategy (e) –They should maintain all departments at sustainability and
optimum level of capacity.
KPI progress The turnover ratio is 12.5%
Milestone progress It can be noted that some states are still
underperforming, which is 13.8%.
Overall
achievement
The strategies are aligned with the sustainability.
Development They should execute the strategy.
Objective 3 –The main objective is to maintain the brand recognition of the Australian
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hardware and 87% of people react positively.
 Strategy (f) –They should develop internet and social networking.
KPI progress They should plan 10,000 clicks on the website.
Milestone progress They should plan 12,000 clicks on the website.
Overall
achievement
They should accomplish the task in minimum time.
Development They should implement the strategy and increase clicks
per day.
 Strategy (g) –They should connect with YYY in café banners.
KPI progress They should plan 100% café with machines.
Milestone progress The survey reveals 50% increase.
Overall
achievement
It has been noted that designs are not attractive within
period.
Development They should make an innovative design with
incorporating the customers.
Objective 4 – The main objective is to reduce the energy-use by 10% in the following
years. It has been seen decrease in 8% than financial year benchmark.
 Strategy (h) –They should implement reward programs for reducing energy
waste.
KPI progress They should introduce 6 innovations and 25 suggestions
per year in reducing waste.
Milestone progress They should introduce 8 innovations and 30 suggestions
in relation to waste reduction.
Overall
achievement
They should introduce within period.
Development They should constantly execute the strategy.
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 Strategy (i) – They should execute and implement campaign of energy
conservation.
KPI progress They should plan kW to drop to 10kW.
Milestone progress They should plan 12kW per individual.
Overall
achievement
They should roll out across the complete company.
Development They should improve communicate and monitor on a
regular basis (Landaeta et al., 2016).
4B Draft a strategic plan.
In groups, draft a strategic plan using the following headings as an example.
Aim
Strategic plan for a business expanding into a new domestic market. Address the activity
using a workplace example or create a hypothetical example.
Suggested Headings
 Market analysis
 Stakeholder relationships
 Corporate Governance
 The Business
 Products/Services
 Processes
Organisational structure
 Environmental and social
impacts
 Risk factors and regulatory
compliance
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 Corporate Governance
 Organisational and
Management
 Financials
 Business systems
Strategic Action Plan
Objective 1 –The main objective is to service Australian hardware products.
 Strategy (a) –They sign and build the strategic alliance.
KPI progress –There are 200 machines installed p.a.
 Strategy (b) –They should maintain an Australian hardware store.
KPI progress –They should starts with Melbourne in the following
two years.
 Strategy (c) –They should set agents and maintenance contracts.
KPI progress –They should sign and outsource contracts.
Objective 2 –They should increase their targets and profits in the following
years.
 Strategy (d) –They should make bulk buying to decrease prices.
KPI progress –They should produce 100% of purchase.
 Strategy (e) –They should maintain all departments at sustainability
level.
KPI progress –The turnover ratio is 12.5 %.
Objective 3 –The main objective is to maintain brand recognition.
 Strategy (f) –They should plan social networking.
KPI progress-They should plan 10,000 clicks.
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 Strategy (g) –They should connect with café banners.
KPI progress –They should plan 100% café machines.
Objective 4 –The main objective is to reduce energy-use.
 Strategy (h) –They should execute reward programs.
KPI progress –They should plan suggestions and innovations in
reducing waste.
 Strategy (i) –They should implement campaign for energy
conservation.
KPI progress –They should execute plan to reduce until 10kW
Assessment 2: Skills and Knowledge Activity
Student Instructions:
Complete the following individually and attach your completed work to your workbook.
The answers to the following questions will enable you to demonstrate your knowledge of:
 Reading
 Writing
 Oral Communication
 Numeracy
 Navigate the world of work
 Interact with others
 Get the work done
 Outline the legislation, regulations and codes of practice relevant to the
organisation’s strategic plan
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 Give examples of risks and risk management strategies relevant to strategic planning
including:
o intellectual property rights and responsibilities
o other risks
 Outline strategic planning methodologies including political, economic, social and
technological (PEST) analysis and strengths, weaknesses, opportunities and threats
analysis (SWOT)
 Identify internal and external sources of information relevant to the organisation's
market, competitors, customer base, vision, values and capabilities
 Outline techniques for developing organisational values
Answer each of the seven (7) questions in as much detail as possible, considering your
organisational requirements for each one.
