BSBLED401: Comprehensive Assessment on Team and Individual Development

This document presents a comprehensive solution to the BSBLED401 assessment, focusing on developing teams and individuals within a workplace setting. The assignment is broken down into three key assessment tasks. The first task involves researching anti-discrimination legislation, creating feedback tools, and evaluating feedback to determine individual and team development needs. The second task delves into mentoring, coaching, and learning styles, culminating in a short learning strategy. The final task focuses on developing a training program, creating a training schedule, and reflecting on the training session. The solution includes scripts of conversations, self-evaluation forms, client feedback forms, and analyses of flaws and training recommendations, demonstrating a practical approach to team and individual development within an organizational context. The assignment also addresses topics like mentoring, coaching, innovation, and training program development. The assignment provides a complete overview of the topics related to team and individual development, including mentoring, coaching, training program development, and innovation in a team environment.

Running head: MANAGEMENT STUDIES
MANAGEMENT STUDIES
Name of the student
Name of the university
Author note

1MANAGEMENT STUDIES
Table of Contents
Assessment Task 1...........................................................................................................................3
Part A...............................................................................................................................................3
1. The anti-discrimination body...................................................................................................3
2. Legislation that govern anti-discrimination for the Commonwealth government...................3
3. Governing body of the Fair Work Act 2009............................................................................3
4. Anti-discrimination legislation in New South Wales..............................................................4
5. Unlawful discrimination and its occurrence in training..........................................................4
6. Ethical behavior of Helen’s employer.....................................................................................4
Part B...............................................................................................................................................5
Script of the conversation with Mary..........................................................................................5
Employee self- evaluation form...................................................................................................6
Client feedback form...................................................................................................................7
Part C...............................................................................................................................................9
Assessment of the flaws in Mary’s role.......................................................................................9
Courses that might be considered by the organization for Mary.................................................9
Assessment Task 2.........................................................................................................................11
2.1 Develop team and individuals.................................................................................................11
Part A: Mentoring and coaching....................................................................................................11
Answer to questions...................................................................................................................11
Roleplay.....................................................................................................................................12
Part B.............................................................................................................................................14
Learning style of the individuals...............................................................................................14
Professional development sessions and delivery methods........................................................14
Part C.............................................................................................................................................15
Assessment of the situation.......................................................................................................15
Training program.......................................................................................................................15
2.2 Support and guide innovation in a team environment.............................................................20
Force- field analysis...................................................................................................................20
Overcoming the barriers............................................................................................................21
Assessment Task 3.........................................................................................................................22
Part A.............................................................................................................................................22
Training program for Gino........................................................................................................22
Training schedule for Gino........................................................................................................22

2MANAGEMENT STUDIES
Reflection...................................................................................................................................23
Part B.............................................................................................................................................23
Objectives of the training session..............................................................................................23
Evaluation form.........................................................................................................................24
Part C.............................................................................................................................................24
Preparation for the role play......................................................................................................24
Role play....................................................................................................................................24
Gino’s professional development..............................................................................................25
References......................................................................................................................................27

3MANAGEMENT STUDIES
Assessment Task 1
Part A
1. The anti-discrimination body
The name of the anti- discrimination body is the Australian Human Rights Commission
(AHRC), which aims at mitigating the issues relating to discrimination in the different
workplaces (Beck 2016). The different modifications in the policy statements are administered
by the AHRC with the objective of improving the rate of operation of the venture.
2. Legislation that govern anti-discrimination for the Commonwealth government.
The anti- discrimination legislations included Racial Discrimination Act 1975 with the
objective of annihilating discrimination grounded on race, ethnicity or national origin. On the
other hand, the Equal Opportunity Act 1977 and the Anti-Discrimination Act 1977 aimed at
administering over sexual discrimination related activities. The Australian parliament also took
the initiative of expanding the Sex Discrimination Act 1984 (SDA) with the purpose of
improving their focus on the operations. The imposition of the Disability Discrimination Act
1992 essentially dominated over the discrimination over disability (Barker 2019).
3. Governing body of the Fair Work Act 2009
The Fair Work Commission governs the Fair Work Act 2009 with the purpose of
minimizing the rate of discrimination in the workplace (Kavanagh and McRae 2017).The
imposition of the Fair Work Act in the Australian workplace enables in minimizing the rate of
discrimination on the basis of caste, sex, religion, disability and the like.

4MANAGEMENT STUDIES
4. Anti-discrimination legislation in New South Wales
The Federal government of the New South Wales took the initiative of implementing the
Anti-Discrimination Act 1977 with the objective of negating all forces of discrimination in the
workplaces.
5. Unlawful discrimination and its occurrence in training
An unlawful discrimination is when any candidate or employee is suppressed on the basis
of caste, creed, religion, background sex and disabilities. The radicalism of the concept is based
on the biasness that is held by the employer while operating in the different markets. In this
relation, an organizational situation might be correlated where an individual employee, having
sufficient skills and experience, are suppressed on grounds of the racial background (Australian
Human Rights Commission 2019). The unlawful discrimination in the workplace might affect
the capabilities of the organization in maintaining the inclusiveness of the same while operating
in the different markets.
6. Ethical behavior of Helen’s employer
Helen’s employer did not act ethically as the hierarchy of management discriminated and
underestimated the capabilities of an experienced employee. The unethical part of the activity
was due to the increased biasness that was portrayed by the employer while operating in the
different markets. The suppression and biased decision of the management affected the
capability of the organization in adhering to the anti- discrimination legislations that are imposed
by the government.
The federal and state authorities would advise Helen to file a case against the employer
while charging the same with discrimination on the basis of age. The penalty that would be
imposed by the state or federal authorities would affect the capital of the organization while

