Diploma of Leadership: Discussion on Performance Management Skills

This assignment is a practical assessment focused on leadership skills and performance management within the context of team effectiveness. It is designed to evaluate a student's ability to consult team members, develop performance plans, and support team members in achieving their goals, in accordance with organizational objectives. The assessment includes practical and simulation exercises based on a case study of Bing Lee, an Australian retailing company. The assessment covers key areas such as establishing team purpose, defining roles and responsibilities, developing strategies for team member input, providing feedback, resolving performance issues, and fostering open communication. The assessment also emphasizes the importance of the leader's role in modeling desired behaviors and enhancing the organization's image. The student is expected to demonstrate competence in all these areas to pass the assessment, and feedback is provided to facilitate improvement and understanding of leadership and performance management principles.

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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6DISCUSSION ON LEADERSHIP SKILLS AND PERFORMANCE MANAGEMENT
It is worthwhile to mention that this has been created inside a hotly competitive market with big names
such as Harvey Norman, JB HiFi, the Good Guys and Clive Peeters, to name but a few. However, in
business, as in sport, you don't become a champion playing in B-grade.
Around the turn of the century, the franchisee concept was introduced to the business especially in
Australia. Today 16 of the 40 Bing Lee retail outlets are run by franchisees. Bing Lee also has the
management rights to the "Sony Centre" concept in NSW and the ACT and currently has stores
located in Chatswood, Drummoyne and World Square in Sydney’s' CBD.
To know more about the organisation, please visit their website at https://www.binglee.com.au/
Bing Lee also has a dedicated YouTube channel at https://www.youtube.com/user/BingLeeElectrics
Sponsorships
Bing Lee sponsored the Bulldogs Rugby League Football Club until allegations that players were
allegedly involved in a gang rape in Coffs Harbour. Bing Lee signed a 2-year sponsorship deal with
A-League club Sydney FC in February 2007. On Sydney's Home strip the front is taken up with Bing
Lee, and on the away jersey it is on the front and back of the right leg of the shorts. In July 2009 Bing
Lee re-signed for another year along with Japanese electrical company Sony as Sydney FC's major
sponsors. The firm is also one of the major sponsors of the Sydney Swans AFL team and sponsored
channel 7's The Amazing Race Australia. +
Currently Bing Lee is proud to be partnering with New South Wales Netball and their two teams the
New South Wales Swifts and Giants Netball in the 2017 Suncorp Super Netball competition.
Products and Services
Bing Lee Electrics divides its products into the following categories:
 Computer includes ipads, tablets, laptops and desktops
 TV/ Video includes home theatre systems, apple TV and home media players
 Audio includes speakers, headphones and audio cables
 Cameras includes drones and digital cameras
 Phones includes smarts watches and smart phones
 Home Appliances includes dryers, washing machines and freezers
 Small Appliances includes blenders, juicers, ironing and cooking appliances
 Floorcare includes vacuum cleaners and vacuum accessories
 Heating & Cooling includes heaters, electric blankets and fans
 Fitness & Health includes scales, fitness equipment and wearable technology
 Smart Home & Lighting includes lighting, security and wireless networking
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7DISCUSSION ON LEADERSHIP SKILLS AND PERFORMANCE MANAGEMENT
Organisational Vision
Bing Lee’s vision statement focuses towards a different customer service goal that everyone in the
firm share, where everyone is treated as a family. The company’s vision for the future is to be the “top
electronics retailer in Australia that not only provides bricks and mortar stores but also specialised in
online shopping”.
Organisational Values
 To treat customers and employees as family members
 To work as one team that provides services in a traditional Chinese concept
 To provide the best possible before and after sales service to the customers
 To grow as a family but also to be a mainstream organisation in Australia
Bing Lee’s values reflect who they are as individuals and as an organisation. They serve as a
compass for the actions and are the guiding principles with which all the staff members carry out their
duties and responsibilities.
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8DISCUSSION ON LEADERSHIP SKILLS AND PERFORMANCE MANAGEMENT
SCENARIO AND CONTEXT
You were appointed last year as the sales team manager for the division that includes TV and
whitegoods in one of their stores. You have a team of 4 full-time and 4 casual sales people in your
division. Your full-time team members are John Citizen, Jerry Citizen, James Citizen, Jane Citizen.
Your casual team members are Mary Citizen, Ali Citizen, Susan Citizen, and Singh Citizen.
Your store opening hours are:
Mon - Fri: 9 am to 9 pm
Sat: 9 am to 7 pm
Sun: 9 am to 7pm
The wage rate of your organisation is as follows:
 Permanent full-time staff - $20/hour and penalty rates of $25/hour on Saturdays and $35/hour
on Sundays.
 Casual staff - $25/hour and penalty rates of $30/hour on Saturdays and $40/hour on
Sundays.
 The organisation also gives commissions of 1% of sales to any staff after they have reached
their personal and team targets.
TV and Whitegoods Sales Division KPI/Target: $50,000 sales per week.
TASK INSTRUCTIONS, REQUIREMENTS AND MARKING CRITERIA
 TASK 1. Team Performance Plan. This includes TASK 1A. Roster for the TV sales division;
TASK 1B. Develop Key Performance Indicators (KPIs) for team members; TASK 1C. Prepare
a performance agreement letter; and TASK 1D. Prepare a planning meeting agenda (Each
carries 5 marks, Total 20 marks)
 TASK 2: Develop and facilitate team cohesion. The second section includes TASK 2A.
