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:
______________________________________________________________________________________
______________________________________________________________________________________
______________________________________________________________________________________
______________________________________________________________________________________
Team Effectiveness, Assessment No.1 Page 1
v1.1, Last updated on 30/08/2024 by MM

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
Team Effectiveness, Assessment No.1 Page 2
v1.1, Last updated on 30/08/2024 by MM

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).
Team Effectiveness, Assessment No.1 Page 3
v1.1, Last updated on 30/08/2024 by MM

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. "
Team Effectiveness, Assessment No.1 Page 4
v1.1, Last updated on 30/08/2024 by MM

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.
Team Effectiveness, Assessment No.1 Page 5
v1.1, Last updated on 30/08/2024 by MM

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
Team Effectiveness, Assessment No.1 Page 6
v1.1, Last updated on 30/08/2024 by MM

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.
Team Effectiveness, Assessment No.1 Page 7
v1.1, Last updated on 30/08/2024 by MM

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)
Team Effectiveness, Assessment No.1 Page 8
v1.1, Last updated on 30/08/2024 by MM

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.
Team Effectiveness, Assessment No.1 Page 9
v1.1, Last updated on 30/08/2024 by MM

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
Team Effectiveness, Assessment No.1 Page 10
v1.1, Last updated on 30/08/2024 by MM

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
Team Effectiveness, Assessment No.1 Page 11
v1.1, Last updated on 30/08/2024 by MM

12DISCUSSION ON LEADERSHIP SKILLS AND PERFORMANCE MANAGEMENT
1C. Using the KPIs developed earlier; prepare a performance agreement letter for your sales
team. In your performance agreement letter you need to mention them on how to:
1. increase sales
2. retain existing clients
3. improve customer service behaviour
4. time-management
5. discipline and punctuality
Bing Lee
13/10/2018
Private and confidential
Subject: Team Performance Agreement Letter
Dear Team Members,
This is to inform you that the festive season is a month away which marks the peak sales time for our
company. Hence, it is expected from each member of the TV and Whitegoods Sales team irrespective
of their permanent or casual status that they focus on their enlisted individual KPIs and reach their
sales target with considerable volumes.
As per few deviations noted in the earlier peak season, few members were unable to build satisfactory
customer relations. To them, I must specify here, it is customers who are the primary stakeholders for
a retail company such as ours. Therefore each member must duly understand the importance of good
customer service and discharge their respective responsibilities with utmost diligence.
Few other issues were noted with respect to time management, discipline and punctuality. A sales
team’s unique proposition is marked by the volume of order acquired and successfully delivered. Time
Management is crucial because it determines the average sales volume and the corresponding
performance level of the member. Therefore it is expected that my team members understand how
integral it is to be disciplined in terms of service delivery and manage time.
In the end, I wish to congratulate each of you for the remarkable sales volume you had been able to
manage in the last season and it is expected that with youir diligent effort, you can overshoot the
previous number at a considerable level.
Thank you,
Clint Eastwood,
Sales Team Manager
Team Effectiveness, Assessment No.1 Page 12
v1.1, Last updated on 30/08/2024 by MM

13DISCUSSION ON LEADERSHIP SKILLS AND PERFORMANCE MANAGEMENT
Team Effectiveness, Assessment No.1 Page 13
v1.1, Last updated on 30/08/2024 by MM

14DISCUSSION ON LEADERSHIP SKILLS AND PERFORMANCE MANAGEMENT
1D: Using the template below, prepare a planning meeting agenda & minutes for your team
where you will get input from your team in regards to the operations, sales targets and
customer service.
Instructions: For this task you will need to get input from team members (your class mates can play
the role of team members in providing inputs).
PLANNING MEETING AGENDA & MINUTES
Location:
Company
Premises
Date:
13/10/2018
Time:
2:00 PM
Agenda Description:
[Sales Target]
[Customer Service]
[Product management]
Minutes
Inputs by:
Name Team member Input
John Citizen Sales target:
50,000$ per week. As per the requirement in
the peak season, the sales target in my foray
could be extended by 5000$ more in each
week
James Citizen Customer Service:
It is difficult to attend all customers from the
time of lead generation to closure with only 3
more people to assist. There we might need
Team Effectiveness, Assessment No.1 Page 14
v1.1, Last updated on 30/08/2024 by MM