1. How can your analytical skills be used when developing and implementing strategic plans?
Ans1. Analytical skills are utilized to analyse the organization and noted to set apart from
competitors. They should analyse the environment to deliver the possible opportunities and
stakeholders to pursue their preferences. They should also analyse competitors to compete in an
effective and efficient way. The analytical skills can be developed to execute the strategic plan
of the company (Wamba et al., 2015).
2. What financial implications exist when proposing new strategies?
Ans2. Pro forma statements can maintain the financial impact of the various course of action
such as income statements, cash flow statements, budgets, and balance sheet. It is to be
considered to develop a strategic plan for the company and to propose strategies for
measuring profitability and success. It can produce benefits and helpful to the company
(Musacchio, Lazzarini and Aguilera, 2015).
3. Why is it important that research is accurate and up-to-date?
Ans3. They should update the database, which helps in complying with the rules and
regulations, but also provides benefits by avoiding energy waste resources. They can also
screen customer data across a range of files, which involves register of the deceased person and
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national change of address file. It helps in finding and identifying research to be accurate (Ary
et al., 2018).
4. How can the requirement of due diligence be assessed?
Ans4. It involves the requirements to be assessed and evaluated-
 Compliance- They should assess and evaluate that regulations and industry requirements
are met.
 Information Systems- They should maintain information security, assessment of
organization, and software lifecycles.
 Finance- This includes financial trends, internal audit, cash flow, in place financial
system, accounting, accounts receivable and financial organization (Lindholm and
Ballantyne, 2016).
5. What relevant legislation does your organisation adhere to that could affect strategic
planning?
Ans5. The legislations in the organization, which follow and affect the strategic plan-
 Practice issues
 Governance
 Human resources
 Other commitments
These are legislations, which are beneficial and profitable for the company and enhance
success in the organization (Welford, 2016).
6. What is the purpose of a SWOT and PEST analysis?
Ans6. The purpose of SWOT analysis is to generate lists of all of the intrinsic and extrinsic
strengths, weakness, opportunities, and threats to maintain and make better strategic planning
decisions. Their main objective is that it determines if the projects are probably succeeded or
not.
The purpose of PESTEL analysis is to recognize all of the several external political, economic,
social, technological, ecological, and legal factors that might impacts the success and
profitability of the company (Mauree and Geneletti, 2017).
7. Why is it important to have knowledge of the competitors?
Ans7. It is significant to have knowledge of competitors because-
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 It can help to set the prices to react to promote marketing campaigns.
 It can help in generate marketing approaches to gain advantage of competitor’s
weakness and enhances business performance.
 It helps in delivering best possible products and services to customers, which can do
things in an innovative manner (UN and Asakawa, 2015).
Assessment 3: Major Activity
This assessment is a major activity which consists of eleven (11) short answer questions to
assess the student’s knowledge of this unit.
Instructions for Students
Students must answer all questions. Most questions require short answers although some
questions require a more detailed response. Students may use various sources of information
including: text books, learning workbooks, other documents and the internet and they must list
their sources.
Completed answers should be attached to the workbook.
1. How can you check the vision and mission of the organisation is supported and why is this
useful?
Ans1. They should review the strategic plan and evaluating activities, which move towards
mission and vision of the company. It is helpful as it allows the suppliers, shareholders, and
customers to choose that if they want to do business with the company or not (Khan and
Naeem, 2018).
2. How can you gain support from stakeholders for strategic planning?
Ans2. The support can be gained from stakeholders-
 They can communicate about sharing data and information in a consistent and
purposeful way.
 They can engage employees to build ownership in the organization (Jarzabkowski and
Kaplan, 2015).
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3. What is the importance of using experts when strategically planning?
Ans3. Outside experts will be helpful for the company as it can leads to greater results. CEO in
a company can build partnership and alliances with other companies to generate success in the
future. They have the effective abilities and competencies to manage the team (Wolf and Floyd,
2017).
4. How would you analyse the following:
 Internal environment
 External environment
 Competitors
Ans4. Internal Environment- It describes SWOT analysis.
External Environment- It describes PEST analysis
Competitors-
 Rate the competitors.
 Describe the customers.
 Evaluate the competitors (Kuratko, Hornsby and Covin, 2014).
5. Why is due diligence required when strategically planning?
Ans5. Due diligence is required because-
 Employees-This factor of take over a business is been an issue when seller has few
expectations of the personnel.
 Government- They should check any permit requirements and license from the
government (Li and Liu, 2014).
6. How is research regarding strategic planning documented within your organisation?
Ans6. Every member of management and board member should get a copy of the plan and
support the mission and vision statements to the main office. They should convey their plan to
every person in the organization (LeCounte, Prieto and Phipps, 2017).
