BSBLDR812 - Task 1 (1)-1

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Unicom College of Business Studies, Rustam, Mardam *

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BSB41419

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Management

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Nov 24, 2024

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docx

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Assessment Task Cover Sheet – Assessment Task 1 Students: Please fill out this cover sheet clearly and accurately. Make sure you have kept a copy of your work. Name: Date of submission: STUDENT DECLARATION I declare that these tasks are my own work. ? None of this work has been completed by any other person. ? I have not cheated or plagiarised the work or colluded with any other student/s in the completion of this work. ? I have correctly referenced all resources and reference texts throughout these assessment tasks. ? I understand that if I am found to be in breach of the RTO’s policies, disciplinary action may be taken against me. Student Signature: Date: Assessor to complete Assessment Task Number and Title Satisfactory/ Not satisfactory Date Is this a reassessment? Y/N If yes, what attempt? Assessment Task 2: Projects: Determine partnership outcomes 1st attempt 2nd attempt Re-assessment Assessor’s Signature: Date: Page BSBLDR812 Develop and cultivate collaborative partnerships and relationships Student Assessment Booklet Version 2.0 August 2022, Approved Quality assurance & Compliance

Part B: Report 1. Introducing Partnerships My organisation, James King College is a educational institution with campuses in Sydney and the Melbourne Central Business District. Offering a broad range of management, marketing, human resources, and international business courses are among its primary operations. With programmes ranging from Certificate II to Graduate Diploma levels, the college serves a varied student body. The following are the core pillers of the organisation: ● Vision: To set the standard for innovative and easily accessible education. ● Mission: To provide students with the information and abilities necessary for prosperous careers in a range of business fields. ● Purpose: To provide high-quality education at reasonable costs with creative instruction and cutting- edge facilities. ● Values: Integrity, creativity, accessibility, and adaptability. The strategic objectives and goals of the organisation are: ● Improve the quality of online learning by adapting to new trends. ● Protect the organisation from campus closures in the future. ● Partner up in cooperation with an expert in e-learning. I am James King College's academic manager. My duties entail supervising and administering all academic initiatives involving faculty, staff, and students that are intended to help students gain the expertise they need to succeed in the corporate world. My function as the Academic Manager is crucial to attaining the strategic objectives of the company. In order to further the college's goal of improving online learning experiences and future-proofing against disruptions, I have been given the responsibility of forming a cooperative partnership with an eLearning specialist. I also play a significant part in making sure that our students receive a quality education that complies with government VET standards, furthering the goal of the college to prepare students for successful employment in a variety of business fields. 2. Rationale for a collaborative partnership A number of important factors drive James King College's desire for collaborative partnership. ● The programme attempts to keep up with evolving educational trends, especially the demand for better online learning brought on by COVID-19 disruptions. This ensures resilience and competitiveness (De Man & Luvison, 2019). ● Through the cooperation, the college can share its knowledge of government VET requirements while learning about eLearning. This is consistent with the organization's dedication to superior education (Ivančić et al., 2019). ● The college plans to utilise the eLearning partner's resources to convert its current courses into online modules. This action increases adaptability, widens the net, and provides protection from upcoming disruptions (Barro & Davenport, 2019). Task objectives for establishing the collaborative partnership ● Knowledge Transfer: The first goal is to make it easier for James King College and the eLearning professional to share knowledge and insights. Sharing knowledge about governmental VET requirements and obtaining advice on current eLearning trends and best practices are two Page BSBLDR812 Develop and cultivate collaborative partnerships and relationships Student Assessment Booklet Version 2.0 August 2022, Approved Quality assurance & Compliance