Develop a policy statement for performance management and a policy statement for team
responsibility; TASK 2B. Develop a procedure for team performance management; and TASK
2C. Prepare feedback letters to team members (Each carries 10 marks. Total 30 marks)
 TASK 3: Facilitate teamwork using role-play sessions. This section includes TASK 3A.
First role-play session; TASK 3B. Second role-play session; and TASK 3C. Fill out the
performance recordkeeping form (Each role-plays carry 15 marks and Recordkeeping task
carries 10 marks. Total 40 marks)
 TASK 4: Liaising with various stakeholders of the organisation. The last section includes
TASK 4A. Prepare a formal communication and liaison with stakeholders; and TASK 4B.
Evaluate and take corrective action on unresolved issues and problems using an action plan
(Each carries 5 marks, 10 marks)
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9DISCUSSION ON LEADERSHIP SKILLS AND PERFORMANCE MANAGEMENT
TABLE OF CONTENTS
CONTENT PAGES
TASK 1. Team Performance Plan
TASK 1A. Roster for the TV sales division
TASK 1B. Develop Key Performance Indicators (KPIs) for team members
TASK 1C. Prepare a performance agreement letter
TASK 1D. Prepare a planning meeting agenda
TASK 2: Develop and facilitate team cohesion
TASK 2A. Develop a policy statement for performance management and a policy
statement for team responsibility
TASK 2B. Develop a procedure for team performance management
TASK 2C. Prepare feedback letters to team members
TASK 3: Facilitate teamwork using role-play sessions
TASK 3A. First role-play session (demonstration)
TASK 3B. Second role-play session (demonstration)
TASK 3C. Fill out the performance recordkeeping form
TASK 4: Liaising with various stakeholders of the organisation
TASK 4A. 4A. Prepare a formal communication and liaison with stakeholders
TASK 4B. Evaluate and take corrective action on unresolved issues and problems
using an action plan
APPENDIX 1 (Links to templates and external resources)
APPENDIX 2 (attach role-play scripts for both sessions)
The learner is required to update and adjust the page numbers and topics based on the amount of their content
and the responses made to each task. Actual tasks follow after this page.
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10DISCUSSION ON LEADERSHIP SKILLS AND PERFORMANCE MANAGEMENT
TASK 1: Based on the organisational scenario and the context, your TASK 1 is to prepare a
team performance plan for your team of 8 sales staff. Your plan should include:
1A. Prepare a roster for your team based on the opening hours, staff numbers, peak times and off-
peak times.
1B. Allocate individual KPIs for each team member based on sales division KPI and work roster.
1C. Prepare a “Performance Agreement Letter” for your sales team that you will communicate with via
meeting and also in email.
1D. Prepare a planning meeting agenda for your team where you will get input from your team in
regards to the operations, sales targets and customer service.
1A. Roster for the TV sales division
Weeks Open-
hours
Monday Tuesday Wednesday Thursday Friday Saturday Sunday
Week
1
9 AM-
9 PM
(peak
time:
5 PM
to 9
PM)
John
Citizen,
Jane
Citizen
and
Susan
Citizen
Jerry
Citizen,
James
Citizen
and
Mary
Citizen
John
Citizen,
James
Citizen and
Ali Citizen
Jerry
Citizen,
Jane
Citizen
and
Singh
Citizen
Jane
Citizen
James
Citizen
and
Mary
Citizen
9 AM-
7 PM
(Peak
time:
3 PM
to 7
PM)
Jerry
Citizen,
John
Citizen,
James
Citizen,
Susan
Citizen
and
Ali
Citizen
John
Citizen,
Jane
Citizen,
Jerry
Citizen,
Singh
Citizen
and
Mary
Citizen
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11DISCUSSION ON LEADERSHIP SKILLS AND PERFORMANCE MANAGEMENT
1B. Develop and allocate individual Key Performance Indicators (KPIs) for each team member
Instructions: You may search the internet for a generic understanding on KPIs and performance
standards. You can also visit the webpage link by the Victorian Government for additional guidance
on KPIs and standards.
https://www.vwa.vic.gov.au/__data/assets/pdf_file/0019/12394/Performance_standards_and_indicator
s_FINAL.pdf
Member Name KPI
John Citizen Monthly Sales Growth, Sales Target, Monthly
Sales Booking, Average Purchase Value
Jerry Citizen Sales Target, Average Profit Margin, Product
Performance, New and Expansion MRR
James Citizen Quote to close Sale, Lead to sale
percentage, Average New Deal Size/ Length,
Customer Life Time Value, Sales Target
Jane Citizen Sales by Contact Method, Number of
Monthly On-boarding Demo Calls, Sales
Opportunities, Sales Target, Monthly Calls or
emails per sales representative
Susan Citizen Sales target, Average Purchase Value,
Average Profit Margin, Monthly Sales
Booking
Mary Citizen Sales target, Average Purchase Value,
Monthly Calls or emails per sales
representative, Customer Life Time Value
Ali Citizen Sales target, Number of Monthly On-
boarding Demo Calls, Lead to sale
percentage, Product Performance
Singh Citizen Sales target, Monthly Calls or emails per
sales representative, Average Purchase
Value, Sales by Contact Method
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