7. Why is it important to record strategic changes for the future?
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Ans7. It is significant because without records there can be no law and regulations. It provides
client service, measurable outcomes, quality performance, which plays an important role in
maintaining statuary regulations (Ginter, Duncan and Swayne, 2018).
8. How is information regarding strategic plans circulated within your organisation?
Ans8. They should keep the message in a precise manner and make the necessary investment.
They build the behaviour based upon customer and market insights & maintain the
responsibility and discipline of the framework (Bourne, Bourne and Ferguson, 2017).
9. Why is it important to communicate details of the plan and why is this useful?
Ans9. Employees should understand the big and clear picture and they can be more productive
for the company. Organization must gain advantage of good communication and accomplish
trust and credibility. They should create and generate a workplace that promotes success and
growth (Miller and Rose, 2017).
10. What performance indicators could be used to assess the success of a strategic plan?
Ans10. The KPIs can be used to assess and evaluate the success of strategic plan are-
 People Metrics- Employee Satisfaction and Employee Turnover Rate (ETR).
 Process Metrics- It involves LOB efficiency measure, Customer Support Tickets, and
percentage of products defects.
 Customer Metrics- It includes Customer Satisfaction & Retention, Customer
acquisition Cost, and Number of customers (Main et al., 2015).
11. What is the purpose of reviewing a strategic plan at agreed milestones and after
implementation?
Ans11. It meets the needs of the agents and working within the policy framework and statutory
regulations (Rosemann and vom, 2015).
References-
Ary, D., Jacobs, L.C., Irvine, C.K.S. and Walker, D. (2018) Introduction to research in
education. Australia: Cengage Learning book.
Bourne, M., Bourne, P. and Ferguson, D. (2017) Strategic business performance for
sustainability. In Cranfield on Corporate Sustainability. London: Routledge.
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Butler, M., Holloway, L., Marriott, K. and Goncu, C. (2017) Understanding the graphical
challenges faced by vision-impaired students in Australian universities. Higher Education
Research & Development, 36(1), pp.59-72.
Ginter, P.M., Duncan, W.J. and Swayne, L.E. (2018) The strategic management of health care
organizations. New York: John Wiley & Sons.
Jarzabkowski, P. and Kaplan, S. (2015) Strategy tools‐in‐use: A framework for understanding
“technologies of rationality” in practice. Strategic Management Journal, 36(4), pp.537-558.
Khan, B.A. and Naeem, H. (2018) Measuring the impact of soft and hard quality practices on
service innovation and organisational performance. Total Quality Management & Business
Excellence, 29(11), pp.1402-1426.
Kuratko, D.F., Hornsby, J.S. and Covin, J.G. (2014) Diagnosing a firm's internal environment
for corporate entrepreneurship. Business Horizons, 57(1), pp.37-47.
Landaeta Olivo, J.F., García Guzmán, J., Colomo-Palacios, R. and Stantchev, V. (2016) IT
innovation strategy: managing the implementation communication and its generated knowledge
through the use of an ICT tool. Journal of Knowledge Management, 20(3), pp.512-533.
LeCounte, J.F., Prieto, L.C. and Phipps, S.T. (2017) CEO Succession Planning and
Organizational Performance: A Human Capital Theory Approach. Journal of Leadership,
Accountability, and Ethics, 14(1), pp.46-57.
Li, D.Y. and Liu, J. (2014) Dynamic capabilities, environmental dynamism, and competitive
advantage: Evidence from China. Journal of Business Research, 67(1), pp.2793-2799.
Lindholm, M. and Ballantyne, E.E. (2016) Introducing elements of due diligence in sustainable
urban freight transport planning. Transportation Research, 12, pp.66-78.
Main, E.K., Goffman, D., Scavone, B.M., Low, L.K., Bingham, D., Fontaine, P.L., Gorlin, J.B.,
Lagrew, D.C. and Levy, B.S. (2015) National partnership for maternal safety: consensus bundle
on obstetric hemorrhage. Journal of Obstetric, Gynecologic, & Neonatal Nursing, 44(4),
pp.462-470.
Mauree, P.P. and Geneletti, D. (2017) Assessing barriers to effective spatial planning in
Mauritius. A combination of SWOT and gap surveys. Journal of environmental planning and
management, 60(8), pp.1324-1346.
Miller, P. and Rose, N., 2017. Political power beyond the state: Problematics of government.
In Foucault and Law. London: Routledge.
Musacchio, A., Lazzarini, S.G. and Aguilera, R.V. (2015) New varieties of state capitalism:
Strategic and governance implications. Academy of Management Perspectives, 29(1), pp.115-
131.