15DISCUSSION ON LEADERSHIP SKILLS AND PERFORMANCE MANAGEMENT
some part timers or few more casual
employees who can provide us with the
necessary support.
Jerry Citizen Product Management:
During the festive season there is always a
huge completion among all the retailers of
electronic goods. Hence, I was thinking if we
can introduce a few innovative offers like
exchange the old products and participate in a
lucky draw, it ll not only attract more
customers but also provide us with a whole lot
of old items that we can restructure at the
warehouse or distribute it to the suppliers in
spare parts.
Jane Citizen Product Management and Sales Target:
I agree with Jerry’s opinion. In that way, we
would need more people to lend us a hand
during this peak season. The lucky draw
would be a brilliant idea to attract so many
customers and with combo offers, we can go
forth with great product management that
could sufficiently ;lead us to achieve and
overshoot our individual targets.
Decision Made: To make space for few temporary members to accommodate the rush of
peak festive season. Also, new offers and discounts were to be made and commission
would be increased to 2 percent for all those who manage to overshoot by 10000$ in each
week.
Staff members present: All the permanent staff including James Citizen, Jerry Citizen, Jogn
Citizen and Jane Citizen
TASK 2: Your next TASK is to develop and facilitate team cohesion. This must include
Team Effectiveness, Assessment No.1 Page 15
v1.1, Last updated on 30/08/2024 by MM

16DISCUSSION ON LEADERSHIP SKILLS AND PERFORMANCE MANAGEMENT
2A. Develop a policy statement for performance management and a policy statement for team
responsibility.
2B. Develop a 12 step procedure for your team performance management.
2C. In following-up performance, prepare TWO feedback letters to your team members. You may
wish to use the names of two staff members mentioned in scenario.
2A. Develop Policy Statements.
Instructions: Research “Performance Management Policy” in www.google.com.au and find at least
one policy of an organisation similar to Bing Lee. Based on the ideas and information from your
researched policy, develop two Policy Statements for your sales team at Bing Lee.
Brief Policy Statement for Performance Management (within 150 words)
There are various elements based on which a policy statement can be formulated to achieve
the desired performance criteria. 3 principle policies formulated include the following:
1. Supervisor employee collaboration- supervisors need to foster such objectivity and
inspiration among the team members which are reasonable and goal oriented. At times
employees might get deviated from the path and this might lead to disorientation in the
team. It is essential that supervisors take note of the tendencies and investigate
diplomatically about the issues causing so and counsel the said employee so that he
or she can overcome the issues and go back to fruitful contribution regime.
2. Aligning employee performance objectives to organisational goals: organisational
goals should not be such that it imposes on its employees. Rather, it takes a step to
cultivate the talent possessed by the employee and provide him or her with the
necessary growth opportunities which actually tend to secure the long term visions of
the organisation. The occasional changes and new strategies incorporated within the
workplace environment need to be congenial and not interrupting the employee’s work
routine.
3. Performance planning and feedback. At the beginning of every production cycle, it is
imperative that supervisors produce a performance forecast for its employees who can
comprehend it and execute it wherever needed. Their performance should be validated
by periodic feedback and appraisals. Exceptional performance needs to be recognised
and below average ones need to be corrected.
Brief Policy Statement for Team Responsibility (within 150 words)
Team Effectiveness, Assessment No.1 Page 16
v1.1, Last updated on 30/08/2024 by MM

17DISCUSSION ON LEADERSHIP SKILLS AND PERFORMANCE MANAGEMENT
1. It is essential that supervisors take note of the tendencies and investigate
diplomatically about the issues causing so and counsel the said employee so that he
or she can overcome the issues and go back to fruitful contribution regime. Aligning
employee performance objectives to organisational goals: organisational goals should
not be such that it imposes on its employees. Rather, it takes a step to cultivate the
talent possessed by the employee and provide him or her with the necessary growth
opportunities which actually tend to secure the long term visions of the organisation.
2. The occasional changes and new strategies incorporated within the workplace
environment need to be congenial and not interrupting the employee’s work routine. At
the beginning of every production cycle, it is imperative that supervisors produce a
performance forecast for its employees who can comprehend it and execute it
wherever needed.
2B. Prepare a 12 step Procedure for Team Performance Management.
Instructions: Research “Performance Management Procedures” in www.google.com.au and find at
least one procedure of an organisation similar to Bing Lee. Based on the ideas and information from
your researched procedure, develop a performance procedure for your sales team at Bing Lee.
Stating the organisation’s core objectives and values to the employees
Build collaboration with the employees and find out where they are facing issues and wherever any
room for improvement lie.
Manage the cycles of performance deliverance through planning, feedback and appraisal
Team Effectiveness, Assessment No.1 Page 17
v1.1, Last updated on 30/08/2024 by MM

