Reference no: EM132270050

Activity 1.1

Objective To provide you with an opportunity to consult relevant groups and individuals on work to be allocated and resources available.

Activity There are three goals that impact on a manager's decision-making process.List and briefly explain each in your own words.

Case study exercise:

In groups of three or four, discuss how you would allocate work and resources on a project to refurbish a new office for an organisation and note this down.

Activity 1.2 -1.6

Objective

To provide you with an opportunity to develop work plans in accordance with operational plans; allocate work in a way that is efficient, cost effective and outcome focussed; confirm performance standards, Code of Conduct and work outputs with relevant teams and individuals; develop and agree performance indicators with relevant staff prior to commencement of work; and conduct risk analysis in accordance with the organisational risk management plan and legal requirements.

Activity

Using your knowledge of your department and the nine steps of the allocation work plan, explain how your department allocates their resources.

In each step of this process, provide an example on how you believe the plan was researched, the stakeholders who were consulted and how work was allocated.

Do you believe that the plan that your organisation uses could be enhanced? Give examples of how you believe the system could be improved.

1. Providing clear instruction

2. Identifying the consulting with key stakeholders

3. To make sure that work is allocation in alignment with operational plans

4. To allocate work as per the organisation's policies and procedures and cost effectively - In this step you are to discuss what would happen if too many staff were off work sick and a large demand for an order needed to be processed.How would the resources be re-allocated?

5. Communicating and collaborating plans with others. - What communication processes are in place?Are they sufficient for your needs?Give an example for your answer

6. Confirming performance requirements

7. Following performance indicators

8. Developing individual work plans

9. Undertaking risk analyses in accordance with the organisation's risk management plans and legal requirements.

Activity 2.1

Objective To provide you with the chance to design performance management and review processes to ensure consistency with organisational objectives and policies.

Activity What is a performance management system?

A performance management system provides management with the key elements for the recruitment, assessment, appraisal, and follow up of performance. It relies on documents and procedures that guide management and employees through performance and review process supplying feedback in regard to performance issue.

Case study question - read the following:

Job Description
Purpose of the position
The Administrative Clerk is responsible for providing administrative and clerical services inorder to ensure effective and efficient operations.

Scope
The Administrative Clerk reports to the Senior Administrative Officer and is responsible forproviding administrative and clerical services. Providing these services in an effective andefficient manner will ensure that municipal operations are maintained in an effective andefficient manner.

Responsibilities

1) Provide administrative support to ensure that municipal operations are maintained in aneffective, up to date and accurate manner

Main Activities:
• Type correspondence, reports and other documents
• Maintain office files
• Open and distribute the mail
• Take minutes at meetings
• Distribute minutes
• Coordinate repairs to office equipment

2) Provide support to Council to ensure that Council is provided with the resources to makeeffective decisions

Main Activities:
• Maintain confidential records and files
• Maintain records of decisions
• Arrange for payment of honorariums
• Research and assist with the preparation of motions, policies and procedures
• Review and edit reports to the Board
• Prepare correspondence for Board members
• Prepare documents and reports on the computer
• Schedule Board meetings
• Prepare agendas for Board meeting

Administrative Assistant
• Prepare packages for Board meetings
• Attend board meetings
• Record minutes and submit minutes for approval

3) Provide receptionist services

Main Activities:
• Greet and assist visitors
• Answer phones
• Direct calls and respond to inquiries

4) Perform other related duties as required
As a Manager, one of your responsibilities is to assist in the development of a management plan for members of your team.Sally has recently been employed in your organisation as an Administration Assistant.

Christine, a member of your HR team is unclear about what review procedures are sufficient for Sally.To assist Christine, you are to consult with your team and determine the Key Performance Indicators should be for this role as shown in the Job Description provided above.

Develop a Performance Management System for the position in the job description provided above.

What skills did Sally need to demonstrate that she was the person for the job?

Based on the skills in 3, briefly outline the performance requirements, standards and measures required.Consult and negotiate with the team.

Develop an individual performance plan.

How will you track the performance plan you completed in Appendix Eight?Should it be formal or informal?Why?

Reflect on this performance management plan.What were you hoping to achieve by using the performance system?

What should you do to make this system work?

Activity 2.2 - 2.4

Objective To provide you with an opportunity to train participants in the performance management and review process; conduct performance management in accordance with organisational protocols and time lines; and monitor and evaluate performance on a continuous basis.

Activity Succession planning is the process of identifying people within an organisation who have the potential to fill future management and leadership positions.

Case study exercise:

You have been asked to choose a member of your team who can learn all aspects of your job (with succession planning in mind). With a person from your group acting as the identified person, discuss the skills that are required to perform your job and discuss their skills. Identify the variances in the skill level and determine what training is needed to bring their skills and knowledge to the level of manager within your organisation.

Training Plan for:Dept:Date:

What training is needed
Business need solved Priority link to Business Strategic Plan
Time Needed
Planning Needed
Budget & Notes

Use the Performance Management Timeline todetermine how the succession planning arranged above can be planned, including reviews, training and how the team leader can measure their performance.
Performance Management Timeline

General

Probationary staff

Special cases/interim reviews

Performance planning/review meetings

Documentation

What behaviours should the team leader demonstrate?

Activity 3.1-3.5

Objective To provide you with an opportunity to provide feedback.

Activity Feedback is important because it allows/provides management and staff information on areas where they can improve.