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Patel, B.S., Booker, L.D., Ramos, H.M. and Bart, C. (2015) Mission statements and
performance in non-profit organisations. Corporate Governance, 15(5), pp.759-774.
Riemer, K., Gal, U., Brunk, J., Gilchriest, B., Ord, R. and Tong, J.A. (2014) Australian
hardware. Australian Digital Commerce: Now is the time for Australian Retailers to Address
the Customer Engagement Gap, 23(2), 34-67.
Rosemann, M. and vom Brocke, J. (2015) The six core elements of business process
management. In Handbook on business process management. UK: Springer.
Soosay, C., Nunes, B., Bennett, D.J., Sohal, A., Jabar, J. and Winroth, M. (2016) Strategies for
sustaining manufacturing competitiveness: Comparative case studies in Australia and
Sweden. Journal of Manufacturing Technology Management, 27(1), pp.6-37.
Un, C.A. and Asakawa, K. (2015) Types of R&D collaborations and process innovation: The
benefit of collaborating upstream in the knowledge chain. Journal of Product Innovation
Management, 32(1), pp.138-153.
Wamba, S.F., Akter, S., Edwards, A., Chopin, G. and Gnanzou, D. (2015) How ‘big data’can
make big impact: Findings from a systematic review and a longitudinal case
study. International Journal of Production Economics, 165, pp.234-246.
Welford, R. (2016) Corporate environmental management 1: systems and strategies. London:
Routledge.
Wolf, C. and Floyd, S.W. (2017) Strategic planning research: Toward a theory-driven
agenda. Journal of Management, 43(6), pp.1754-1788.
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Assessment 1: Activities
RESULTS SHEET
Student’s Name: HANISH LALIT
Assessor’s Name: SORIN BLAGA
Date of Assessment:
Unit of Competency: BSBMGT616 Develop and implement strategic plans
Feedback to Student:
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Student’s overall
performance is:  Satisfactory  Unsatisfactory
Is re-assessment
necessary?  Yes  No
Assessor’s Signature: Date:
Student’s Signature: Date:
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Assessment 2: Skills & Knowledge Activity
RESULTS SHEET
Student’s Name: HANISH LALIT
Assessor’s Name: SORIN BLAGA
Date of Assessment:
Unit of Competency: BSBMGT616 Develop and implement strategic plans
Feedback to Student:
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Student’s overall
performance is:  Satisfactory  Unsatisfactory
Is re-assessment
necessary?  Yes  No
Assessor’s Signature: Date:
Student’s Signature: Date:
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Assessment 3: Major Activity
RESULTS SHEET
Student’s Name: HANISH LALIT
Assessor’s Name: SORIN BLAGA
Date of Assessment:
Unit of Competency: BSBMGT616 Develop and implement strategic plans
Feedback to Student:
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Student’s overall
performance is:  Satisfactory  Unsatisfactory
Is re-assessment
necessary?  Yes  No
Assessor’s Signature: Date:
Student’s Signature: Date:
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Final Assessment Summary & Feedback
Student’s Name: HANISH LALIT Student’s ID: SCSB16161
Assessor’s Name: SORIN BLAGA Date of
Completion:
Unit of Competency: BSBMGT616 Develop and implement strategic plans
Assessments
Student Results
Satisfactory Unsatisfactory Not Completed
1. Assessment 1   
2. Assessment 2   
3. Assessment 3   
Feedback to Student:
Result:  Competent  Not Competent
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Is re-assessment required:  Yes  No
Assessor’s Signature: Date:
Student’s Signature: Date:
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ASSESSMENT COVER SHEET
This Assessment Cover Sheet needs to be completed and attached to each assessment upon
submission. Ensure you tick the relevant assessment and sign after completing the entire
form.
Student’s Name: HANISH LALIT
Student’s ID: SCSB16161
Contact Number:
Email:
Assessor’s Name: SORIN BLAGA
Qualification: BSB61015 – Adv. Dip. Of Leadership and Management
Unit of Competency: BSBMGT616 Develop and implement strategic plans
Assessment:
☐ √ 1. Activities
☐ √ 2. Skills & Knowledge Activities
☐ √ 3. Major Activity
(RE-SUBMITTED AS PER TRAINER FEEDBACK)
Due Date:
All Assessments:
Week ending 8/05/2017
Re-submission extension granted by
A.M.
Date
Submitted: 30/05/2017
If your assessment is being submitted after the due date, please attach a copy of the written confirmation of
extension received from the Assessor.