examples of this (Markovic et al., 2021). The objective is to improve the college's online learning options and curriculum. ● Resource Utilisation: The second goal entails utilising the resources and abilities of the eLearning partner to create online learning modules based on the college's current course offerings. This goal will enable James King College to increase the range of courses it offers and adjust to shifting educational tastes. ● Risk Reduction: The third goal is to prepare the organisation for the future by lowering the risk of campus closures. Through the collaborative relationship, the college hopes to create a strong online learning presence that will enable it to maintain continuity in the delivery of instruction despite outside difficulties (Sergi et al., 2019). Contribution of my role I play a crucial contribution in the growth and maintenance of the collaborative collaboration in my capacity as the academic manager. Contacting prospective partners—including the eLearning specialist—and determining whether they are a good fit for the collaboration will fall within my purview. In order to coordinate our efforts and assure the success of the relationship, I will also work closely with the eLearning partner to design a communication strategy. In order to ensure that the college's objectives of improving education quality and responding to new trends are realised through this collaboration, my role's primary contribution is to supervise the educational components of the partnership. 3. Requirements for Establishing Collaborative Partnerships ● i. Legislation and regulations: In Australia, joint ventures must abide by a number of rules and regulations, including those set forth in the Corporations Act of 2001 and the Competition and Consumer Act of 2010. Corporate alliances, competition, and consumer protection are all governed by these laws. ● ii. Standards and Codes of Practice: Various standards and codes of practice can be applicable, depending on the industry. The National Code of Practice for Providers of Education and Training to Overseas Students explains regulatory criteria, while the Education Services for Overseas Students (ESOS) Act 2000 establishes standards for overseas students. ● iii. Important Legal Frameworks and Procedures: The formation of partnerships frequently entails legal examination, board of directors approval, and documentation of the partnership agreement. These systems guarantee observance and reduce legal concerns. Organizational Documents for Collaborative Partnerships ● Business Plan: The business plan for the college contains strategic goals, including partnerships, and offers advice on how to connect relationships with corporate objectives. ● Partnership Agreements: Legally binding contracts that must be approved by the board and specify the conditions, obligations, and advantages of partnerships. ● Policies and Procedures: Organisational policies describe how partnerships are formed and maintained, including issues like funding, leadership, and risk management. Organizational Requirements for Collaborative Partnerships ● Compliance with Mission and Values: Collaborative relationships should be in accordance with the college's mission, vision, purpose, and values to ensure they uphold the fundamental tenets of the organisation. ● Financial Accountability: To ensure that partnerships are financially viable and positively impact the organisation, they should go through a financial review. Page BSBLDR812 Develop and cultivate collaborative partnerships and relationships Student Assessment Booklet Version 2.0 August 2022, Approved Quality assurance & Compliance

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● Governance and Oversight: Partnerships need to have clear reporting and accountability processes as well as governance structures and oversight systems. ● Risk management: In order to safeguard the interests of the college, provisions for risk assessment and mitigation ought to be included in partnership agreements and periodically reviewed. 4. Existing Collaborative Partnership Absolute Learning Services, a company run by the CEO's nephew, and James King College now have an informal association. Absolute Learning Services offers advice on educational best practices even when there isn't a formal agreement. Research on Potential Partnerships: i. Source of Information: "Australian eLearning Industry Report 2023" from the eLearning Industry Association. ii. Research Summary: The research offers analysis of the eLearning market while identifying important companies and trends. It names two prospective eLearning partners, EduTech Solutions and VirtualLearn Inc., both of which are renowned for their dedication to cutting-edge eLearning solutions and compatibility with the college's goals. Potential Partnerships EduTech Solutions: ● Mission: To revolutionize education through cutting-edge eLearning technologies. ● Purpose: To provide accessible, high-quality online learning experiences. ● Values: Innovation, accessibility, and educational excellence. ● Objectives: To create state-of-the-art eLearning modules and share knowledge with educational institutions. ● Strategies: Developing advanced eLearning platforms and collaborating with educational providers to enhance online education. VirtualLearn Inc.: ● Mission: To empower individuals and organizations through immersive virtual learning. ● Purpose: To offer immersive and interactive online learning experiences. ● Values: Engagement, creativity, and technological advancement. ● Objectives: To develop virtual reality-based eLearning modules and foster partnerships with educational institutions. ● Strategies: Leveraging virtual reality technology to transform online learning, offering unique and engaging educational content. 5. Assessing Partnerships Task Objectives: The Task Objectives are in liee with the informal association that already exists with Absolute Learning Services. Although it provides advice on best practices in education, it lacks the depth required to construct online learning modules, a crucial work aim. Organizational Strategic Objectives: Although it promotes the college's mission and values, the relationship with Absolute Learning Services does not specifically address the strategic goals of improving online education or future-proofing against campus closures. 6. Activities to Meet Task Objectives ● Knowledge Transfer: Sharing government VET requirements and eLearning trends. ● Content Development: Collaborative creation of online learning modules. Page BSBLDR812 Develop and cultivate collaborative partnerships and relationships Student Assessment Booklet Version 2.0 August 2022, Approved Quality assurance & Compliance

