MANAGEMENT Assessment 13

Running head: MANAGEMENT
Management
Name of Student
Name of University
Author Note

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Table of Contents
Assessment 1..............................................................................................................................3
1. Strategic background..........................................................................................................3
2. Work plan objectives..........................................................................................................3
3. Key tasks............................................................................................................................5
4. Required resources.............................................................................................................6
5. Key stakeholders and the respective roles and responsibilities..........................................8
6. Key performance indicators...............................................................................................9
7. Work plan risks and mitigation strategy.............................................................................9
Assessment 2............................................................................................................................10
1. Consult about performance review requirements and schedule.......................................10
2. Confirm the role play........................................................................................................10
3. Confirm the deadline, codes and other requirements.......................................................10
4. Obtain performance review form.....................................................................................10
5. Review the completed work and KPI of the staff.............................................................13
6. Prepare a performance review session.............................................................................13
7. Meeting with the participant.............................................................................................15
8. Outline the process and purpose of performance review.................................................15
9. Conduct review and complete appraisal form..................................................................16
10. Provide a feedback.........................................................................................................18
11. Report on key performance issues..................................................................................18

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12. Provide strategies for the report.....................................................................................19
13. Provide a schedule for the next review...........................................................................19
Assessment 3............................................................................................................................20
Part 1: Interview...................................................................................................................20
1. Outline the summary of previous performance review....................................................20
2. Outline organisational expectations and KPI requirements.............................................20
3. Confirm staff career goals................................................................................................21
4. Discuss performance or skill gaps and issues...................................................................21
5. Outline consequence of poor performance.......................................................................21
6. Propose a training or development plan based on the issue.............................................22
7. Agree on the remedies......................................................................................................22
Part-2: Performance management plan................................................................................23
1. Employee details..............................................................................................................23
2. Performance improvement objectives..............................................................................23
3. KPI....................................................................................................................................24
4. Required outcomes...........................................................................................................24
5. Key strategies...................................................................................................................24
6. Organisational support......................................................................................................25
7. Sample training plan.........................................................................................................25
8. Responsibilities.................................................................................................................26
9. Consequences...................................................................................................................26

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10. Legislative, WHS and organisational requirements.......................................................26
11. Next review....................................................................................................................27
Bibliography.............................................................................................................................28

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Assessment 1
1. Strategic background
The main aim of Wine Australia is to expand in the market and ensure that it can
grow and develop to be the best wine company in the country. The strategic background of
the company is that it regulates the import and export of wine from the country so that the
country as well as the company can be enriched with the rich taste of wine. In this regard it
can be said that Wine Australia takes into account the boundaries in which it wants to sell its
product. The development of the three departments of the company can help in the
development of the export factors related with the wine. At the same time, developing a
partnership with wine sector bodies can help in the development of research about the type of
customers that can be targeted both within the country as well as outside the country.
2. Work plan objectives
Objective 1
Specific To become the greatest wine exporter company in Australia
Measureable The objective can be measurable by the responses received from the local
people about the quality of the wine
Achievable It can be achieved by taking into consideration factors such as rules and
regulations related to the export of wine in the country and abroad
Realistic This is a realistic objective as it can has been achieved by various companies
across the world
Timeline The required for achieving the objective can be about 1 year

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Objective 2
Specific To increase the competitiveness within the industry
Measureable This can be measured by identifying the rival companies and the strategies
that are adopted by the companies
Achievable It can be achieved by understanding the factors both internal and external that
affect the expansion or development of business over the rivals
Realistic It can be realistic as it can help in the development of popularity within the
sector
Timeline Analysing the competitors require at least 6 months
Objective 3
Specific To develop strong partnership with investors
Measureable It can be measured by the support received from the stakeholders about
expansion and development of the business
Achievable It can be achieved by understanding the competitiveness within the industry
and the best investment that can be made
Realistic It is realistic as support from the investors can help in the increase in the
financial capacity
Timeline The timeline required is about 7 months
Table 1: SMART objective
(Source: Created by author)

