BSBMGT605 Provide Leadership Across The Organisation Assessment

BSBMGT605 Provide leadership across the
organisation
Assessment
BSBMGT605 Provide leadership across the organisation
Assessment Instructions
Assessment Task 1: Scenario analysis (Communicate organisational mission and goals Required documents and
equipment)
● Marking Guide
● Assessment Task 1
● Max Lionel Realty (MLR) simulated business document (Assessment Appendix 1)
● Assessment Task Templates document (Assessment Appendix 2)
● access to computer lab with Microsoft Office, Skype, etc.
Instructions for assessor

This task requires candidates demonstrate knowledge and skills required to communicate organisational mission and
goals.
Using the workplace scenario information provided, the candidate will address expectations of an organisation to
investigate incidents in accordance with legal and organisational requirements. The candidate will also address
expectations to communicate organisational mission and goals to internal stakeholders (presentation to managers).
Please read Assessment Task 1, the Max Lionel Realty simulated business document, and scenarios.
You will need to observe the candidate’s presentation to managers. Ensure that an appropriate person of your choice
(yourself, fellow trainers or learners, for example) plays the role of Commercial Manager following one of the sets of
information provided below. There are three provided in order to allow for some difference across candidates’
presentations where you are assessing multiple candidates.
In order to appropriately assess candidates, the individual playing the role of Commercial Manager will need to
understand that they must fully state the first point (the first point is the same in each set of information provided
below). This is important for assessing candidates’ competence in understanding the requirement to investigate incidents
promptly and communicate results clearly to relevant individuals.
Manager Commercial Realty #1

● It’s impossible to get changes made around here, anyway. I was going to investigate
when I had time; I had more time available for that kind of work a couple of weeks
after the client fell.
● Organisational mission and goals do not have any bearing on WHS and vice versa.
● Our most important goal as managers is to place pressure on agents to squeeze

money out of tenants and buyers of property for our clients.
● We also need to ensure tenants are the right ‘type’ to ensure property values
remain high. Everyone here knows what I mean by the wrong types. I don’t have to
spell it out.

● I know we have instituted a WHS management system recently, but honestly,
what’s more important: WHS red tape or profits?
● Making sure my agents are across WHS takes time and money.
● There’s no money in the budget for determining training needs or training,

especially for ethics or legal training, etc.

● The organisation just doesn’t put a priority on ethics, legal compliance, and
maintaining a safe workplace.
● It’s up to the individual to keep out of harm’s way. It’s not my job to be a nanny for
everyone that comes into the office.
● I just don’t see the link between ethics and our business/operational planning.
Note: Once the relationship of organisational goals and managerial responsibilities has been made clear by the candidate,
the manager will be highly cooperative, to the point of contributing to discussion and answering questions.
Planning the assessment
● Recommended date for assessment: After Session 2.
● Time required for assessment: 3–4 hours.
● The candidate must:
○ plan and deliver a presentation to managers

○ submit:
– incident report
– risk analysis
– updated risk register
– presentation notes, PowerPoint slides, etc.
● Ensure you agree and arrange a time with candidate to observe presentation to managers.
Communicate organisational mission and goals

Submission details
Candidate’s name Phone no.
Assessor’s name Phone no.
Assessment site
Assessment date/s Time/s
The assessment task is due on the date specified by your assessor. Any variations to this arrangement must be approved
in writing by your assessor.
Submit this document with any required evidence attached. See specifications below for details.
Performance objective
You will demonstrate knowledge and skills required to communicate organisational mission and goals.
Assessment description
Using the workplace scenario information provided, you will address expectations of an organisation to investigate
incidents in accordance with legal and organisational requirements. You will also address expectations to communicate
organisational mission and goals to internal stakeholders by presenting to managers.
Procedure
1. Review the simulated business documentation, including policies and procedures, in Appendix 1: Max
Lionel Realty. Review templates contained in Appendix 2: Assessment Templates for possible use or
adaptation in completing assessment task requirements.
2. Review the information in Scenario 1 below and fill out an incident report in connection with the WHS
incident. Complete a risk assessment based on the information provided by the HR Manager in the
scenario. Update the organisational risk register.
3. Review the information in Scenario 2 below and prepare a presentation on the managers’ WHS
responsibilities. Ensure you:
a. explain the organisation’s mission, values and strategic directions
b. explain the link between the organisation’s objectives, standards, relevant legislation and the
responsibilities of managers and agents for a safe workplace
c. state expectations of managers in a way designed to build commitment and support by managers;
use persuasive language and deploy an appropriate leadership style
d. use appropriate media to achieve objectives of presentation.
4. Deliver your presentation.
5. Submit documentation as per specifications below.
Specifications
You must:
● plan and deliver a presentation to managers
● submit:
○ incident report
○ risk analysis
○ updated risk register
○ presentation notes, PowerPoint slides, etc.
Your assessor will be looking for:

