BSBMGT605 Provide Leadership Across the Organisation - Incident Report and Risk Analysis

This assessment task involves an incident report and risk analysis for WHS management system responsibilities. The report includes details of the incident, corrective actions, witnesses, injury report, risk assessment, and risk mitigation strategies. The budget and communication plan for implementation are also discussed. The team roles and responsibilities document is provided for the CEO, CFO, Operations General Manager, Human Resource Manager, and Managers of Residential, Commercial, and Investment Realty. The team budget workshop notes are also included.

Running head: PROVIDE LEADERSHIP ACROSS THE ORGANISATION
BSBMGT605 Provide leadership across the organisation
Name of the Student:
Name of the University:

1PROVIDE LEADERSHIP ACROSS THE ORGANISATION
Assessment Task 1:
1. Incident report, risk analysis and updated risk register
Incident report
1. DETAILS OF PERSON MAKING REPORT
Name: Kim Sweeney
Position: Operations General Manager
Job Title: Responsible for day-to-day running of Max Lionel Reality (MLR)
2. DETAILS OF INCIDENT
Date: 8th August, 2012
Time: 10 am
Location: Commercial office of Max Lionel Realty
Describe what happened and how:
A WHS incident had occurred where last Wednesday, a client was running late
decided to leave throughout emergency exit and falling and breaking her wrist. She
then called for help and one of the agents heard it and managed to open the exit
door which was blocked with boxes. The client was then taken to Royal Women’s
Hospital by ambulance and there threatened to sue MLR for injuries, loss of income
and mental trauma. Those incidents were occurred because of failed to undertake
WHS management system responsibilities which are occurred.
SUGGEST CORRECTIVE ACTIONS
The organization should implement of WHS management system which would
undertake of investigating the WHS incidents, completion of incident report,
performing the risk assessment and updating the risk register.
3. DETAILS OF WITNESSES
Name: John Smith Job title: Agent
Name: Les Goodale Job title: HR Manager
Name: Searle Gomes Job title: Agent
Sign: Kim Sweeney Date: Please insert

2PROVIDE LEADERSHIP ACROSS THE ORGANISATION
Injury report
Status:  Employee  Contractor   Other
Outcome:  Near miss   Injury
1. DETAILS OF INJURED PERSON
Name: Kamela Gomes Phone: (H) ____ (W)
Address: Louden Street, Australia
Sex: Female
Date of birth: 18/09/1983
Job Title: Manages property sales and rentals
Start time: 10 am
Work arrangement:   Casual  Full-time Part-time  Other
2. DETAILS OF INCIDENT
Date: 8th august, 2012 Time: 10 am
Location: Commercial office of Max Lionel Realty
Describe what happened and how:
A WHS incident had occurred where last Wednesday, a client was running late
decided to leave throughout emergency exit and falling and breaking her wrist. She
then called for help and one of the agents heard it and managed to open the exit
door which was blocked with boxes. The client was then taken to Royal Women’s
Hospital by ambulance and there threatened to sue MLR for injuries, loss of income
and mental trauma. Those incidents were occurred because of failed to undertake
WHS management system responsibilities which are occurred.
3. DETAILS OF WITNESSES
Name: John Smith Phone: (H) ________ (W)__________________
Address: Capilano street, Australia
4. DETAILS OF INJURY
Nature of injury: Spain
Cause of injury: Fall
Location on body: Left forearm

3PROVIDE LEADERSHIP ACROSS THE ORGANISATION
5. TREATMENT ADMINISTERED
First aid given  Yes
First aider name: Kimmy Babbar
Treatment: Taken to hospital
Referred to: Royal Women’s Hospital
SECTIONS 6–9 MUST BE COMPLETED BY EMPLOYER
6. DID THE INJURED PERSON STOP WORK?
 Yes  No If yes, state date: 19th August, 2012
Time: At shift timing
Outcome:
  Treated by doctor
  Hospitalised  Workers compensation claim
 Returned to normal work
 Alternative duties  Rehabilitation
7. INCIDENT INVESTIGATION (comments to include causal factors):
The incident was investigated by HR Manager and one of the agent noticed a
strange odour and an oily substance on the stairwell which was the cause of falling
of client in the staircase.
8. RISK ASSESSMENT
Likelihood of recurrence: Probable
Severity of outcome: Significant
Level of risk: High
9. ACTIONS TO PREVENT RECURRENCE
Action By whom By when Date completed
Review of office
equipment’s and
monitoring of IT
security
HR Manager Within 10 days 18th August, 2012