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3. Key tasks
Task number Type of task Description of task Responsible
person
Deadline
1. Main task Create
opportunities
for expansion
1.1 Subtask 1 Analyse
external
environment
Conduct analysis of
the factors such as
political and
economical
Marketing manager Within 3 months
1.2 Subtask 2 Analyse
competence
Conduct an analysis
of the strengths and
weakness of the
employees
HR manager Within 3 months
1.3 Subtask 3 Understand the
competitors
Conduct an analysis
of the strengths of
the competitors
HR manager Within 2 months
2. Main task Export of wine
2.1 Subtask 1 Understand
rules and
regulations
Conduct an analysis
of the rules and
regulations that
exist against
exporting locally as
well as with the
General manager Within 2 months

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destination country
2.2 Subtask 2 Develop
political and
business ties
Ensure that
business ties are
maintained with
countries that have
good political
connection with
Australia
Business
development
manager
Within 2 months
2.3 Subtask 3 Understand the
competition
Analyse the
strength of the
competition in
exporting wine
Marketing manager Within 1 months
Table 2: Work breakdown structure
(Source: Created by author)
4. Required resources
Task number Type of task Required resources
1. Main task Create opportunities
for expansion
1.1 Subtask 1 Analyse external
environment
Competent employees
that have the capability to
gain information about
the changes in the
external environment

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1.2 Subtask 2 Analyse competence Performance appraisal
forms to evaluate the
strengths of the
employees
1.3 Subtask 3 Understand the
competitors
Competitive analysis
strategies and employees
that can gain information
from competition
2. Main task Export of wine
2.1 Subtask 1 Understand rules and
regulations
Remain aware of the laws
by having strong political
ties or by indulging with
corporate lawyers
2.2 Subtask 2 Develop political and
business ties
Strong hold of the
Government as well as
partnership with
complementary industries
2.3 Subtask 3 Understand the
competition
Develop employees that
can predict the strength of
the competitors
Table 3: Resources required
(Source: Created by author)

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5. Key stakeholders and the respective roles and responsibilities
Key stakeholders Roles Responsibilities
Investors Provide an infusion of cash Ensure that Wine Australia
have enough cash to manage
its resources and continue
with the aim of development
and expansion of the
company
Employees To provide working support for the
development of strategies
Ensure that rules and
regulations of the company
are followed and the
objective set by the company
be met
Customers Purchase the product and invest in
maintaining loyalty over the company
Provide feedback about the
quality of the product so that
improvements can be made.
Purchase the wine if the
quality is good
Government Provide support in terms of the business
activities taken
Provide certificates and legal
documents so that exporting
of the wine can take place.
Ensure proper political ties
are maintained with other

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countries
Table 4: Stakeholder analysis
(Source: Created by author)
6. Key performance indicators
The key performance indicator that can be identified for Wine Australia is the ability
of the company to restore customer value. This is mainly by the fact that the company aims
an expansion and export of the wines after conducting a proper research. This indicates the
care of the customer satisfaction that is aimed at by the organisation. At the same time,
revenue in terms of gaining financial support from the investors and increasing the ROI of the
company can be considered as another KPI for the company. Hence, inbound marketing ROI
is another KPI for Wine Australia.
7. Work plan risks and mitigation strategy
Despite the set of strategies, indentifying KPIs and gaining support from the
stakeholders, Wine Australia can be faced with risks in the business. One such risk that can
be faced is based on the development of project. The concerned project of the company is its
export. The quality and quantity of the wines exported can be considered as risk factor as
during export, shipments may be damaged due to natural causes. Hence, the mitigation
strategy that need to be adopted in this case is the fact that continuous monitoring of the
shipment need to be maintained with emphasis on the packaging of the wine bottles.
Another risk that can be considered by the company is of the investment of the
research on a particular country. As pointed out by Noe et al. (2017) political ties with a
country may be bitter by the time export takes place. Hence, the mitigation strategy is to
ensure that the Government of both countries provide quick consensus in terms of conducting
business ties for the development of the economy of both the countries.