● how you encourage others to adopt business ethics and build their commitment to the organisation
● clear communication of the organisation’s objectives, values and standards to stakeholders and the type
of media and language used
● how you facilitate consultative decision-making with stakeholders
● the application of business ethics to leadership
● an explanation of the impact of legislation when providing leadership
● an explanation of the organisation mission, purpose and values
● how application of leadership styles support organisational objectives, plans and strategies.
Scenarios
Scenario 1
You are the Operations General Manager at Max Lionel Realty (MLR). You are responsible for the
day-to-day running of the company. You oversee the coordination of activities that occur within the
Residential, Commercial, and Investments branches of the company. You are responsible for
overseeing projects which affect operations of the organisation as a whole. You work with the HR
manager to coordinate systems and projects to achieve cooperation and coordination across the
company.
WHS Incident
A WHS incident recently occurred at the Commercial office of Max Lionel Realty. Although it is the
Commercial Manager’s responsibility to investigate WHS incidents, they have not done so. You
decide to step in. In accordance with the recently implemented WHS management system you
must:
● investigate incidents
● complete an incident report
● perform risk assessment
● Update risk register.
The records you create of the incident need to be submitted to the HR Manager (assessor) for
storage as per records management policy.
Details of the incident
● Last Wednesday, a client who was running late decided to leave through the
emergency exit and stairwell, falling and breaking her wrist.
● The exit door was blocked by boxes of paper.
● One of the agents heard calls for help, managed to open the exit and helped the
client.
● Not realising what had happened, or the seriousness of the accident, the agent
criticised the client’s high heels, implying that such a thing would never happen to a
man: ‘Any sensible woman would take the lift’.
● The client was humiliated.
● The client was taken to the Royal Women’s Hospital by ambulance.
● She is threatening to sue MLR for injuries, loss of income and mental trauma.
Scenario 1 (continued)
● Another agent noticed a strange odour and an oily substance on the stairwell.
● This agent reported the incident verbally to the Commercial Realty Manager.
● This incident has only just become known to the HR manager, who has been
contacted by both the client’s lawyer and the Office of the Human Rights
Ombudsman.
● Several incidents in which managers have failed to undertake WHS management
system responsibilities have occurred recently. For example, recordkeeping has
been incomplete.
● Consultation with agents, WHS committee meetings have not occurred.
● The organisation’s original target was to reduce the number of WHS incidents by
25%; however, after initial success, enthusiasm for the system has worn off and
incident rates are only just lower than they were when the system was initiated.
Scenario 2
You are the Operations General Manager at Max Lionel Realty. You have recently investigated a
serious WHS incident.
You have determined that the incident may represent a systemic breakdown in compliance with
the organisation’s WHS management system. This system has only recently been implemented and
clearly the requisite practices have not been embedded.
Your legal and ethical responsibility is clear. You have a legal and ethical responsibility as a manager
to minimise workplace hazards. Moreover, in accordance with organisational change management
processes, you need to ensure organisational support by regularly reviewing compliance and acting
immediately to intervene to ensure organisational objectives and minimise risk.
You need to ensure managers are aware of and comply with the following responsibilities under the
WHS management system and WHS legislation:
● consult with agents on WHS issues to continually identify any potential risks
● regularly conduct WHS committee meetings to address risk across the organisation
● regularly assess potential workplace hazards
● act proactively to reduce risk
● update the risk register.
You have decided to prepare a presentation to managers to ensure compliance.

Your objective is to ensure a smooth implementation of the WHS management system.
Accordingly, you don’t want to single out or embarrass any one manager. Rather, you want to
ensure enthusiastic support by underscoring the importance of implementation of the WHS
management system with respect to Max Lionel’s mission and organisational goals.
You will need to ensure you demonstrate and support ethical attitudes and practices.
Marking Guide
Assessment Task 1: Scenario analysis (Communicate organisational mission and goals)

Assessment site
Outcomes
Satisfactory
Did the candidate: Yes No

Submit an incident report?
Submit a risk analysis?
Submit an updated risk register?
Submit presentation notes, PowerPoint slides, etc.?
Plan and deliver a presentation to managers?
Submit all materials within the required timeframe?
Performance indicators
Satisfactory

Clearly communicate objectives, values and standards in accordance with the
organisation’s strategic direction?
For example, in presentation to managers, did the candidate state that
performance of WHS management accords with:
● mission to serve clients and create the best client experience (part
of creating that experience is to be mindful of legal responsibilities,
ethical practice and safety)
● strategic drive to represent MLR as ethical business
● values: ‘encouragement of excellence’
● operational goals to reduce accident rate
● reduction of risk due to legal non-compliance, liability?