18DISCUSSION ON LEADERSHIP SKILLS AND PERFORMANCE MANAGEMENT
Take note of the areas in performance which can be strengthened with innovative ideas
Allow the employees to use their creativity to the maximum
Provide the employees with the necessary growth opportunities and make sure they use those
opportunities
Provide training and development skill opportunities.
Help employees to develop their leadership skills
Encourage employees to conduct self-SWOT Analysis
Shift from the traditional and conventional ways to discharge responsibilities
Manage the cycles of performance deliverance through planning, feedback and appraisal
Take note of the areas in performance which can be strengthened with innovative ideas
2C. Based on the policies and procedures that you have written and using the TWO templates
provided below, prepare “TWO Feedback Letters” to follow-up on performance and to
encourage & reward for contributions. You should have consistency in both letters when
putting the dates and the performance issue.
Instructions for letter 1: Write a formal letter to your team because they did not reach the last quarter
sales targets. You may provide suggestions, advise, and gently remind them of consequences for not
meeting targets. (maximum 200 words)
Team Effectiveness, Assessment No.1 Page 18
v1.1, Last updated on 30/08/2024 by MM

19DISCUSSION ON LEADERSHIP SKILLS AND PERFORMANCE MANAGEMENT
<Bing Lee>
<13/10/2018>
Private and confidential
Subject: Sales Target Letter
Dear Team Members,
Issues were noted with respect to time management, discipline and punctuality. A sales
team’s unique proposition is marked by the volume of order acquired and successfully
delivered. Time Management is crucial because it determines the average sales volume and
the corresponding performance level of the member. Therefore it is expected that my team
members understand how integral it is to be disciplined in terms of service delivery and
manage time.
In the end, I wish to congratulate each of you for the remarkable sales volume you had been
able to manage in the last season and it is expected that with your diligent effort, you can
overshoot the previous number at a considerable level.
<Clint Eastwood>
<Sales Team Manager>
Instructions for letter 2: Write a letter appreciation and encouragement to your same sales team
because they have reached the sales targets this quarter of the year. You may provide motivation and
may reward them for reaching the sales targets. (maximum 200 words)
<Bing Lee>
<13/10/2018>
Private and confidential
Subject: Appreciation Letter
Dear Team Members,
This is to inform you that the festive season is a month away which marks the peak sales
time for our company. Hence, it is expected from each member of the TV and Whitegoods
Sales team irrespective of their permanent or casual status that they focus on their enlisted
Team Effectiveness, Assessment No.1 Page 19
v1.1, Last updated on 30/08/2024 by MM

20DISCUSSION ON LEADERSHIP SKILLS AND PERFORMANCE MANAGEMENT
individual KPIs and reach their sales target with considerable volumes. In the end, I wish to
congratulate each of you for the remarkable sales volume you had been able to manage in
the last season and it is expected that with your diligent effort, you can overshoot the
previous number at a considerable level.
Yours sincerely,
<Clint Eastwood>
<Sales Manager Incharge>
TASK 3: Your TASK 3 as a manager is to facilitate teamwork within your departmental sales
team. To complete this task, you are required to perform TWO role-play sessions.
3A. The first role-play session is based on maintain an open communication process with your team
and to clarify the organisational policies and objectives.
3B. The second role-play session is based on supporting the team, identifying performance problems,
resolving problems and advising them on better work methods that you personally use.
3C. Fill out the recordkeeping form
ROLE-PLAY INSTRUCTIONS:
Pairs are required in this assessment. One learner will play the role of the team with performance
issues and you will play the role of the manager. To participate in the role-play, you will have to
prepare scripts for both roles. You will work on the role-script in electronic document and submit the
assessment in a hard copy. Your role-play partner will not be assessed for this task.
You are required to:
1. Develop the role-play scripts for two sessions with questions and possible answers as
structured.
2. Attach both the role – play scripts (in APPENDIX 2)
3. Conduct the performance review meetings (Participate in role-play sessions)
4. Completed performance review recordkeeping form
Team Effectiveness, Assessment No.1 Page 20
v1.1, Last updated on 30/08/2024 by MM