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Assessment 2
1. Consult about performance review requirements and schedule
The performance review requirements of the employees working in Wine Australia
require the development of the capabilities and potential based on certain abstract as well as
performance factors. These factors are provided in the performance appraisal form that
defines the characteristics required by an employee to succeed. The scheduled performance
review of the employees is made at the end of February with the feedback being provided two
days later. The requirement is to analyse the capabilities of the employees so that expansion
into the international market can take place.
2. Confirm the role play
The role play will be done by the assessor that will act as the HR Manager while the
group members will be the employees supposedly working at Wine Australia and trying to
understand the strategies that can be implemented.
3. Confirm the deadline, codes and other requirements
The deadline that needs to be met for conducting the performance appraisal is within
the end of February. The code that needs to be followed includes ethical considerations
wherein no biasness against any of the members of the team will be maintained or
entertained. Other requirements include gaining accessibility about the performance of the
employees in the past year.
4. Obtain performance review form
EMPLOYEE
NAME
DEPARTMENT
EMPLOYEE
ID
REVIEWER
NAME

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POSITION
HELD
REVIEWER
TITLE
LAST REVIEW DATE TODAY'S DATE
CHARACTERISTICS
QUALITY UNSATISFACTORY SATISFACTORY GOOD EXCELLENT
Works to Full Potential
Quality of Work
Work Consistency
Communication
Independent Work
Takes Initiative
Group Work
Productivity
Creativity
Honesty
Integrity
Co-worker Relations
Client Relations
Technical Skills
Dependability

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Punctuality
Attendance
GOALS
ACHIEVED GOALS SET IN PREVIOUS REVIEW?
GOALS FOR NEXT REVIEW PERIOD
PERFORMANCE ISSUES
DEVELOPMENT NEED AND SOLUTION
INDICATIVE
COST
TIMELINE
EMPLOYEE
SIGNATURE
REVIEWER SIGNATURE
Table 5: Performance review form
(Source: Created by author)
5. Review the completed work and KPI of the staff
The KPI of the staff and the completed can be reviewed by the performance of the
members and the responses received from the customers. For example, the manner in which
Wine Australia can expand in the international market is based on the responses received

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from the customers in the market. According to Van Dooren, Bouckaert and Halligan (2015),
the KPI of the staff need to be based on the performance appraisal result.
The satisfactory characteristics of the employees can determine the success of the
completed work and the development of the competence of the members. At the same time,
the manner in which investors assist Wine Australia with the financial capabilities speaks
about the opportunities that are developed and the manner in which the staffs of the
organisation can continue to develop in the competitive business market.
6. Prepare a performance review session
Activities Description
Schedule the meeting a few days in advance Scheduling a meeting at an earlier date can
help in the development of the employees
about the type of appearance that they need
to have and the responses that can be
provided
Select a meeting place A meeting place, usually within the
organisation, such as the meeting room is
selected for conducting the meeting
Avoid discussion of issues Issues related to personal concerns or
motivation of employees needs to be avoided.
Instead it is better to talk about the behaviour
and consequences of the behaviours
Provide employees with discussing
opportunities
Ensure that the employees are given enough
time to present their viewpoint about the

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behaviour undertaken
Establish the purpose of the meeting Ensure that the purpose of the meeting is
communicated well within the employees
Review the results Review the results obtained from the
appraisal to understand the capability of the
employee
Review performance data against
Performance and goals
Compare the results with the set goals that
has been provided to the employees
Discuss causes of success and issues Ask employees about the reasons behind the
success that has been achieved or enquire
about difficulties that are faced while
working in the organisation
Agree on actions required to be taken Ensure that both parties reach an agreement
about the review ratings that need to be
provided
Summarise the discussion Provide a proper conclusion of the review by
dropping hints about the overall feedback
that may be expected by the employees
Table 6: Performance review session
(Source: Created by author)
7. Meeting with the participant
A meeting can be called that provides the employees with an opportunity to
understand the purpose and importance of performance appraisal. The meeting need to be