Satisfactory

Establish connections between organisational objectives, values and standards
and the responsibilities of relevant groups and individuals?
For example, in presentation to managers:
● discuss specific WHS responsibilities of managers
● connect each WHS responsibility to a value, business objective or

standard such as the REIV Code of Conduct. Ethical conduct and
safety are key values of the company
● demonstrate knowledge of legislation/standards that could apply
to individuals, such as:
○ Estate Agents Act 1980 (Vic)
○ Equal Opportunity Act 2010 (Vic)
○ Work Health and Safety Act 2011 (Cwlth)
○ Dangerous Goods Act 1985 (Vic)
○ AS/NZS 4804:2001 Occupational health and safety
management systems – General guidelines on principles,
systems and supporting techniques
○ REIV Code of Conduct.
Ensure media and language used is appropriate to individuals and group
circumstances?
For example:
● use Microsoft Excel, Word, PowerPoint, etc. to present information
professionally
● use a teleconferencing tool such as Skype to enable long-distance
communication
● use professional language
● use respectful and non-discriminatory language
● seek feedback and input
● match communication to needs of audience:
○ match level of formality to audience, audience needs, and

objectives (moderate to high level of formality to underscore
seriousness and suit context of workplace)
○ professional, serious tone
● use persuasive language.
Satisfactory

State clear expectations of internal groups and individuals and explain in a
manner which fosters commitment to the organisation?
For example:
● discuss specific WHS responsibilities of managers from scenario
● connect each WHS responsibility to a value, business objective or

standard such as AS/NZS 4804:2001 or the REIV Code of Conduct.
Ethical conduct and safety are key values of the company. To build
support, for example, the candidate should stress the
organisation’s support for ‘leadership skills’ through training (such
as WHS and ethics training where required)
● discuss performance management and incentives.
Address expectations of the organisation?

For example:
● follow requirements of the organisation to include discussion of
organisational goal linkages in all communications to embed
culture
● conduct presentation to ensure success of WHS management
system.
Demonstrate an understanding of the requirements to investigate incidents
promptly and communicate results clearly to relevant groups and individuals?
For example:
● complete incident report, analysis and update of risk register for
inclusion in WHS management recordkeeping system. Analysis
should indicate presentation/training to mitigate hazard. Records
need to be submitted to the HR Manager (assessor) for storage as
per records management policy stated in scenario
● sensitively use example of investigated incident in presentation;
directly addressing the lack of promptness in investigating the
incident under investigation (investigations required within one
day as per policies and procedures)
● draw from investigation of incident to communicate general
performance of managers; for example, recordkeeping incomplete,
inadequate consultation.
Satisfactory

Display ethical conduct in all areas of work and encourage others to adopt
business ethics?
For example:
● demonstrate business ethics by correcting inappropriate attitudes
of managers. For example:
‘We also need to ensure tenants are the right ‘type’ to ensure
property values remain high. Everyone here knows what I mean
by the wrong types. I don’t have to spell it out.’
Candidate may stress the inherent importance of adhering to

business ethical principle of fairness (besides the need to adhere to
anti-discrimination legislation and besides the strategic imperative
to create a reputation for ethical practice).
Adapt appropriate interpersonal and leadership styles to meet particular

circumstances and situations?
For example:
● use a ‘directive’ leadership style with some elements of
consultation
● correct misunderstandings regarding organisational strategic
directions and importance of WHS management
● correct other misunderstandings; for example, point out that
training is crucially important to the business, it is a planned part of
operations and it is budgeted for ($62,187).
Comments/feedback to participant
Outcome: Successful Unsuccessful
Assessor name:
Assessor signature:
Assessment Task 2: Report (Influence groups and individuals)

Required documents and equipment
● Marking Guide
● access to computer lab with Microsoft Office, Project, Skype, etc.

This task requires candidates demonstrate knowledge and skills required to influence groups and individuals.
Using the workplace scenario information provided, the candidate will plan the implementation of a change strategy,
consult with various stakeholders, and implement a key part of the change. At all stages, the candidate will build support
for the implementation.
Please read Assessment Task 2, simulated business and scenario.
You will need to meet with the candidate as CEO to approve draft plans for the change strategy. You will then need to
observe the candidates as they meet with managers.
Prepare the following role for the CEO meeting.
CEO – Max Lionel

Very concerned about cost of change strategy. Would like to reduce cost by 20% if possible.
Has several questions, for the Operations General Manager (candidate):
● What activities will be undertaken to achieve objectives according to your plans?
● How have you resourced the change strategy? How much will it cost?
● How do your plans meet organisational, legal requirements, etc.?
● How will your communication plan account for the needs of all internal and external
groups, including the community at large?
● How will your use of technology achieve objectives?
● How do your plans align to organisational risk management plans?
● What consultation will you undertake with managers (key part of implementation)?
How will you ensure their support and incorporate their input into your
implementation plans?
Ensure the following roles are filled by appropriate people of your choice (fellow trainers, learners, for example) for step 8
outlined in the Assessment Task. These roles allow the candidate to consult with managers to implement part of the
change management strategy. Managers should be cooperative only if the candidate employs a consultative leadership
style and invites input.
Manager Residential Realty

