Discussion on Leadership Skills and Performance Management

Running Head: DISCUSSION ON LEADERSHIP SKILLS AND PERFORMANCE MANAGEMENT
Discussion on Leadership Skills and Performance Management
Name of the Student
Name of the University
Author note

1DISCUSSION ON LEADERSHIP SKILLS AND PERFORMANCE MANAGEMENT
Details of Assessment
Term and Year Time allowed 8 Weeks
Assessment No 1 Assessment Weighting 100%
Assessment Type Practical and Simulation Exercises (Individual In-Class Assessment)
Due Date Week 8 Room TBA
Details of Subject
Qualification BSB51915 Diploma of Leadership and Management
Subject Name Team Effectiveness
Details of Unit(s) of competency
Unit Code (s) and
Names
BSBWOR502 Lead and manage team effectiveness
Details of Student
Student Name
College Student ID
Student Declaration: I declare that the work
submitted is my own, and has not been
copied or plagiarised from any person or
source.
Signature: ___________________________
Date: _______/________/_______________
Details of Assessor
Assessor’s Name
Assessment Outcome
Results Competent Not Yet Competent Marks / 100
FEEDBACK TO STUDENT
Progressive feedback to students, identifying gaps in competency and comments on positive improvements:
______________________________________________________________________________________
______________________________________________________________________________________
______________________________________________________________________________________
______________________________________________________________________________________
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2DISCUSSION ON LEADERSHIP SKILLS AND PERFORMANCE MANAGEMENT
Student Declaration: I declare that I have been
assessed in this unit, and I have been advised of my
result. I am also aware of my right to appeal and the
reassessment procedure.
Signature: ____________________________
Date: ____/_____/_____
Assessor Declaration: I declare that I have
conducted a fair, valid, reliable and flexible
assessment with this student, and I have provided
appropriate feedback
Student did not attend the feedback session.
Feedback provided on assessment.
Signature: ____________________________
Date: ____/_____/_____
Purpose of the Assessment
The purpose of this assessment is to assess the student in the following
learning outcomes:
Competent
(C)
Not Yet
Competent
(NYC)
1.1 Consult team members to establish a common understanding of team
purpose, roles, responsibilities and accountabilities in accordance with
organisational goals, plans and objectives
1.2 Develop performance plans to establish expected outcomes, outputs, key
performance indicators (KPIs) and goals for work team
1.3 Support team members in meeting expected performance outcomes
2.1 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 take
responsibility for own work and assist others to undertake required roles and
responsibilities
2.3 Provide feedback to team members to encourage, value and reward
individual and team efforts and contributions
2.4 Develop processes to ensure that issues, concerns and problems identified
by team members are recognised and addressed
3.1 Encourage team members and individuals to participate in and to take
responsibility 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 others
and enhances the organisation’s image for all stakeholders
4.1 Establish and maintain open communication processes with all
stakeholders
4.2 Communicate information from line manager/management to the team
4.3 Communicate unresolved issues, concerns and problems raised by team
members and follow up with line manager/management and other relevant
stakeholders
4.4 Evaluate and take necessary corrective action regarding unresolved
issues, concerns and problems raised by internal or external stakeholders
Assessment/evidence gathering conditions
Each assessment component is recorded as either Competent (C) or Not Yet Competent (NYC). A student
can 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 each
assessment. A student who is assessed as NYC (Not Yet Competent) is eligible for re-assessment.
Resources required for this Assessment
 Computer with relevant software applications and access to internet
 Weekly eLearning notes relevant to the tasks/questions
Instructions for Students
Please read the following instructions carefully
 This assessment has to be completed In class At home
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3DISCUSSION ON LEADERSHIP SKILLS AND PERFORMANCE MANAGEMENT
 The 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 other
feedback 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 gaps
in knowledge. You will be given another opportunity to demonstrate your knowledge and skills to be
deemed competent for this unit of competency.
 If you are not sure about any aspects of this assessment, please ask for clarification from assessor.
 Please refer to the College re-assessment for more information (Student Handbook).