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conducted within the premises of the organisation so that employees do not have to travel to
distances for the meeting. The meeting need to be done in a strict professional manner which
discusses the performance of the employees and provide guidance about the future
expectations from the employees.
8. Outline the process and purpose of performance review
According to Buckingham and Goodall (2015), the primary purpose of performance
review is to promote the communication process and provide useful feedback about the job
performance of the employees. This can help the employees to understand the strengths and
weakness so that professional development takes place within the sector. As stated by Ahmed
et al. (2016) the feedback provided helps employees about gaining important information
about the work performance.
The process associated with the performance review includes:
 Planning for the review based on the performances done by the employees
 Understand the values of the organisation
 Align the goals of the individuals with that of the expectations of the organisations
 Ensure that proper and simple appraisal form is provided so that employees can
understand
 Conduct meeting of the employees
 Provide employees with feedback by analysing the results obtained
 Communicate with the employees
 Summarise the meeting
9. Conduct review and complete appraisal form
EMPLOYEE ABC DEPARTMENT XYZ

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NAME
EMPLOYEE
ID
123 REVIEWER
NAME
ABCD
POSITION
HELD
Marketing executive REVIEWER
TITLE
EFGH
LAST REVIEW DATE 28th February 2019 TODAY'S DATE 2nd March 2019
CHARACTERISTICS
QUALITY UNSATISFACTORY SATISFACTORY GOOD EXCELLENT
Works to Full Potential 
Quality of Work 
Work Consistency
Communication 
Independent Work 
Takes Initiative 
Group Work 
Productivity 
Creativity
Honesty 
Integrity 
Co-worker Relations 

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Client Relations 
Technical Skills 
Dependability 
Punctuality 
Attendance 
GOALS: Ensure proper expansion and export of the business so that aim of the company can be
achieved
ACHIEVED GOALS SET IN PREVIOUS REVIEW?
Yes
GOALS FOR NEXT REVIEW PERIOD
Make the wine company a global success by exporting it in every country across the world
PERFORMANCE ISSUES: Need to be punctual so that productivity can increase by taking extra
initiative for the development of the business
DEVELOPMENT NEED AND SOLUTION: Need to work on areas such as maintaining the
attendance, improving on group work and remaining honest while maintaining co relation with workers
INDICATIVE
COST
$1,000 TIMELINE 5 days
EMPLOYEE
SIGNATURE
ABC REVIEWER SIGNATURE ABCD
Table 7: Completed performance review form

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(Source: Created by author)
10. Provide a feedback
Feedback of the staff needs to be provided based on the performance of the
employees. The performance review form and the result of the employees can help in
providing the feedback to the employees. An example can be provided by taking into
consideration the performance review form of employee ABC. The form shows that the
employee has below expectation result in terms of being punctuality. This can be provided as
a feedback after the analysis as the lack of punctuality can hinder the productivity. This is
also evidenced from the performance review plan. At the same time, ABC can take extra
initiative so that he can guide other employees and indulge in areas out of his expertise to
gain experience.
11. Report on key performance issues
The key performance issue that are faced by the concerned employee lies in the fact
that he is unable to reach the office on time. This can act as a major hindrance as loss of time
can deplete the productivity of Wine Australia. At the same time, the concerned employee
needs to be better in terms of taking extra initiative such as guiding junior members or
working out of the comfort zone. This can help him to gain experience and ensure that
development of the organisation is maintained. At the same time, it is also necessary that the
employee to improve productivity so that export of wine can be best both in terms of quality
as well as quantity.
12. Provide strategies for the report
Based on the analysis, strategies related to training, developing and monitoring of
employee ABC can be made. The strategies that can be adopted are that extra responsibility
that requires an early access to work can be provided so that the punctuality of the employee

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can be restored. For example, the manager of Wine Australia, can provide early morning
delivery dates that compels ABC to reach office without being late. This can help in
increasing the productivity mainly because the person concerned can start working at an early
time. Monitoring of the performance can be done based on the results of the productivity and
the access time that is recorded by the employee.
13. Provide a schedule for the next review
Activities
Set a date for the next review
Develop the form
Set up questions
Monitor progress of the employees daily
Gain constant feedback from fellow
colleagues
Ensure that challenging as well as simpler
targets are provided
Table 8: Schedule for next reviews
(Source: Created by author)