● Doesn’t feel adequately consulted.
● Doesn’t understand why managers have not been trained on company mission,
objectives, etc.
● Needs training on WHS and ethics.
● ‘My clients don’t like certain religious practices. What am I supposed to do, cut
them loose?’
● Suggests that once managers are trained they can train the agents, eliminating the
need for external trainers, and building internal company culture of training and
coaching.
Manager Commercial Realty

● Needs training on WHS and ethics.
● Can train but requests support from management because it’s not an area of
expertise.
● Suggests that the company can save money by simply creating some good PR around
ethics and skip the actual training. Agents understand that, as a business, we have to
talk up ethics, but really, for grownups, it’s just business as usual.
● Ok. If we need to actually follow through with our stated values, then manager
disputes need for training rooms. Commercial office has free facilities available. Can
seat ten agents. Must be externally catered, however.
Manager Investments
● ‘I like to hold information back (like potential conflict of interest) to give me the
advantage I need to do business.’
● Can train but also requests support from other managers because it’s not an area of
expertise. Suggests managers receive formal training in workplace training and
assessment for career development.
● Disputes need for externally provided facilities. As a real estate firm, we have
cheaper in-house facilities for promotions. Will cost approximately $2,000.
● Suggests the need to consult with busy agents on training times and perhaps
schedule multiple sessions to ensure flexibility and accessibility.
Note
For larger training groups, to reduce the number of presentations to observe, consider assessing candidates together. You
may assign each candidate a ‘manager role’ on top of their Operations General Manager (OGM) role. Candidates will take
turns to play the OGM. They will participate as managers as others play the role of OGM. This will provide an opportunity
for candidates to both lead and influence, and provide other candidates with the opportunity to lead and influence.

○ meet with CEO (your assessor) to approve change strategy

○ plan and deliver a presentation to managers on the change strategy
○ submit:
– action plan for implementation
– budget
– communication plan
– drafts of evolving planning documents
– presentation notes, PowerPoint slides, etc.
● Ensure you agree and arrange a time with candidate/s to:
○ discuss change strategy (as CEO)

○ observe candidate presenting to managers.
Influence groups and individuals

Submission details
Assessment site
Submit this document with any required evidence attached. See specifications below
for details.
You will demonstrate knowledge and skills required to influence groups and individuals.
Using the workplace scenario information provided, you will plan the implementation and resourcing of an organisational
change strategy, consult with various stakeholders, and implement a key part of the change strategy. At all stages, you
will build support for the implementation.
Note: You will need to keep copies of the work you undergo in this assessment task for further use in Assessment Task 3.
Procedure
2. Review the scenario information below.
3. Develop action plan for implementation of the change strategy.
4. Develop a budget for the strategy.

5. Develop a communication plan for the change strategy.
6. Arrange a time to meet with CEO (your assessor) to discuss planning. Prepare to:
a. employ appropriate leadership style
b. discuss plans and budget and gain support
c. explain how plans meet organisational, legal requirements, etc.
d. explain how communication plan accounts for needs of internal and external groups. Explain what
approaches will be taken to ensure the organisation is reflected positively in the media.
e. discuss modes of communication (e.g. presentations, flyers, posters, training notes, etc.) in
implementation plans
f. explain how plans align to organisational risk management plans; for example, explain how the
change strategy mitigates certain risks outlined in the risk register
g. discuss the approach to be taken in upcoming consultation with managers (key part of
implementation).
7. Revise plans/budget based on consultation with CEO. Keep drafts of plans to provide evidence of
consultation and continuous improvement.
8. Consult with managers (individuals chosen by your assessor to play the roles of managers) to implement
part of change management strategy (inform managers of change processes, gain support, seek
feedback and suggestions for improvement). Ensure you:
a. employ an appropriate leadership style
b. model and encourage ethical behaviour.
9. Revise plans/budget based on consultation with managers. Keep drafts of plans to provide evidence of
consultation and continuous improvement.
Specifications
You must:
● meet with CEO (your assessor) to approve change strategy
● plan and deliver a presentation to managers on the change strategy
● submit:
○ action plan for implementation

○ budget
○ communication plan
○ drafts of evolving planning documents
○ presentation notes, PowerPoint slides, etc.