21DISCUSSION ON LEADERSHIP SKILLS AND PERFORMANCE MANAGEMENT
ROLE PLAY SESSIONS – 20 MINUTES
3A. First role-play session. Assess Performance (10 minutes)
The first section of the role play is to train the team members on the performance management
system, organisational policy and time lines. This must include:
 Introduction & greetings
 Highlight the organisational policy and team targets for performance management
 Highlight the key performance indicators (KPIs)
 Train the team on how the team performance will be assessed
 Explain the timeline of performance evaluation
3B. Second role-play session. Performance Feedback (10 minutes)
Instructions: Additional information on providing feedback and coaching is available at University of
Leicester website http://www2.le.ac.uk/offices/academic-practice/research-development/mentoring/
feedback and also at Small Biz Connect website http://toolkit.smallbiz.nsw.gov.au/part/8/40/195
Provide formal and informal feedback on team performance. Your feedback must include (but not
limited to):
 Introduction and Ice breakers (Greetings)
 Informal suggestions and praise on team strengths
 Identifying and notifying work performance problems (identify at least 2 areas)
 State your actions to address poor performance identified (at least 2 action plans)
 Based on performance issues identified, support and advise the team on areas to improve.
 Explain your work methods and your contributions to the team as a leader to influence them
to work efficiently.
3C. Fill out the performance recordkeeping form
Team Performance Review & Recordkeeping Form
Team:
Review date:
Next review date:
Supervisor/Reviewer Name:
Key Performance
Indicators
Performance
Standards
Actual Staff
Performance
Actions
<List the duties and
responsibilities that are
used as performance
indicators relevant to the
position>
<Describe what doing
the job well looks
like>
<Comments on
performance as at
review dates>
<List the actions to
be taken to address
poor performance>
Team Effectiveness, Assessment No.1 Page 21
v1.1, Last updated on 30/08/2024 by MM

22DISCUSSION ON LEADERSHIP SKILLS AND PERFORMANCE MANAGEMENT
Areas of concern (identify at least 2 work performance problems):
Suggestions on improvement (coaching, training):
Your Signature:
Team Effectiveness, Assessment No.1 Page 22
v1.1, Last updated on 30/08/2024 by MM

23DISCUSSION ON LEADERSHIP SKILLS AND PERFORMANCE MANAGEMENT
TASK 4: Your final TASK as a manager is to liaise with various stakeholders of the
organisation. You will need to:
4A. Prepare a formal communication and liaison with organisational stakeholders such as top
management.
4B. Evaluate and take necessary corrective action using an Action Plan template regarding
unresolved issues and problems raised by the top manager.
4A. Using the template below, communicate with the top management by writing a formal letter
to the area manager of the store. Explain him/her about the individual and team performance
plans and also the performance results as mentioned in your-role play script. Also mention
how you are meeting the organisational goals. (Maximum 200 words)
Date:
Subject:
Dear Sir/John/Jane,
Regards,
Your Name:
Sign:
Team Effectiveness, Assessment No.1 Page 23
v1.1, Last updated on 30/08/2024 by MM

24DISCUSSION ON LEADERSHIP SKILLS AND PERFORMANCE MANAGEMENT
Position: Sales Team Manager
4B. Evaluate and take necessary corrective action using the Action Plan template below
regarding unresolved issues and problems raised by the top manager. The manager has
raised the following issues and problems to you.
 Sales targets not being met by some team members
 It will effect budget and operational costs for the store
 Performance bonuses will also be affected
 To meet the whole team targets for the next quarter
QUARTERLY TEAM ACTION PLAN
Month Tasks, goals and objectives for the month Deadline Responsible
Person
September - xxx
- yyy
- zzz
October -
-
-
November -
-
-
December -
-
-
Additional comments:
Team Effectiveness, Assessment No.1 Page 24
v1.1, Last updated on 30/08/2024 by MM