4PROVIDE LEADERSHIP ACROSS THE ORGANISATION
10. ACTIONS COMPLETED
Signed (Manager): Les Goodale
Title: Responsible for productive capacity and welfare for people at MLR
Date: 18th August, 2012
 Feedback to person involved Date: 8th August, 2012
11. REVIEW COMMENTS
WHS committee / staff meeting: __________________________________________
Reviewed by site Manager (signed):_______________________ Date:___________
Reviewed by Health & Safety Rep.(signed):_________________ Date:___________
Risk assessment form
Details
Name: Kim Sweeney
Position: Operations General Manager
Risk details
Risk ID: R10
Raised by: HR Manager
Date raised: 9th August, 2012
Description of risk:
There are operational risks into MLR due to the company’s operations are not
properly managed. It provides impact on brand reputation of the company and its
profit.
Likelihood of risk:
Medium
Impact of risk:
Medium

5PROVIDE LEADERSHIP ACROSS THE ORGANISATION
Risk mitigation
Preventative actions recommended:
The organization should implement of WHS management system which would
undertake of investigating the WHS incidents, completion of incident report,
performing the risk assessment and updating the risk register.
Contingency actions recommended:
Implementation of WBS should reduce the impact of the operational risks into the
organization.
Approval details
Supporting documentation:
Risk management plan
Signature: Les Goodale, Human Resources Manager
Date: 18/8/2012
Risk register
This template is used to record identified risks associated with your project, analyse the
impact and determine resultant action to be taken.
Risk
Likeliho
od
(H/M/L)
Impact
(H/M/L)
Risk response
(contingency
strategies)
Responsibl
e
Failure to recruit
qualified real
estate agents due
to increased
competition.
Medium High
All office equipment
reviewed and
updated as required.
Operations
General
Manager
Failure to realise
revenue gains due
to recent slump in
real estate prices.
High High
Monitor of IT
security and
maintenance.
Operations
General
Manager

6PROVIDE LEADERSHIP ACROSS THE ORGANISATION
Inadequate
insurance cover.
Low High Proper insurances
are held and
coverage reviewed
annually.
Operations
General
Manager
Non-compliance
on anti-
discrimination.
Medium High Managers are
encouraged and
incentivised to
follow of
performance
management policy.
Operations
General
Manager
Perception of
discriminatory
practice reducing
client and tenant
base.
Medium High The employee
performance plans
align with the
business plan and
there is six monthly
review process into
place.
Operations
General
Manager
Poor
organisational
culture; low level
of staff
engagement and
morale.
Medium Medium Project to raise
awareness of anti-
discrimination,
WHS and other
legislation/codes of
conduct among
agents, clients,
tenants
Operations
General
Manager
Loss of knowledge
and capability
through departing
staff.
Low High Appropriate HR
policies and
procedures in place.
Operations
General
Manager
Failure to meet
occupational
health and safety
requirements.
Low High
WHS management
system in place.
Operations
General
Manager

7PROVIDE LEADERSHIP ACROSS THE ORGANISATION
Assessment Task 2:
1. Action plan for implementation, budget and communication plan
Action/implementation plan
Item Milestone date Responsibility
Engage with customers/build ethical
profile:
● Raise organisational profile by 20%
● Improve client satisfaction performance
by 25%.
18/8/2012 Operations General
Manager
Increase revenues by 20% within the
third quarter.
27/8/2012 Operations General
Manager
Reduce direct and indirect costs of
operations by 10%.
30/8/2012 Operations General
Manager
Engage workers with strategic goals of
business and support professional
development in line with strategic
goals. (Targets to be set by individual
managers.)
9/9/2012 Operations General
Manager
Improve health of employees (range of
specific areas).
16/9/2012 Operations General
Manager
Budget
Project Name:
Income Incl. GST Excl. GST
Developer/writer $120/hr
Advertising and promotions consultant $150/hr

