BSBWOR501 Hon Loon

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Texas Woman's University *

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Management

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Nov 24, 2024

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BSBWOR501 Written Question Student Name: Chin Han Loon Student ID: ASOC 1704 Question 1: Explain two principles behind the need for a leader to be self-aware and understand their behaviour, personality and learning style. - First of the two reasons is that the leader able to offer more to the company they work for. Secondly, they are likely to achieve the targets of their personal development plan. They also want to improve themselves. - Competence standard, such as position descriptions and nationally endorsed industry competencies, can be used to assess leader´s skills and knowledge and determine future development needs, priorities and plans. - Seeking for feedback is necessary in order to identify development opportunities. Feedback is most effective when it is received from multiple sources, such as colleagues, supervisors, clients and stakeholders. - People involved in organisation change can be characterised as:  indifferent to change  change agents (leading and encouraging)  change averse (against any shift in the status)  unaffected by change Question 2: Explain two techniques involved in managing, organising and identifying personal behaviour, self-awareness and personality traits . Two of the techniques are Credibility and Decisiveness which allow managers to deal with the demands of work and win the respect of their staff. Credibility means being trustworthy,

BSBWOR501 organised, and following through on a leader´s word. Decisiveness is weighing up the options, making timely decisions and implementing changes. The analysis of performance is one technique which measures can be achieved by a comparison against available trend data as the most valuable analysis. This can include other managers´ performance data, leader´s own data from previous years or months, or industry benchmarks. Openness to experience comprises intellectual curiosity, complex problem solving and reasoning, imagination, artistic and aesthetic interests, and emotional and fantasy richness. Conscientiousness is the personality trait of being thorough, careful, or vigilant. Collecting feedback from the colleagues, managers and customers using methods such as 360-degree feedback forms. Self-evaluation can be another process for identifying personal behaviour, self-awareness and personality traits which can be done by using methods such as online personality test questionaries. ''Three tools that measure certain aspects of our behaviour during changes: Creativity: this measurement tool was invented by Michael Kirton known as Kirton Adaption-Innovation Inventory (used abbreviation is KAI). This has 32 items in an inventory and it is based on measuring person´s orientation to innovation. If the person gets a high score, it means unlikely to change, while a low score means an acceptance of change. Commitment: This tool was invented by O´Really and Chatman known as O´Really and Chatman´s +ě-item scale. Here we rate our agreement with statements. This covers the dimensions of internalisation, identification and compliance with the organisation´s identity. Job satisfaction: Here we use the questionnaire Minnesota Satisfaction Questionnaire (MSQ). This tool has 20 items and measures job satisfaction and work performance. It is a two-dimensional system that rates intrinsic and extrinsic factors.'' Source: Unit release 1 (Aspire Version 1.1), BSBWOR501 Manage personal work priorities and professional development Question 3: Explain two types of learning styles and how they relate to individuals.

BSBWOR501  David Kolb´s model – this model is based on what learners bring to learning experiences and what they experience and do when learning opportunities arise. David Kolb found that learning naturally tended to follow a sequence from concrete experience followed by reflection then abstract conceptualisation when a learner uses their knowledge to understand the new experience. The final stage is active experimentation.  Peter Honey and Alan Mumford´s model – They adapted Kolb´s experiental learning model. They renamed the stages in the learning cycle to accord with managerial experiences. There are four learning styles named as Activist, Reflector, Theorist and Pragmatist identified in the Learning Styles Questionnare (LSQ). By being aware of themselves as learners, adults can monitor their own learning and learn new techniques. Question 4: Explain two principle involved in managing and organising personal goal setting as part of a personal development plan. - There are benefits to developing leaders´ Personal Development Plan in conjunction with personal goal-setting. A PDP that reflects leaders´ personal values, desires and intentions as well as those of their organisation is more likely to be motivating, realistic and effective, too. - Setting personal goals provides direction for leaders´ career objectives. Organising goal-setting can identify obstacles that may prevent some actions. Managing goal- setting also helps identify opportunities. Question 5: Explain two principle involved in managing and organising personal performance measurement. - Two TOOLS involved in managing and organising personal performance measurement are Creativity from Kirton Adaption-Innovation Inventory (KAI) and Organisational Commitment from O´Reilly and Chatman´s 12-item scale.