5MANAGEMENT STUDIES
setting an example for the other organizations that are practicing such discriminatory activities
with the objective of fulfilling their own objectives.
Part B
Script of the conversation with Mary
Self- evaluation enables an individual in identifying the different strengths and weaknesses of the
same while. Therefore, the process of self- evaluation enables an individual in improving the
scope of operations in the coming years. In this relation, the script will enumerate a
communication with Mary while making the same aware of the prospects of self- evaluation.
X: Hi!
M: Hello Sir.
X: Do you feel overloaded with the additional responsibilities to your current job role?
M: I believe so. Specifically, I was entrusted with the responsibility of making timely delivery of
administrative or secretarial services. However, the impending job role of holding strong
communication between the team members and the clients might cause problem for me.
X: Ok. I believe every new responsibility comes with a challenge. However, what are the issues
that you are considering?
M: I am not good at making communication
X: So, do you feel that a suitable induction session would support you in performing your job
role?
M: I am not sure. It might help but I am not confident.

6MANAGEMENT STUDIES
X: I believe that an effective in- house training session would surely support you in improving
your operations as per the job role.
M: If you believe that I would be benefited from the communication based training then I would
surely take the initiative of joining hands for my new job requirement.
X: Okay. We will get back to you on this later. Have a nice day!
Employee self- evaluation form
Employee name: Mary
Job position: Administrative Officer
Date: 31/12/2019
The purpose of the self- evaluation form is to assist the candidate in identifying the major
strengths and weaknesses of the same which would empower future developments. The self-
evaluation form will assess the competence areas of the employee while providing the same with
different developmental operations.
Question Strongl
y
disagree
Disagree Neutral Agree Strongly
agree
I am well aware of my administrative
responsibilities

I believe that the inclusion of the new
work role has increased my work
burden

I have a good communication skill 

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I have faith in myself while
performing my job role

I am familiar with the organizational
structure

I am capable of maintaining effective
relationships in the workplace

I believe I am proficient in organizing
meetings

I am good at managing records and
workplace information

I have an expertise in processing
accounts payable

o I believe the responses that are provided in the self- evaluation form are true to my
knowledge.
Signature
Client feedback form
The purpose of the client feedback form is to identify the performance gaps of Mary while
operating on her job position. The client feedback form will assist Mary in developing her
performance while identifying the major flaws in the processes that are being undertaken by the
same.

8MANAGEMENT STUDIES
Question Strongl
y
disagree
Disagree Neutral Agree Strongly
agree
Mary is well aware of her
administrative responsibilities

Mary provides assistance and
guidance to the teams and on
individual basis

Mary holds a good communication
skill

Mary is familiar with the
organizational structure

Mary upholds effective relationships
with the different stakeholders in the
workplace

Mary is proficient in organizing
meetings

Mary is good at managing records and
workplace information

Mary holds an expertise in processing
accounts payable


9MANAGEMENT STUDIES
Part C
Assessment of the flaws in Mary’s role
Mary has been facing significant issues in communicating with the clients, team members
and the different other stakeholders which drastically affected the quality of the operations in
accordance to the job role of an administrative officer. The lack of efficient communication
hindered the client relationships and organizing meetings. Therefore, Mary must undergo a
training session with the purpose of improving the communication skills with the purpose of
perfecting her administrative functions in accordance to the job role. On the other hand, Mary
also faced significant issues in maintaining the records in spreadsheets. Therefore, the concerned
organization might take the initiative of improving Mary’s Knowledge on Microsoft Office for
efficient functioning of the different systems. The assessment of the flaws and drawbacks in
Mary would enable the organization in identifying the rectifications that might be made through
enumeration of different training programs.
Courses that might be considered by the organization for Mary
The major challenges that are being faced by Mary while operating as an administrative
officer of the concerned organization are related to inability of the same to communicate with the
different stakeholders and handling client complaints. The organization might take the initiative
of providing Mary in- house training with verbal and written communication training through
conduction of cross- cultural program. On the other hand, the organization might also take the
initiative of inducing a training on advanced Excel and Microsoft Office. The training sessions
on communication and advanced excel would allow the organization in increasing the rate of
operations in accordance to the demand of the customers. The major changes in the
organizational operations are based on the efficient functioning of the administrative officer. In

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this relation, the effective training sessions would permit Mary in not only handling client
complaints efficiently, but also improve interactions among the different departments. On the
other hand, the training sessions on advanced excel would empower the recordkeeping skills of
Mary while operating in the different markets.

11MANAGEMENT STUDIES
Assessment Task 2
2.1 Develop team and individuals
Part A: Mentoring and coaching
Answer to questions
1. Mentoring and selection of a mentor.
Mentoring is an organizational learning system that makes use of a single person for
sharing their knowledge and experience of the same with the different stakeholders. The
mentoring system is a semi-structured guidance that is being provided by an individual to
improve the career of the colleagues while operating on their respective job positions (Teece
Peteraf and Leih 2016). An experienced person, having knowledge on the different work
processes, might be considered as a mentor for empowering the operations of the venture.
2. Feasible use of a mentor
A mentor might be appointed in a situation when the organization is planning to
minimize the costs of training (Forés and Camisón 2016). On the other hand, an organization that
is planning to facilitate a shared learning experience among the employees while empowering
collaboration and support. On the other hand, holding an individual as a mentor would empower
the activities of the different stakeholders.
3. Coaching
Coaching or induction is an activity based approach that is undertaken by an organization
with the objective of making the stakeholders aware of the different activities. The learning and