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4DISCUSSION ON LEADERSHIP SKILLS AND PERFORMANCE MANAGEMENT
Note: The organisational details used in this assessment have been sourced (and to some extent
paraphrased) from the organisation’s website and other relevant external sources. The information
used here is solely for educational purpose.
CASE STORY: BING LEE
Bing Lee is an Australian retailing company, a chain of superstores specialising in consumer
electronics, computer and telecommunication goods. Bing Lee is the largest privately held electrical
retail business in New South Wales with 41 stores (13 franchised) and a turnover of about $490
million. 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 classic
outside-the-square thinkers, and that's one part of the story of how it has created an enduring retail
brand. It all started when Lionel's grandfather Bing Lee and dad Ken purchased an electrical repair
business in Fairfield, in Sydney's southwest, in 1957.
"Bing and Ken saw a future in the electrical business, particularly with the release of television in
1956," Lionel Lee says. "That, plus they saw the ambitions of the waves of migrants, and that
suggested to them that the demand for electrical appliances would be strong for many years to
come." 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 in
Australia," Lionel Lee says. "As migrants themselves, both Bing and Ken understood how migrants
would want to improve their lifestyles and along the way take advantage of the many benefits of
household 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 to
Wollongong and west to Blacktown, Bing Lee moved with them. When Bing died in 1987, Ken Lee
became more expansionary.
"We began to open stores in places that were not necessarily migrant strongholds but more
mainstream," Lionel Lee says. "Between 1987 and 2007 we've opened more than 20 stores between
Canberra in the south and Port Macquarie in the north. With that expansion came a brand
development program taking us from our Chinese-Hong Kong roots to a mainstream brand with a
distinct Chinese flavour."
Start-up businesses that quickly achieve an impressive growth story have to have a competitive
advantage. So, what was Bing Lee's? "Its original competitive advantage was providing credit to
migrants who couldn't get finance through regular sources," Lionel Lee says. "
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5DISCUSSION ON LEADERSHIP SKILLS AND PERFORMANCE MANAGEMENT
Bing and Ken trusted the migrants. The migrants trusted them and that mutual trust was the core of
the business in the early days." While Bing Lee has reached the heights that a publicly listed vehicle
would be proud of, it remains a family business.
This could explain its success. "Essentially, the business has grown of itself over the years," Lionel
Lee says. "It's still a family business. We treat the business as a family. Our staffs are family. Our
customers are family. If you're not a part of the family, you're not really Bing Lee." Lionel's younger
brother 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 board
meeting with my father when I was 10 years old," he says. "It was during the school holidays. Mum
put me in a suit and tie, and when dad and I arrived, I was put under the board table and told to be
quiet, sit still and listen. I finished my HSC in 1983 on a Thursday, started with the business on Friday
and 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 for
many years. This means the operation sits on solid foundations, despite the death of its inspirational
co-founder.
While the retailer has carried the brands that sell themselves, a big part of this success story has
been the marketing of Bing Lee with only two advertising consultants in the business's history. "The
first was Wayne Bell, who took us into the 'Kung Fu man' territory with 'the best prices this side of
Hong Kong' punch line," Lionel Lee says. "In those days it was right for Bing Lee, using our Chinese
heritage and focusing almost entirely on price. It positioned us correctly within our then limited
geography, mainly migrant suburbs, and stockholding."
After Bing's death, as Ken Lee began to expand the business rapidly, the marketing as well as
advertising 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 Lee
says. "Third, we had to move away from straight price advertising and competition because price
alone could send you broke. And, fourth, we had to become more mainstream so that we can appeal
to all Australians." To do this they engaged Barry Anderson, head of Grey Advertising. "He's taken us
down the "best advice, best price' and 'everything's negotiable' routes," Lionel Lee says.”He's also
instilled family into the advertising, first with Ken and now with Yenda in Sydney and me rurally. "We
use the electronic medium to position and get us on shopping lists.”Press and catalogues are about
selling."
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 the
brand's development. And while the retailer has all the apparent professionalism of the big retail
names, the management team has always preferred a family approach, even when it comes to its
externally sourced marketing.
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