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BSBWOR501 Kirton Adaption-Innovation Inventory (KAI) is a measurement tool for the effect on creativity and based on a theory created by Michael Kirton. This 32-item inventory measures orientation to innovation (or change). If someone gets a high score, it is unlikely to a change. On the other side, in case of a low score it means an adaptive orientation and acceptance of change. O´Reilly and Chatman´s 12-item scale is a measurement tool for organisational commitment. The measurement covers the dimensions of internalisation, identification and compliance with the organisation´s identity. Qualitative performance measures, this principle using a self-assessment can be combined with quantitative measures to give more comprehensive evaluation of leader´s performance over time. The qualitative indicator expresses a value judgment and can use a binary criterion. This can be collected from leader´s key result or responsibility areas, this include the duties and responsibilities of leader´s role and should be listed in leader´s job description. Question 6: Explain two principle involved in managing and organising time. There are two ways of prioritising information for a project. First method is "Action programs which means action plans for multiple projects. They ensure the value of the task is maintained, despite various events occurring to throw a leader of their schedule. Second principle is "Backward goal-setting which explains a start with leader´s eventual objective and work backwards to develop their plan. As an example, if their resulting goal is to build an extension to the warehouse, they would list the tasks from that goal to their present situation in order to develop their plan. Question 7: Describe how a leader may take the initiative to prioritise and facilitate competing demands to achieve personal, team and organisational goals and outcomes. - The prioritisation of task, relationship and process issues should always come back to organisational systems and procedures. This includes existing team objectives or group goals. Prioritisation of tasks can only be attempted after significant goals have

BSBWOR501 been created. Goals need to be especially SMART which is an abbreviation for SPECIFIC, MEASURABLE, ACHIEVABLE, RELEVANT and TIMELY), next goals have to be challenging as well as communicated to everyone who needs to know about them. - A leader may take the initiative to prioritise and facilitate competing demands. Here are some examples: the leader should rely on their to-do list or task calendar, refer to organisational objectives to prioritise tasks that are competing for time or resources, in a case of conflicts between people it is important to use interpersonal skills to negotiate, mediate and resolve relationship conflicts. If any conflicts over the way work gets done occur, it is necessary to refer to duty statements and prioritise on the basis of contribution to organisational objectives to resolve process conflicts. Question 8: Identify the technology a leader may use to improve work efficiencies. - Technology is an important factor for managers as they can assist them in scheduling, prioritising and managing their work commitments in more effective way. Technology items which can help a leader to improve work efficiencies are computerised systems (The PC, laptops, storage devices), software (Databases, project management tools, word processing, spread sheets, mobile applications, financial packages, web applications), electronic diaries (scheduling applications such as Microsoft Outlook, I- call from Apple) and smart devices (Digital assistants on smartphones such as the Apple I-phones, Samsung smartphones and other Android devices – they replaced original PDAs). Question 9: Describe how a leader´s own work role contributes to broader organisational goals. A performance plan allows managers to align their work goals with organisational goals. A performance plan (or Performance Appraisal) is a document developed at the beginning of the appraisal period during a performance and development dialogue (PDD). The performance and development dialogue is a formal meeting with our supervisor that defines the critical elements and performance standards against which our performance is appraised.

BSBWOR501 This is one of the main instruments to identify development needs and to secure the enhancement of professional skills among managers. However, mostly the leader does know the organisational goals before creating a plan. Relationships are often formed by simply maintaining contact over a long period. Many networking specialists advocate using forms of specific personal and regular contact. Taking a more organised approach, make a list of specific groups of people that would be helpful to know for leader´s development purposes. Including clients, colleagues, supervisors and managers. Identify where to find them and become involved in those organisations or activities. The use of professional networks offer the most in terms of support, referral opportunities, or other objectives deemed important by a leader or leader´s organisation, this include great opportunities for personal or professional development. Question 10: Describe two work methods and practices that can improve personal performance and competence. Performing a quantitative and qualitative assessment is the first step to acknowledging the effects of change on work performance. The goal should be to maintain or improve work performance through times of change. Self-analysis, or reflection upon past performance, can help to establish tendencies toward improvement. Our approach to change management can be improved by gaining a better understanding of our personality, goals, strengths and weaknesses. A quantitative performance measures – creating effective key performance indicators (KPIs). A qualitative performance measures – qualitative measures can be acquired from our KRAs (Key Result or Responsibility Areas). TWO WORK METHODS AND PRACTICES TO IMPROVE PERSONAL PERFORMANCE AND COMPENTENCE ARE: Using appropriate technology (3D) – to be competent in any kinds of personal / professional work we should be regularly updated with new technology. Using appropriate technology makes easier, faster and proper to complete the given task. As an example, using smartphones to keep on reminders for scheduled events helps to remind the task and make competent on it.