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Assessment 3
Part 1: Interview
1. Outline the summary of previous performance review
The feedback of the previous performance review was sent on 2nd March 2019 after
the process had been completed on 28th February 2019. The review was done on employee
ABC and the results show that he has received positive and excellent feedback from the
reviewer. However, on an overall basis the review can be considered as good for him mainly
because of certain issues that were identified. One such issue is the fact that ABC lacked
punctuality which played a major role in hindering the productivity of the employee. At the
same time, ABC lacked the motivation to take initiative that concerned extra work for Wine
Australia.
Hence, this is another negative feedback that can be considered as comparatively low
for the employee. Apart from this, other characteristics such as honesty, creativity, technical
skills and relation with co-workers can be considered in the range of excellent and good for
the employee. Therefore, apart from the issues mentioned, ABC have a received an effective
result in the performance appraisal.
2. Outline organisational expectations and KPI requirements
From the analysis it can be said that ABC have motivational issue in terms of setting
up performance goals and providing provision of performance assistance and feedback. The
organisational expectation is that every employee needs to comply with the objectives of the
organisation. The KPI requirements of Wine Australia are to ensure that financial support is
gained so that expansion of the company in terms of exporting can take place. Hence, it can
be said that the employee need to keep both the factors in mind and remain motivated in the
organisation.

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3. Confirm staff career goals
As pointed out by Mone and London (2018) every employee aspires to develop a
proper career by accomplishing certain objectives such as promotion or recognition. In the
case of the employees of Wine Australia similar career goals can be related. For ABC, the
career goal is to get promoted to a marketing manager so that he can use his skills to access
the external environment of the countries. At the same time, ongoing development in the
form of trying to remain aware of the colleagues and helping them need to be considered by
the employee.
4. Discuss performance or skill gaps and issues
As per the review of the performance appraisal form, the performance or skill of the
employee is rated as high. However, gaps remain in terms of other issues that are suffered
such as lack of punctuality. Issues in the form of reduced productivity due to lack of
commitment can be considered as one of the gaps that are identified in the performance
review. Hence, proper training and development of the employee need to take place so that
Wine Australia can continue to remain in pursuit of achieving their dreams.
5. Outline consequence of poor performance
The consequence of poor performance can result in the termination of the employee.
This is mainly because the employee has been doing the activity on a regular basis in the past
year. A termination letter needs to be provided to the employee with the subject matter of
violating organisational rules.
The sample of the letter includes:
ADDRESS
Subject: Termination due to negligence of organisational rules and objectives

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Dear ABC
This letter confirms the discussion we had today about your employment at Wine Australia. I
regret to inform you that your time with the company is terminated with immediate effect.
The reason for termination is due to the fact that for the past year you have been frequently
late at office and your productivity has not been up to the standards expected.
You will receive the due payment once you have signed and returned all belongings provided
to confirm your identity as a member of the organisation.
You are to keep contact with the company so that we can guide you about the methods that
you need to follow to claim your rightful salary
Please feel free to approach us in case of guidance required during the transition
Regards
6. Propose a training or development plan based on the issue
Training and development plan based on the issue can be to provide extra initiative to
the employee so that he can maintain the discipline within the organisation. Training can be
provided based on the extra initiative taken so that the employee can understand the effort
required for mitigating the issue.
7. Agree on the remedies
An agreement can be reached with the manager based on the training so that
development of the employee can be provided. On-going review and professional
development in the form of maintaining organisational ethics and discipline can be agreed
upon by providing extra initiatives to the employee.

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Part-2: Performance management plan
1. Employee details
The details of the employee provide an understanding of the position in which he
works at the organisation and the department that he is associated with. The immediate
manager and important dates such as joining date is included to get more specific detail of the
employees. These details are important for the development of an organisation as during the
time of appraisal such details can be used to identify the performance of the employee
concerned. An example includes:
Employee
name
Employee
code
Position Department Immediate
manager
Joining date
ABC 123 Marketing
executive
Marketing Marketing
Manager
1st February
2018
Table 9: Employee detail
(Source: Created by author)
2. Performance improvement objectives
Performance improvement objectives include the efforts undertaken in order to
enhance the current performance level of an employee. In the case of Wine Australia, the
employee ABC can include objectives such as to log in at the organisation on time so that
more effort can be put in enhancing the quality of the product. At the same time, objective
based on taking initiative need to be taken so that more involvement can be gained in terms
of working as a team. This can help ABC to continue with the development of his expertise in
the organisation.