● how you communicate and inspire the trust and confidence of others and ensure their cooperation and
support
● how you explain business ethics and their application
● how your knowledge of leadership styles and their application supports the organisation
● an explanation of the impact of legislation, codes and by-laws relevant to the organisation’s operations
● how you incorporate the organisation mission, purpose and values into your plan
● how you describe the organisation objectives, plans and strategies in your plan
● how you discuss, initiate and implement the organisational change processes.
Scenario
You are the Operations General Manager at Max Lionel Realty (MLR). The CEO, Max Lionel, has asked you to initiate and
implement a change strategy to improve organisational culture and ensure ethical and legal compliance of agents. Key
outcomes of the strategy will be:
● development of an ethics charter for the business based on WHS responsibilities and Real Estate
Institute of Victoria (REIV) Code of Conduct
● revisions made to existing policies and procedures to incorporate use of charter by agents
● training for managers and agents on use of charter, WHS responsibilities and legal/ethical
responsibilities.
Previous needs analysis for this strategy has uncovered characteristics and requirements of various groups and
stakeholders:
Agents (40) Clients Tenants/wider community
● under stress; time-poor ● cynical: e.g. ‘Why do I ● sometimes feel

● highly trained and have to pay attention to discriminated against on
competent in selling and MLR’s internal business? basis of:
managing real estate I just want them to ○ lifestyle
manage my property’
● unaware of legal, ethical ○ family status
requirements; just want ● time-poor
○ cultural background
to please clients ● not sure of MLR
○ income, etc.
● even if aware, have no obligations and
commitment to best-of- ● residential agents have
idea how to apply to
breed client service and been rude or insensitive
daily client practice
ethical practice, REIV on occasion: e.g. ‘You
● unclear on overall wouldn’t treat your rich
Code of Conduct
strategic aims of MLR clients or investment
● feel that it’s the agent’s
● culturally diverse. partners this way’
obligation to fill
rental/lease properties ● do not feel they are
according to client adequately consulted
wishes: e.g. ‘I choose ● residential/commercial
who lives in/leases my agents/clients have let
property’ themselves in without
● culturally diverse. consultation
● inspections are
sometimes unannounced
● feel that the real estate
business is crooked
● culturally diverse.
The following resources are available from preferred suppliers, Ace Consultants:
Human resourcing Cost

Developer/writer $120/hr
Advertising and promotions consultant $150/hr
Quality assurance person/editor $120/hr
WHS trainer/facilitator $120/hr
Anti-discrimination trainer/facilitator $120/hr
Mary Stewart (WHS consultant) $150/hr
John Ng (CPA) $150/hr
Pat Lee (Lawyer; anti-discrimination expert) $150/hr
Other resourcing
Off-site training room (catered ) with space for ten people $400/hr
Promotions package: email, social media, trade magazine placements, local $4000
newspaper copy
The total budget for the change strategy: $12,000

You will need to:
● develop a draft action/implementation plan for the implementation of the strategy, including all
activities to be undertaken and timelines for entire project
● develop a draft communications plan for internal and external stakeholders
● consider resourcing requirements and develop a draft budget
● consider modes of communication and outline new technologies which would benefit promotion of plan
● include in action/implementation plan (and communication plan) a meeting with managers as a key part
of building support for change strategy and gaining input
● meet with CEO to approve draft planning documents
● meet with managers to present draft strategy and gain input.
Marking Guide
Assessment Task 2: Report (Influence groups and individuals)
Assessment site
Outcomes
Satisfactory

Submit an action plan for implementation?
Submit a budget?
Submit a communication plan?
Submit drafts of evolving planning documents?
Submit presentation notes, PowerPoint slides, etc.?

Meet with CEO to discuss and seek approval for change strategy?
Plan and deliver a presentation to managers on the change strategy?
Satisfactory

Gain the trust, confidence and respect of diverse groups and individuals through
positive role modelling and effective communication and consultation?
For example:
● use appropriate leadership styles. For example, consultative and
deferential with CEO; less directive, consultative and collaborative
with managers
● build trust, through, for example, empathising with the managers,
treating concerns seriously
● address unethical manager suggestions and sensitively correct
them.
Embrace, resource and effectively implement improvements to organisational
and workplace culture?
For example:
● create budget including human and physical resourcing
● amend budget after consultation with CEO , managers based on

resourcing and business requirements
● implement part of the implementation plan by presenting
implementation plan to managers, gaining input and support for
implementation.
Demonstrate understanding of the global environment and new technology in
work activities?
For example:
● use Microsoft Excel, Word, PowerPoint to present information
professionally
● use a teleconferencing tool such as Skype to enable long-distance
communication
● plan use of appropriate technology in communications plan to
represent MLR positively in the community: social media, magazine
ads, internet, email.
Satisfactory

Ensure actions convey flexibility, accessibility and adaptability to change?
For example:
● take consultative approach to planning with managers
● re-draft planning, budget based on consultation
● plan flexible training times to ensure accessibility to training

for agents.
Ensure consultation and participation in decision-making occurs with relevant
groups and individuals where appropriate?
For example:
● take consultative approach to planning with CEO and managers
● re-draft planning, budget based on consultation.
Ensure decision-making takes into account the needs and expectations of both
internal and external groups?
For example:
● take consultative approach to planning with CEO and managers
● discussion with CEO and managers on needs of internal and external

groups
● re-draft planning, budget based on consultation on needs of internal
and external groups
● communication plan should reflect needs of CEO, managers, agents,
tenants, clients, and wider community as outlined in scenario.
Ensure decision-making occurs in accordance with risk management plans for all
options, and within appropriate timeframes?
For example:
● reference to MLR risk register in consultation with CEO
● explanation of how plans address identified organisational risk.