8PROVIDE LEADERSHIP ACROSS THE ORGANISATION
Quality assurance person/editor $120/hr
WHS trainer/facilitator $120/hr
Anti-discrimination trainer/facilitator $120/hr
Mary Stewart (WHS consultant) $150/hr
John Ng (CPA) $150/hr
Pat Lee (Lawyer: anti-discrimination expert) $150/hr
Off-site training room (catered ) with space for ten
people
$400/hr
Promotions package: email, social media, trade
magazine placements, local newspaper copy.
$4000
Subtotal $ 5480
Contingency (+10%)
TOTAL $5480
Signature: ________________________________________ Date:
_____/_____/______
Communication plan
What Who Purpose When/frequency Type/methods
Project
stakeholde
r meeting
All the
project team
members
Collecting of
information
about the
project work
In weekly basis Meeting
Project
initiation
plan
All the
project team
members
Distribution of
information
about project
goals and
objectives
Before staring
the project plan
Email
Project
kick-off
All the
project team
members
Encourage of
communication
among the
project
stakeholders
Near to project
start date
Meeting.

9PROVIDE LEADERSHIP ACROSS THE ORGANISATION
What Who Purpose When/frequency Type/methods
Status
reports
All the
project team
members and
project leader
Update the
project
stakeholders
related to
project
progress status
Schedule the
project work
regularly
Email and
presentation
Team
meetings
All the
project team
members
Review of
detailed project
plan
Weekly basis Meeting:
detailed plan.
Sponsor
meetings
Project
Manager and
Project
Sponsor
Taking
approval to
make changes
into the project
plan
Regular
scheduled
Meeting.
Assessment Task 3:
1. Team roles and responsibilities document
Roles and responsibilities
Role Name/s Responsibilities Signature/s
(if required)
CEO Max
Lionel
Max is responsible to work with the Board of Directors
for overseeing the business, setting of entire business
strategic directions along with managing of project
operational risks. Max also authorizes the financial
transactions.
Max Lionel
Chief
Financial
Officer
Riz
Mehra
Riz is responsible to prepare of quarterly financial
statements and entire project budget. The person is also
responsible to oversee the budget and cost of projects. He
also views budget variation reports and incorporates of
information related to financial statements and also
financial projections.
Riz Mehra
Operatio
ns
General
Manager
Kim
Sweene
y
Kim is responsible for daily running of business
operations. The person also oversees coordination and
structural preparations related to residential, commercial
and investments centres. They are also responsible for
sponsoring of projects that can affect operations of
organization and coordinate systems to achieve of
company’s strategies.
Kim
Sweeney

10PROVIDE LEADERSHIP ACROSS THE ORGANISATION
Human
Resource
Manager
Les
Goodal
e
Les is responsible for productive capacity and also
welfare of the people at the company. The person is
required to make sure about aspects related to WHS
management system, risk assessment and continuous
improvement.
Les Goodale
Manager
Residenti
al Realty
Sam
Lee
Sam is responsible for managing aspects related to
residential reality, manages activities related to residential
agents.
Sam Lee
Manager
Commer
cial
Realty
Pat
Misfud
Pat is responsible for managing aspects related to
commercial reality, manages activities related to
commercial agents.
Pat Misfud
Manager
Investme
nts
Peter
Mitchel
l
Peter is responsible for managing aspects related to
investment reality, manages activities related to
investment agents. Peter also works with operational
manager to make sure about separation of investments
from obligations to the residential besides commercial
clients.
Peter
Mitchell
Team budget ‘workshop notes
Project Name: WHS Incident Investigation
Income Incl. GST Excl. GST
Managers (8 hours) $120/hr
Total income $960
Expense Incl. GST Excl. GST
Training rooms (3 hours) $100/hr
Paper (20 sheets) $0.50/sheet
Projector (10 days) $100/day
Subtotal $ 1360
Contingency (+10%)
TOTAL $2320
Signature: Chief Financial Officer Date: 12/9/2012

Assessment Task 4:
Plan professional activities in PD plan and perform three activities
Professional development plan
Name Kim Sweeney
Date of
development
17/10/2012 Date to be reviewed 27/10/2012
 Discussed with mentor/colleague
Name:
 Discussed with manager
Name:
Goals
Timeframe My personal goals are: My professional goals are:
Next 12 months Raising the organizational profile by 20% Improvement of client satisfaction level by 25%
Next 5 years Improvement of health of the employees Engagement of the workers with the organizational
strategic goals and business development goals