Declaration: I have kept a copy of my assessment submission and have read and understood the
following information provided at the beginning of this assessment (please tick):
☐ General assessment information
☐ Submitting assessments
☐ Assessment results
☐ Plagiarism and referencing
I declare this assessment is my own work and where the work is of others, I have
fully referenced that material.
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HANISH 30/05/2017
Name (please print) Signature Date
Assessment Mapping
BSBINN601 - Lead and manage organizational change
Element Performance Criteria
Assessments
Activiti
es
Skills &
Knowledg
e Activity
Major
Activity
1. Confirm
organisation
vision and
mission
1.1. Check with stakeholders that
organisational vision and mission
are still held to be current and are
supported
1a 1 1
1.2. Make any changes or
refinements to vision or mission
statement as required
1a 1 1
1.3. Review or develop
organisational values to support the
vision and mission statement
1a 1 1
1.4. Gain support for strategic
planning process from all relevant
stakeholders
1a 3 2
2. Analyse
internal and
external
environment
2.1. Determine information
requirements and undertake or
commission research to deliver
relevant information
2a 3 3
2.2. Analyse political, economic, 2b 6 4
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Assessment Mapping
social, and technological
developments in a global context
2.3. Seek advice from appropriate
experts wherever necessary 2c 4 3
2.4. Identify and consider strengths
and weaknesses of existing and
potential competitors and allies
2d 1, 6, 7 4
2.5. Analyse organisation's
strengths, weaknesses, opportunities
and threats
2d 1, 6 4
2.6. Consider cooperative ventures
that are supported by risk and cost
benefit analyses, are consistent with
the organisational vision, mission
and values, and provide for due
diligence
2e 2 5
2.7. Check that analysis of internal
and external environment is
consistent with the perspectives of
other informed people
2f 1, 6 4
3. Write
strategic plan
3.1. Document relevant research
and background for inclusion in the
strategic plan
3a, 4b 3 6
3.2. Formulate strategic objectives
and strategies needed for the future 3a, 4b 3 7
3.3. Detail each strategy with an
assigned priority, a timeframe,
responsible parties and measurable
performance indicators
3a, 4b 4 8
3.4. Circulate strategic plan for
comment, support and endorsement 3a, 4b 3 8
4. Implement 4.1. Communicate strategic plan to 4a, 4b 1 9
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Assessment Mapping
strategic plan all relevant parties
4.2. Brief people with a specific
role in relation to strategies 4a, 4b 4 9
4.3. Use performance indicators to
monitor progress in implementing
plan
4a, 4b 1 10
4.4. Make necessary refinements to
plan 4a, 4b 1 9
4.5. Evaluate achievement of
objectives at agreed milestones 4a, 4b 4 11
4.6. Review effectiveness of plan
and consider methods for improving
strategic planning processes
4a, 4b 6 11
Performance
evidence
Evidence of the ability to:
Consult and communicate
effectively with relevant
stakeholders to:
o confirm or revise the
organisation’s mission,
vision and values
o validate findings of research
and analysis
o get input to and
endorsement of strategic
plans
o brief relevant parties about
the plan
1A-2D 1, 3, 4, 6, 7 1-4
Analyse organisation’s internal and
external environment to formulate
strategic plans including:
o background and research
2a – 2f
1-7 6 – 12
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Assessment Mapping
relevant to the plan
o legislation, regulations and
codes of practice, including
for intellectual property
o objectives, strategies and
priorities
o roles and responsibilities
o performance indicators
o timeframes
o consideration of co-
operative ventures
o cost-benefit and risk
analysis
Seek advice from appropriate
experts wherever necessary 2D 4 2
Monitor and evaluate the
implementation of the plan and
make refinements as appropriate
4A, 4B 1 19
Review effectiveness of planning
processes and identify opportunities
for improvement
4A, 4B 6 11
Knowledge
evidence
To complete the unit requirements safely and effectively, the individual
must:
Outline the legislation, regulations
and codes of practice relevant to the
organisation’s strategic plan
1a – 4b 1-7 1 – 11
Give examples of risks and risk
management strategies relevant to
strategic planning including:
o intellectual property rights
and responsibilities
3A-4B
1, 3, 4, 6 6-11
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Assessment Mapping
o other risks
Outline strategic planning
methodologies including political,
economic, social and technological
(PEST) analysis and strengths,
weaknesses, opportunities and
threats analysis (SWOT)
2b, 2d 1, 4, 6, 7, 4
Identify internal and external
sources of information relevant to
the organisation's market,
competitors, customer base, vision,
values and capabilities
2b, 2d 1, 4, 6, 7 4
Outline techniques for developing
organisational values
1A, 2D,
2E 1-3, 6 1, 4, 5
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