Satisfactory

Ensure that the organisation is represented positively in the media and
community?
For example:
● media used in communication designed to effectively reach target
groups
● communication addresses needs of external groups and
stakeholders, for example:
○ managers
○ agents
○ clients
○ tenants
○ wider community.
business ethics?
For example:
● address unethical manager suggestions and sensitively correct them
● is respectful.

For example:
● use appropriate leadership styles. For example, consultative and
deferential with CEO; less directive, consultative and collaborative
with managers.
Assessor name:
Assessor signature:
Assessment Task 3: Project (Build and support teams)
● Marking Guide
● Assessment Task Templates documents (Assessment Appendix 2)
● Access to computer lab with Microsoft Office, Project, Skype, etc.

This task requires candidates demonstrate knowledge and skills required to build and support teams.
Using the workplace scenario information provided, and following on from work completed in Assessment Task 2, the
candidate will lead and support a team of managers to implement a change strategy (develop training ideas for agents on
ethics and WHS).
Please read Assessment Task 3, simulated business, and scenario.
You will need to observe the candidates as they workshop agent training with managers.
Ensure the following roles are filled by appropriate people of your choice (fellow trainers, learners, for example).
Managers should not volunteer information unless candidate takes a consultative approach.
Manager Residential Realty

● Not sure of responsibilities or accountabilities with regard to training.
● ‘I don’t see how I should be responsible for my agent’s actions. What they do with
regard to WHS and ethics is their own business. I don’t ask and I don’t want to know
what they do to generate income for the business.’
● 15 agents require catering
● Should suggest and/or demonstrate brainstorming to generate training ideas.
Manager Commercial Realty

● 15 agents require catering.
● ‘Can I use my sister’s coffee shop to cater the training? She really needs the
business. She is much cheaper than Coffeeville, our preferred supplier.’
● Should suggest or demonstrate fishbone diagrams/5Whys to determine deep
reasons for agents not demonstrating required skills or knowledge (for example feel
ethics is incompatible with buying and selling real estate in a competitive market
place).
● Should suggest that training directly address uncovered deep reasons.
Manager Investments
● 10 agents require catering.
● Suggests investment agents opt out of training because openness may restrict
ability to generate profits and be exploited by competitors. Knowledge is power.
● Should suggest and or demonstrate flowcharting to determine the most effective
way to run sessions based on agents’ needs.
Note
Ensure candidate has an opportunity in the workshop to demonstrate innovative approaches and support the innovative
approaches of others in order to build team and create a positive work environment.
For larger training groups, to reduce the number of workshops to observe, consider assessing candidates together. You
may assign each candidate a ‘manager role’ on top of their Operations General Manager (OGM) role. Candidates will take
turns to play the OGM. This will provide an opportunity for candidates to both lead and support, and provide other
candidates with the opportunity to lead and support.
○ meet with managers to workshop training of agents
○ submit:
– agenda
– team roles and responsibilities document
– team budget
– workshop notes.
Ensure you agree and arrange a time with candidate/s to observe team meeting.
Build and support teams

Submission details
Assessment site
You will demonstrate knowledge and skills required to build and support teams.
Using the workplace scenario information provided, and following on from work completed in Assessment Task 2, you will
lead and support a team of managers to implement a change strategy.
Procedure
2. Review completed work from Assessment Task 2.
3. Review the scenario information below.
4. Develop agenda for workshop and arrange time to meet with managers to workshop implementation of
agent training. Arrange for the assessor to observe workshop.
5. Lead team workshop with managers. Ensure you:
a. set and complete objectives for workshop; determine how to ensure effective training of agents
b. assign roles for each manager
c. model ethical behaviour and encourage ethical behaviour in team
d. use an appropriate leadership style to achieve objectives
e. discuss organisational requirements such as legislation
f. provide support for team as team generates ideas for how to produce effective training
g. model innovative methods to generate ideas for training agents and achieving training objectives;
for example, brainstorming, fishbone diagrams, 8Ps, flowcharting
h. discuss, suggest, demonstrate and encourage innovative approaches
i. provide constructive criticism, advice
j. discuss leadership styles to be employed by managers in training
k. discuss budget for training
l. take notes from workshop to evidence participation.
Specifications
You must:
● meet with managers to workshop training of agents
● submit:
○ agenda
○ team roles and responsibilities document
○ team budget
○ workshop notes.