Strengths and Weaknesses
Timeframe Personal Professional
I have communicational and interpersonal skills to
work into the project.
Coordinate with my friends and
family members
Coordinate with other team members
Strengths
I have experience to work with a group of team
members so that I can able to collaborate with
others.
Skills to work into incident
investigation project
Skills to work into incident investigation
project
Gaps/barriers/obstacles and solutions
I have gaps into the project management skills.
I have lack of knowledge to
schedule any work
Lack of schedule management and budget
management skills so that face difficulty
to meet the project deadline

Professional Development and Networking Activities
Identified gap Development
activity
Details (provider,
location, etc.)
Objective of development/
networking activity Timeframe Cost
1. Lack of project
management skills
Project
management
activities
Project
management
provider
Gaining of knowledge on the use
of project management tools and
techniques
2 months $ 100
2. Lack of
knowledge
on WHS
legislation
WHS legislation Operation manager Gaining of knowledge related to
WHS system
1 month $ 80
3. Loss of
knowledge
and
capability
through
departing
staff.
WHS legislation Operation manager Gaining of more knowledge to
investigate of WHS incidents
1 month $ 70
4. Failure to
meet
occupational
health and
safety
requirements
.
Occupational
health and safety
system
Operation manager Gaining of knowledge related to
Occupational health and safety
system
1 month $150

Third party report
Name of observer: Kim Sweeney
Position: Operation Manager
Contact details: ______________________________________________________
____________________________________________________________________
____________________________________________________________________
Skill Description of how candidate
demonstrated skill/knowledge. Provide
example
Demonstrates interpersonal skills to
communicate and inspire trust and
confidence of others and to ensure their
cooperation and support.
I have interpersonal skills to trust other
team members those are involved into the
project work.
Demonstrates networking skills to
ensure support from key groups and
individuals for concepts/ideas/
products/services.
I have communicational skills to interact
with other employees so that I can able to
identify any issues into the project plan.
Applies business ethics. I have put the company’s data and other
personal information into secured places.
Ensure performance is continuously
improved through participation in
professional development, networking,
etc.
I am actively involved into the project
plan by taking participation into all the
project activities.
Signature: ________________________________________ Date:
_____/_____/______

Bibliography
Baker, L.K.S., 2018. A Strategic Communication Plan for the City of Superior Building
Inspection Division (Doctoral dissertation, The College of St. Scholastica).
Duckett, S. and Willcox, S., 2015. The Australian health care system (No. Ed. 5). Oxford
University Press.
Epstein, M.J., 2018. Making sustainability work: Best practices in managing and measuring
corporate social, environmental and economic impacts. Routledge.
Ginter, P.M., Duncan, W.J. and Swayne, L.E., 2018. The strategic management of health
care organizations. John Wiley & Sons.
Jacobs, F.R., Chase, R.B. and Lummus, R.R., 2014. Operations and supply chain
management (pp. 533-535). New York, NY: McGraw-Hill/Irwin.
Jones, K., Hollands, G.J., Shemilt, I., Doyle, J. and Armstrong, R., 2016. Planning and
implementing a targeted and strategic dissemination plan for a Cochrane review: a case
study. Journal of Public Health, 38(3), pp.630-632.
Koks, E.E., Jongman, B., Husby, T.G. and Botzen, W.J., 2015. Combining hazard, exposure
and social vulnerability to provide lessons for flood risk management. environmental science
& policy, 47, pp.42-52.
Kyratsis, Y., Atun, R., Phillips, N., Tracey, P. and George, G., 2017. Health systems in
transition: Professional identity work in the context of shifting institutional logics. Academy
of Management Journal, 60(2), pp.610-641.
Lee, J., Wu, F., Zhao, W., Ghaffari, M., Liao, L. and Siegel, D., 2014. Prognostics and health
management design for rotary machinery systems—Reviews, methodology and
applications. Mechanical systems and signal processing, 42(1-2), pp.314-334.
Marini, C., 2017. Social Media Risk and Crisis Communication Plan.
Olson, D.L. and Wu, D.D., 2015. Enterprise risk management(Vol. 3). World Scientific
Publishing Company.
Wright, B.J., 2017. Starting an Online Business: Start Up, Communication Plan, and
Results (Doctoral dissertation, Southern Utah University).