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BSBWOR501 Having a healthy lifestyle – healthy lifestyle is a very important factor for personal improvement. This keeps us mentally and physically fit, so that we can assure personal improvement every day. Regular exercise and balanced diet are key efforts for healthy living. Healthy lifestyle is a basic requirement to have best performance in any kinds of work with competency. Question 11: Identify two personal management development opportunities and options for a leader. First personal management development opportunity is '"Coaching" which refers to a one-on- one style of training. Coaching is short-term, its purpose is to ´perform´ a target and we want an outcome from it. Coaching is ideal if we want closer assistance to develop our skills or knowledge. Second personal management development opportunity is "Rotation" that is similar to exchange, but it is done in a shorter time frame. This method takes the form of a coordinated, scheduled rotation from one position to another through several functional units in the business in order to gain a better picture of operations. It is often done in preparation for advancement into general management roles. Options for a leader: Structured training programs, Mentoring Question 12: What organisational protocols might need to be taken into account when planning career development? Mandatory organisational protocols are:  An application for professional development outlining the objectives, costs, location and time must be completed and signed by an authorised person prior to training.  A report or presentation to appropriate personnel must be provided by the learner after they have completed the training.

BSBWOR501 Question 13: Outline the organisational plans that underpin an organisation´s operations. The corporate strategic plan, tactical plans, operational plan and work plans are the foundation for an organisation´s operations. The pyramid which shows all mentioned plans is called as company´s vision and mission statements. Strategic plan – it is the most important function of a company´s leaders. Strategic planning is the process in which a company´s leaders outline its future goals and detail the ways in which they will achieve these goals. Tactical plan – it takes a company´s strategic plan and sets forth specific short-term actions and plans, usually by company department or function. The tactical planning horizon is shorter than the strategic plan horizon. Operational plan – it is a detailed plan used to provide a clear picture of how a team, section or department will contribute to the achievement of the organisation´s strategic plans. To create an effective system with organisational objectives, a leader and their supervisor can create a performance plan. This is a document developed at the beginning of the appraisal period during a performance and development dialogue. The steps to create a performance plan include: Review goals Review organisational goals to associate prefer results in terms of units of performance such as quantity, quality, cost or timeliness. Specify outcomes Specify desired results for the particular functional group (leader´s area of management). Check contribution Ensure the functional area is desired results directly contribute to the organisation´s results. Prioritise goals Weigh, or prioritise, the functional unit´s desired results

BSBWOR501 Document the plan Document the performance plan including desired results, measures and standards. Question 14: List the topics that are usually covered by an organisation´s professional development policy. The topics that are usually covered by an organisation´s professional development policy are tertiary study, study leave, criteria for approval and reimbursement of fees and the procedure for applying for authorisation to undertake education and training. Question 15: Explain the importance of an organization having a succession plan and policy. 1. Disaster-proofs your business Succession planning is simply another step in your senior leadership’s strategy to protect the company – whether you are physically there for its long-term success or not. Think of it as business continuity insurance that requires grooming employees. 2. Identifies your most-qualified future leaders Formal succession planning requires your company to:  Identify those positions most critical to the future success of the company. These might not all be C-suite positions.  Identify internal candidates with the values, skills and desire to take on those critical jobs.  Talk to potential candidates about their interests and career plans. Question 16: Describe three ways you can achieve a healthy work life- balance. 1. Track Your Time

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BSBWOR501 Analyzing your present situation is the beginning step in achieving a balanced life. Keep a time log of everything you do for one week, including work-related and personal activities. This data will serve as an eye-opener, helping you understand how you are using -- and where you are losing -- your time. 2. Determine Your Priorities Spend some time seriously reflecting on what is most important to you, and make a list of your top priorities at work and at home. Then analyze your time audit by asking yourself these key questions: What do I need to Start doing? Stop doing? Continue doing? Do more of? Do less of? Do differently? 3. Set Specific Goals Take your list of priorities and turn them into concrete and measurable goals. Block time into your schedule for activities just like you would for an important meeting or a doctor's appointment.

BSBWOR501 Hon Loon

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