● how you communicate and inspire trust and confidence of others to ensure their cooperation and
support
● how you network to ensure support from key groups and individuals for
concepts/ideas/products/services
● how you encourage others to adopt ethics and build commitment
● how you demonstrate ethical conduct and professional competence
● how you demonstrate leadership through consultation and collaboration with stakeholders
Scenario
You are the Operations General Manager at Max Lionel Realty (MLR). You have initiated and begun implementation of a
change strategy to improve organisational culture and ensure ethical and legal compliance of agents. Key outcomes of the
strategy will be:
● development of an ethics charter for the business based on WHS responsibilities and REIV Code of
Conduct (completed in Assessment Task 2)
● revisions made to existing policies and procedures to incorporate use of charter by agents (completed in
Assessment Task 2)
● training for managers and agents on use of charter, WHS responsibilities and legal/ethical
responsibilities (partly completed in Assessment Task 2).
Managers have now been trained in WHS and ethics. It has been decided that managers will train their agents.
Training objectives for agents

WHS:
● Identify relevant legislation, standards, codes, etc.
● Fill out incident reports.
● Perform risk assessment.
● Fill in risk register.
Ethics:
● Identify relevant legislation, standards, codes, etc.
● Use ethics charter: ensure clients, tenants, etc. are aware of charter
(revised customer service procedures mandate that agents must ensure
awareness).
● Follow REIV code of conduct: ensure honesty.
● Act in non-discriminatory manner with clients/tenants.
Managers will be accountable for planning and delivering training, assessing individual competence, periodically
reviewing effectiveness of training, and considering ethical and WHS performance as part of periodic agent performance
management, in accordance with company policy.
In addition to preferred suppliers, the following costs are associated with resources:
Resource Cost
Managers $120/hr
Training rooms $100/hr
Paper $0.50/sheet
Projector $100/day
All other training resources will be at your discretion and obtained in accordance with the MLR procurement policy.
You will need to:
● meet with managerial team to discuss training and develop training/information sessions for agents
according to agent needs
● assign roles for training
● demonstrate encouragement and support for team and create positive work environment
● demonstrate innovative approaches
● encourage innovative approaches to training.
● prepare budget for team based on stated needs.
Marking Guide
Assessment Task 3: Build and support teams
Assessment site
Outcomes
Satisfactory

Submit a workshop agenda?
Submit team roles and responsibilities document?
Submit a team budget?
Submit workshop notes?
Lead a team workshop?
Satisfactory

Assign accountabilities and responsibilities to teams consistent with their
competencies and operational plans?
● Each manager will be accountable for planning and delivering
training, assessing individual competence, periodically reviewing
effectiveness of training, and considering ethical and WHS
performance as part of periodic agent performance management
in accordance with company policy.
Satisfactory

Ensure teams are resourced to allow them to achieve their objectives?
For example, in workshop:
● consult with team to determine resource needs for training
● develop budget appropriate to training needs and in accordance

with Assessment Task 2 budget; budget consistent with Coffeeville
catering as per purchasing policy.
Empower teams and individuals with effective delegation and support for their
initiatives?
For example, in workshop:
● provide support for team as team generates ideas for how to
produce effective training
● model innovative methods to generate ideas for training agents
and achieving training objectives; for example, brainstorming,
fishbone diagrams, 8Ps, flowcharting
● discuss, suggest, demonstrate and encourage innovative
approaches. Provide constructive criticism, advice
● discuss leadership styles to be employed by managers in training.
Create and maintain a positive work environment?

For example:
● respect initiatives and difference
● answer and sensitively correct unethical suggestions by managers
● provide advice and encouragement.
Encourage teams and individuals to develop innovative approaches to the

performance of work?
For example:
● model innovative methods to generate ideas for training agents
and achieving training objectives, for example, brainstorming,
fishbone diagrams, 8Ps, flowcharting
● discuss, suggest, demonstrate and encourage innovative
approaches. Provide constructive criticism, advice.
business ethics?
For example:
● respond to and sensitively correct unethical suggestions by
managers
● give examples of ethical behaviour.
Satisfactory

For example:
● use appropriate leadership styles in workshop. For example,
consultative and collaborative with managers to develop training
ideas; directive to correct inappropriate attitudes.
Assessor name:
Assessor signature:
Assessment Task 4: Role Play (Demonstrate personal and professional competence)
● Marking Guide
● access to computer lab with Microsoft Office, Project, Skype, etc.
This task requires candidates to demonstrate knowledge and skills required to demonstrate personal and professional
competence.
In this assessment task, the candidate will set out personal and professional goals in a professional development (PD)
plan. Then, the candidate will obtain role play verification of participation in networking or professional development to
achieve goals set out in their PD plan. Finally, the candidate will submit a reflection on their personal development.
○ plan professional activities in PD plan and perform three activities