Using the information that you have developed in Activity 2.1-2.4, answer the following questions.

1. Why are you assessing this staff member?

2. On what functions, skills, behaviours, or activities is this assessment based?

3. On what standards is this assessment based?

4. What are the facts of the situation?

5. What do you plan to do with the results of your feedback?

6. What methods will be used to give feedback to the team leader?

7. Provide feedback to your appointed team leader to say that he/she is underperforming and requires more one-on-one training. The team leader is intimidated about the position. You need to build the team leader's skills and knowledge to motivate the team leader and build his/her confidence.

8. Develop a coaching plan addressing these issues

Coaching Plan
Name: ____________________________________
Manager: __________________________________
Date of meeting: _____________________________

Areas where excellence in performance has been demonstrated

Performance areas needing improvement

Additional items (i.e. training and professional development needed)

Next steps

9. The informal feedback that the team leader has received does not seem to be working.With your team, develop a more structured feedback session that addresses the team leader's needs and organisational policy.

10. Use the seven key elements of coaching by Larson and Richburg (2000) to analyse whether the plan that you have worked together to fulfil is effective.If you find a lacking in any area, may recommendations on how you may close the gap.

Activity 4.1-4.6

Objective To provide you with an opportunity to write and agree on performance improvement and development plans in accordance with organisational policies; seek assistance from human resources specialists where appropriate; reinforce excellence in performance through recognition and continuous feedback; monitor and coach individuals with poor performance; provide support services where necessary; and counsel individuals who continue to perform below expectations and implement the disciplinary process if necessary.

Activity Case study exercise:
The new sales figures are in and they are not good. All feedback shows that the fault is not due to the product, as the customers have advised you that the product exceeds their expectations, not only in terms of quality performance but also in terms of price.

You personally visit your team and find that morale is very low. Several weeks ago, a member of their team was killed when a wall of parts fell on them when a shelf snapped. After WorkSafe closed the factory for a week, it was re-opened. The company hired to supply the shelving and build it did not maintain its duty of care to provide safe equipment. Both the client and to a lesser degree the company was fined.

Staff had reported the shelving and the company had failed to take the correct action. Your first aim is to suggest ways in which to change this negative attitude.As this is outside your field of knowledge, identify what HR experts will be able to assist you in changing the negative morale of staff.

As a group exercise - choose a member of the group to act as your HR contact, a trainer, and a member of the work team and answer the following questions.

1. Consult with your HR contact on the above issue and discuss what you can do to help your team and their performance at work.
Make recommendations in regards of ways in which the team has more control of the environment. What training could you provide the team to give them the skills to take more control of their environment?

2. What recognition do you believe that team members should be given to build confidence and morale?

3. How can you determine whether the training, coaching or mentoring is successful?

Include feedback discussions with both the trainer and the team member to further investigate this.

4. What support services should the team be supplied with?

After three months, two members of your team are not making any effort to respond to the changes made internally and have not taken advantage of the opportunities to improve their skills.They are still negative, and this is not having a good impact on the rest of the team.

5. Use your knowledge of counselling to develop a counselling session to address these issues.

Activity 4.7

Objective To provide you with an opportunity to terminate staff in accordance with legal and organisational requirements where serious misconduct occurs or ongoing poor-performance continues.

Activity Your organisation does not have procedures on how to terminate an employee.

Access the Fair Work Australia site URL Address: www.fwa.gov.au

1. Discuss what you will need to do to initiate and terminate a member of your team's employment.If necessary, set the procedure out in a flow chart.

Skills and Knowledge Activity

Objective To provide you with an opportunity to demonstrate your knowledge of the foundation skills, knowledge evidence and performance evidence.
Activity Complete the following individually and attach your completed work to your workbook.

The answers to the following questions will enable you to demonstrate your knowledge of:
• Learning
• Reading
• Writing
• Oral communication
• Numeracy
• Navigate the world of work
• Interact with others
• Get the work done
• Outline relevant legislative and regulatory requirements
• Outline relevant awards and certified agreements
• Explain performance measurement systems utilised within the organisation
• Explain unlawful dismissal rules and due process
• Describe staff development options and information.

Answer each question in as much detail as possible, considering your organisational requirements for each one.

1. How would you communicate expected standards of performance, effective feedback and to coach staff who need development?

2. How would you use risk management skills to analyse, identify and develop mitigation strategies for identified risks?

3. How would you ensure a planned and objective approach to the performance management system?

4. Document your company's policies, or an organisation that you can use as an example, on Work Health and Safety, environmental issues, equal opportunity, industrial relations and anti-discrimination.

5. Identify three relevant awards and certified agreements. What are the benefits of attaining them?

6. What performance measurement systems are utilised in your organisation, or another organisation that you can use as an example?

7. As in the question above, what options do staff have for development and where can they find this information?

Major Activity

Objective To provide you with an opportunity to demonstrate your knowledge of the entire unit.

Activity This is a major activity - you should let the learners know whether they will complete it during class or in their own time.
You must individually, answer the following questions in full to show your competency of each element;

1. Allocate work
2. Assess performance
3. Provide feedback
4. Manage follow up

1. What do you have to consider when allocating work?
2. How would you assess performance?
3. What is the difference between formal and informal feedback?
4. What is involved when managing follow up? (Discuss using all of the criteria).

Attachment:- Manage People Performance Workbook.rar