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3. KPI
The KPI include the Key Performance Indicators based on which the performance of
the employees can be measured and settled. In the case of Wine Australia, the KPI is mainly
based on the expansion of the market as well as maintaining the ROI so that financial
assistance from the investors is used in a proper manner. As stated by Gerrish (2016)
development of KPI helps in enhancing the performance level of the employees and ensures
that objectives related to the organisation are maintained. Thus, the KPIs are important for the
growth of the organisations.
4. Required outcomes
Required outcomes include the expectations of the organisations. Wine Australia
requires full potential of the employees so that they can perform their best and ensure that the
objective based on the expansion and exporting of the wine can be achieved. These outcomes
need to be conveyed to the employees during the training method so that they can continue to
enhance the working of the organisation. According to Arnaboldi, Lapsley and Steccolini
(2015) performance of the employees need to be based on the required outcomes and the
manner in which it has been achieved.
5. Key strategies
The key strategies that need to be taken into account for the development and
improvement of the employees include providing them with additional responsibilities so that
the burden of work remains on the people. This can help the people to continue with the
development of the activities and form critical objectives to provide experience to the
employees. Other key strategies that need to be considered include providing a proper and
indicative job role so that every employee understands the expectations from them. This can
help in making the work easier for the trainers to help in the development of the employees.

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6. Organisational support
The organisational support includes the organisational structure based on which every
employee can understand the immediate supervisors. It has already been seen that Wine
Australia has three broad departments that work together to form the objectives and strategies
of the organisation. This can help in stabilising the support for the employees so that they can
continue to perform well for the organisation.
7. Sample training plan
Training to
be provided
Employe
e name
Departme
nt
Objective
of the
training
KPI to
be
achieve
d
Cost of
trainin
g
Responsibiliti
es derived
Time
require
d
Take various
responsibiliti
es such as
managing the
finance of the
organisation
required for
the
development
of marketing
activities
ABC Marketing To ensure
that the
employee
have
knowledge
beyond his
speciality
so that
assistance
can be
provided
to different
departmen
ts at the
Ensure
financia
l
strength
of Wine
Australi
a
increase
s
Cost of
training
may
amount
to
$20,00
0
Guiding new
employees
about finances,
undertaking
the role of
financial
supervisor,
advising on
formulating
budget of the
company
Time
required
can be 2
months

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hour of
need
Table 10: Training plan
(Source: Created by author)
8. Responsibilities
The responsibilities of each of the employee need to be provided for continuing with
the development of the organisation. For example, Wine Australia need to list the
responsibilities based on the expectations of the employees. It is necessary that the employees
are made well aware of the responsibilities so that failure in any form is not entertained.
Along with this, extra responsibilities in the form of guiding the junior employees can be
provided so that every employee can develop the potential to become the best in the
organisation. This can also help Wine Australia to continue with the export of quality wine
outside the country.
9. Consequences
The consequences of failing to meet the standards of the organisation as well as
failure to comply with the rules and regulations set can lead to consequence for the
employees. For example, employees can be warned about the failure in productivity initially
and sent to training for improvement. If no improvement is seen termination of the contract of
the employee can be done to maintain the reputation of the organisation.
10. Legislative, WHS and organisational requirements
The legislative policies related to the code of conduct in terms of employment, wages
provided and health and safety of the employees need to be maintained. Wine Australia also
needs to comply by the rules in terms of indulging in trade activities with other countries so
that political and business ties can be maintained. Legislations and rules such as Fair Work

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Act 2009, Work Health and Safety Act 2011 and Free Trade Agreement Act need to be
maintained by the companies (Arnaboldi, Lapsley and Steccolini 2015).
11. Next review
The next review needs to take place the following year. During the next review,
performance appraisal results of the previous year need to be taken into consideration so that
comparison can be made between the two years to spot the growth of the employees.

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