25DISCUSSION ON LEADERSHIP SKILLS AND PERFORMANCE MANAGEMENT
MARKING RUBRIC FOR ALL TASKS (for trainer use only)
The assessor needs to use judgment in providing marks for the tasks based on learner performance.
TASK NO. MARK ALLOCATED MARK RECEIVED
TASK 1A. Roster for the TV sales
division
5
TASK 1B. Develop Key Performance
Indicators (KPIs) for team members
5
TASK 1C. Prepare a performance
agreement letter
5
TASK 1D. Prepare a planning meeting
agenda
5
TASK 2A. Develop a policy statement
for performance management and a
policy statement for team responsibility
10
TASK 2B. Develop a procedure for
team performance management
10
TASK 2C. Prepare feedback letters to
team members
10
TASK 3A. First role-play session 15
TASK 3B. Second role-play session 15
TASK 3C. Fill out the performance
recordkeeping form
10
TASK 4A. Prepare a formal
communication and liaison with
stakeholders
5
TASK 4B. Evaluate and take corrective
action on unresolved issues and
problems using an action plan
5
TOTAL 100
Team Effectiveness, Assessment No.1 Page 25
v1.1, Last updated on 30/08/2024 by MM

26DISCUSSION ON LEADERSHIP SKILLS AND PERFORMANCE MANAGEMENT
ROLE-PLAY 1 ASSESSING RUBRIC (for trainer use only)
The Trainer is to assess the learner’s performance in TASK 3A using the role-play Checklist provided
below.
DID THE CANDIDATE DEMONSTRATE THE FOLLOWING C NYC
Introduction & greetings  
Highlight the organisational policy and team targets for performance
management
 
Highlight the key performance indicators (KPIs)  
Train the team on how the team performance will be assessed  
Explain the timeline of performance evaluation  
ROLE-PLAY 2 ASSESSING RUBRIC (for trainer use only)
The Trainer is to assess the learner’s performance in TASK 3B using the role-play Checklist provided
below.
DID THE CANDIDATE DEMONSTRATE THE FOLLOWING C NYC
Introduction and Ice breakers (Greetings)  
Informal suggestions and praise on team strengths  
Identifying and notifying work performance problems (identify at least 2
areas)
 
State your actions to address poor performance identified (at least 2 action
plans)
 
Based on performance issues identified, support and advise the team on
areas to improve.
 
Explain your work methods and your contributions to the team as a leader
to influence them to work efficiently.
 
Team Effectiveness, Assessment No.1 Page 26
v1.1, Last updated on 30/08/2024 by MM

27DISCUSSION ON LEADERSHIP SKILLS AND PERFORMANCE MANAGEMENT
APPENDIX 1
Links to further resources, theory, guides and templates
1. FAIRWORK Ombudsman (Consultation and cooperation in the workplace, Best Practice
Guide) - https://www.fairwork.gov.au/how-we-will-help/templates-and-guides/best-practice-
guides/consultation-and-cooperation-in-the-workplace
2. Develop a good presentation - https://business.tutsplus.com/tutorials/creative-presentation-
ideas--cms-27281
3. Pith and Presentation templates - https://slidebean.com/presentation-templates/
4. Institute of Business Ethics (Resources on Business Ethics) -
http://www.ibe.org.uk/resources-and-codes-of-ethics/52/52
5. Further links to business ethics - http://www.ethicssage.com/ethics-resources.html
6. How To Delegate The Right Tasks To The Right People -
https://www.briantracy.com/blog/leadership-success/how-to-delegate-the-right-tasks-to-the-
right-people-effective-management-skills-for-leadership-success/
7. How to delegate (with pictures) - http://www.wikihow.com/Delegate
8. Forbes (How to Delegate More Effectively in Your Business) -
https://www.forbes.com/sites/martinzwilling/2013/10/02/how-to-delegate-more-effectively-in-
your-business/#7870fcd469bc
9. Training Needs Analysis (TNA) Guide -
http://www.skillnets.ie/sites/skillnets.ie/files/imce/u7/tna_guide_2013.pdf
10. Risk Matrix - http://www.jakeman.com.au/media/whats-right-with-risk-matrices
11. How to conduct risk analysis and use the Risk Assessment Matrix -
http://www.brighthubpm.com/risk-management/88566-tool-for-assessing-project-risk/
12. Australian Leadership Foundation (LEADERSHIP TOOLS) -
http://leadership.org.au/resources/leadership-models-tools/
13. Leadership styles: Understanding and using the right one -
https://www.informa.com.au/insight/leadership-styles-understanding-and-using-the-right-one-
for-your-situation/
14. 5 Ways top project managers allocate their resources - hhttps://blog.resourceguruapp.com/5-
ways-top-project-managers-allocate-their-resources/
Team Effectiveness, Assessment No.1 Page 27
v1.1, Last updated on 30/08/2024 by MM