● Reporting: Monthly reporting on eLearning trends and best practices. Required Resources ● Personnel: Academic Manager, eLearning specialist, instructional designers. ● Technology: eLearning platforms, content creation tools. ● Legal Expertise: External legal contractor for agreement review. ● Financial Resources: Budget for one-time and ongoing costs. Cost-Benefit Analysis Costs 1. Human Resources: ● Academic Manager's Salary (1 year): $80,000 ● eLearning Specialist's Salary (1 year): $100,000 ● Legal Contractor (One-time): $15,000 2. Technology and Tools: ● eLearning Platform Subscription (1 year): $20,000 ● Content Creation Software (One-time): $10,000 3. Other Expenses: ● Legal Review Fees (One-time): $5,000 ● Miscellaneous and Contingency: $10,000 Total Costs: $240,000 Benefits 1. Knowledge Enhancement: ● Better Compliance with VET Requirements: Expected increase in government funding of $50,000 annually. 2. Enhanced Online Learning: ● Increased Enrollments: Estimated additional revenue of $80,000 annually. 3. Reporting: ● Continuous Improvement: Expected efficiency gains of $10,000 annually. 4. Competitive Advantage: ● Attraction of More Students: Estimated revenue boost of $40,000 annually. Total Benefits: $180,000 per year Net Annual Benefit (Benefits - Costs): $180,000 - $240,000 = -$60,000 The net annual expense for the partnership appears to be $60,000. There may not be a sufficient return on the initial investment, despite prospective advantages like greater taxation and money for the government. 7. Key Performance Indicators (KPIs) Student Engagement: To measure active participation in online modules and student satisfaction. ● Percentage of engaged students. Page BSBLDR812 Develop and cultivate collaborative partnerships and relationships Student Assessment Booklet Version 2.0 August 2022, Approved Quality assurance & Compliance

● Student satisfaction scores. Financial Impact: To evaluate revenue and cost savings. ● Increased revenue from online courses. ● Reduction in traditional teaching costs. ● ROI calculation. eLearning Quality: To assess the effectiveness of eLearning materials. ● Learning outcomes achieved. ● Regular content reviews. ● User feedback on usability and effectiveness. 8. Risk Assessment Risk Consequenc e Severity/d amage (scale of 1 – 4) Likelihoo d (scale of 1 – 4) Risk rating (severity x likelihood) Control actions Resource requirement s Financial Dependency on Partner Reduced Financial Stability 3 3 9 Diversify Income Sources Financial Analysis Misalignment of Goals Partnership Ineffectivenes s 4 2 8 Clearly Define Objectives Communicati on Resources Page BSBLDR812 Develop and cultivate collaborative partnerships and relationships Student Assessment Booklet Version 2.0 August 2022, Approved Quality assurance & Compliance

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References CFI Team. (2023, March 13). Stakeholder. Corporate Finance Institute. https://corporatefinanceinstitute.com/resources/accounting/stakeholder/ Australian Government. (2022). Understanding Australian business regulation | Global Australia. Globalaustralia.gov.au. https://www.globalaustralia.gov.au/news-and-resources/guide-to-investing/running- a-business/understanding-australian-business-regulation Business structures & types | business.gov.au. (2020, June 24). Business.gov.au. https://business.gov.au/planning/business-structures-and-types Commission, c=au;o=Australian G. G. A. S. and I. (n.d.). Registering not-for-profit or charitable organisations. Asic.gov.au. https://asic.gov.au/for-business/registering-a-company/steps-to-register-a- company/registering-not-for-profit-or-charitable-organisations/ Sergi, B. S., Popkova, E. G., Borzenko, K. V., & Przhedetskaya, N. V. (2019). Public–private partnerships as a mechanism of financing sustainable development. Financing sustainable development: Key challenges and prospects, 313-339. Markovic, S., Koporcic, N., Arslanagic-Kalajdzic, M., Kadic-Maglajlic, S., Bagherzadeh, M., & Islam, N. (2021). Business-to-business open innovation: COVID-19 lessons for small and medium-sized enterprises from emerging markets. Technological Forecasting and Social Change, 170, 120883. Barro, S., & Davenport, T. H. (2019). People and machines: Partners in innovation. MIT Sloan Management Review, 60(4), 22-28. De Man, A. P., & Luvison, D. (2019). Collaborative business models: Aligning and operationalizing alliances. Business Horizons, 62(4), 473-482. Ivančić, L., Vukšić, V. B., & Spremić, M. (2019). Mastering the digital transformation process: Business practices and lessons learned. Technology Innovation Management Review, 9(2). Page BSBLDR812 Develop and cultivate collaborative partnerships and relationships Student Assessment Booklet Version 2.0 August 2022, Approved Quality assurance & Compliance

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