○ submit:
– professional development plan
– role play-party reports

– a written reflection.
Demonstrate personal and professional competence

Submission details
Assessment site
You will demonstrate knowledge and skills required to demonstrate personal and professional competence.
In this assessment task, you will set out personal and professional goals in a professional development (PD) plan. Then
you will obtain role play verification of participation in networking or professional development to achieve goals set out in
your PD plan. Finally, you will submit a reflection on your personal development.
Procedure
1. Reflect on your leadership skills in the context of the work you completed in Assessment Tasks 1–3. This
will be a self-assessment exercise, so questions you should ask yourself include the following.
a. What did I do well?
b. What areas need improvement?
c. Did I engage all stakeholders?
d. Did I display ethical conduct? If so, how/how not?
e. How was my leadership style appropriate for the tasks?
2. Once you have established areas for improvement, determine how this will occur by developing a
professional development plan. Questions to ask yourself will include the following.
a. What are my objectives?
b. What are the priorities for achieving these?
c. What activities do I need to undertake to achieve my objectives?
d. What resources do I need?
e. What are my timelines?
3. Identify three professional development activities in your PD plan (for example, training, networking or
professional development) designed to achieve goals and overcome weaknesses set out in your PD plan.
Ensure you are able to perform the activities within the allotted assessment time.
Note: Ensure you gather role play verification of participation and performance in at least three
activities, including at least two activities involving networking. Use reports from three different types of
role play.
Acceptable role play include: managers, superiors, trainers and assessors (for additional training
undertaken), industry peers (for networking undertaken).
4. Complete a written reflection detailing:
a. answers to reflection questions in step 1 above
b. how you will continue to develop your skills and knowledge through professional development
and networking.
Specifications
You must:
● plan professional activities in PD plan and perform three activities.
● submit:
○ professional development plan

○ role play reports
○ a written reflection.
Your assessor will be looking for evidence of:

● how you have demonstrated leadership, i.e., communicated and inspired the trust and confidence of
others and ensured their cooperation and support
● how you established networks and developed skills to ensure support from key groups and individuals
for concepts/ideas/products/services
● how you demonstrated knowledge of business ethics and their application.
Marking Guide
Assessment Task 4: Demonstrate personal and professional competence
Candidate’s name Phone No.
Assessor’s name Phone No.
Assessment site
Outcomes
Satisfactory

Submit a professional development plan?
Submit role reports?
Submit a written reflection?
Plan professional activities in PD plan and perform three activities to realise set
goals?
Satisfactory

Set and achieve personal objectives and work program outcomes?
● Record personal and professional objectives in PD plan.
● Role play reports record examples match those in PD plan to show

follow-through from plans.
Ensure self-performance and professional competence is continuously improved
through engagement in a range of professional development activities?
● role play reports record examples of activities to improve
professional performance (at least three examples, at least one
from each of three reports).
Participate regularly in industry/professional networks and groups?
● Role play reports record examples of networking (at least two on
two different occasions).
Assessor name:
Assessor signature:

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BSBMGT605 Provide leadership across the

● Max Lionel Realty (MLR) simulated business document (Assessment Appendix 1)

● Assessment Task Templates document (Assessment Appendix 2)

● access to computer lab with Microsoft Office, Skype, etc.

Instructions for assessor

Manager Commercial Realty #1

● Our most important goal as managers is to place pressure on agents to squeeze

Manager Commercial Realty #2

● There’s no money in the budget for determining training needs or training,

Manager Commercial Realty #3

● Time required for assessment: 3–4 hours.

● The candidate must:

○ plan and deliver a presentation to managers

Communicate organisational mission and goals

Your assessor will be looking for:

● the application of business ethics to leadership

● an explanation of the impact of legislation when providing leadership

● an explanation of the organisation mission, purpose and values

● regularly assess potential workplace hazards

● act proactively to reduce risk

● update the risk register.

You have decided to prepare a presentation to managers to ensure compliance.

Candidate’s name Phone no.

Did the candidate: Yes No

Did the candidate: Yes No

● values: ‘encouragement of excellence’

● operational goals to reduce accident rate

● reduction of risk due to legal non-compliance, liability?

Did the candidate: Yes No

● connect each WHS responsibility to a value, business objective or

● use respectful and non-discriminatory language

● seek feedback and input

● match communication to needs of audience:

○ match level of formality to audience, audience needs, and

Did the candidate: Yes No

● connect each WHS responsibility to a value, business objective or

Address expectations of the organisation?

Did the candidate: Yes No

Candidate may stress the inherent importance of adhering to

Adapt appropriate interpersonal and leadership styles to meet particular

Outcome: Successful Unsuccessful

Assessment Task 2: Report (Influence groups and individuals)

● Max Lionel Realty (MLR) simulated business document (Assessment Appendix 1)

● Assessment Task Templates document (Assessment Appendix 2)

● access to computer lab with Microsoft Office, Project, Skype, etc.

Instructions for assessor

CEO – Max Lionel

● How do your plans meet organisational, legal requirements, etc.?

● How do your plans align to organisational risk management plans?

Manager Residential Realty

Manager Commercial Realty

● Needs training on WHS and ethics.

Planning the assessment

● Time required for assessment: 3–4 hours.

● The candidate must:

○ meet with CEO (your assessor) to approve change strategy

● Ensure you agree and arrange a time with candidate/s to:

○ discuss change strategy (as CEO)