BSBLDR801: Lead Personal and Strategic Transformation - Management Assignment Help

Assignment Task:

TASK:

Competency record to be completed by assessorThis should be used by the trainer/assessor to document the learner’s skills, knowledge and performance as relevant to the overall unit. Indicate in the table below if the learner is deemed competent or not yet competent for the unit or if reassessment is required.
Learner’s name Assessor’s name
Unit of Competence
(Code and Title) BSBLDR801
Lead Personal and Strategic Transformation
Date(s) of assessment Has the learner completed all required assessments to a satisfactory standard? Yes No
(Please circle)
Has sufficient evidence and information been provided by the learner to prove their competency across the entire unit? Yes No
(Please circle)
The learner has been assessed as competent in the elements and performance criteria and the evidence has been presented as:
Authentic Yes No



Think of a time when someone gave you constructive and honest feedback about what you were doing wrong. How did you feel? Disappointed but determined to do better? Did you try out a new skill, idea, or method?
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Contrast these with a time you did good work and no one noticed, or a time that you didn’t do a good job and were criticised at.
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ACTIVITY: 1.2
GROUP TASK
Make a group of 2 and pretend you are the leader, share and discuss the following situation. Need to write down the details and then convey the feedback in class.
Time for this activity is 07 minutes for brainstorming for all 3 minutes to present by each group. Situation
Tom has been associated with the company for 5 years and always proven to be a valuable part of the department. He is married with 3 kids, his wife / partner is a working lady and recently been retrenched from work.
Since 4 months you have noticed there is a decline in Tom’s performance, his attitude towards his colleagues has been disrespectful, coming late to the office and not being properly dressed up. There are many complains being filed regarding Tom’s irresponsible attitude and bad behaviour.
You have a new project to start in coming month with a very tight deadline to meet and Tom is a key resource in that project.
How will you……………………..Identify issues with TomProvide feedback (positive) regarding declining performance and unpleasant behaviour with colleagues.
Address the reasons for the unpleasant behaviour and how you can help him in solving it.
Address key areas for improving performance and behaviour.
Note: consider all aspects for feedback as studied in this chapter
ACTIVITY: 1.3
Case Study:
Pete is a general manager of West Coast plant for a national company. He has had trouble meeting his revenue and profit numbers for the last year. His district manager has scheduled a meeting with him to discuss action plan for improvement. Pete’s company is in a highly competitive market, and margins are slim. He has been a general manager for eight years and is known as a tough, no-nonsense boss. He has always made money and reached company goals, but he never has achieved stellar results. This year has been particularly difficult. A bigger national competitor has purchased smaller local companies and lowered prices, and he’s losing accounts. He has lost some employees due to turnover and has fired some of his managers for lack of results. Most of his salespeople are new, and new sales have been slow in coming.
Pete’s been working long hours, and the stress is getting to him. He has wracked his brain with how to improve results quickly. He has already:
Threatened his management team.
Cut expenses to the bone.
Pulled in favours from a few key accounts.
Fired people.
Held service and sales contests.
Demanded his management team work extra hours and delay vacations.
Unfortunately results haven’t improved. He knew his job was on the line, and he want sure what to do next. However, he would have a plan for his boss with time lines and new projections. He just dreaded the meeting. His boss took no excuses, and would rant and rave at him and his team or make him work the weekend again.
Q.1What are the attributes which lead to this situation?
Q.2Which leadership competencies is Pete lacking?
Q.3Consider yourself in Pete’s position, how will you rectify the situation or what measures you would have taken early too achieve better results?
ACTIVITY 1.4
Derek Sivers: How to start a movement:
http://www.ted.com/talks/derek_sivers_how_to_start_a_movement#t-23384
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After watching the above video, analyse and interpret your understanding of the video and summarise your understanding of the importance of analysing and evaluating personal effectiveness in developing the competence required to achieve operational accountabilities and responsibilitiesACTIVITY: 2.1
Case Study #1: Southwest Airlines
How can an airline survive a government order to ground its entire fleet and shut down for days? After 9/11, all U.S. airlines were faced with this same crisis. One that succeeded through the difficulty was Southwest Airlines, already known for its outstanding customer service. Southwest’s passengers, flight attendants, pilots and ground crews were stranded all across the country after the terrorist attacks. But unlike their competition, Southwest’s leadership did more than just sit and wait. They encouraged employees to leverage their trademark fun approach to business and to help stranded customers enjoy themselves at the movies or the local bowling alley. And when the ramifications of the shutdown forced other airlines to cut staff, Southwest’s then-CEO, James Parker, announced just three days after 9/11 that the company would be keeping all of its employees, as well as issuing a profit-sharing payment.
Leadership characteristics like crisis management, creative problem solving and a strong belief in the company’s vision saw Southwest through this unimaginable situation. The CEO also protected his staff, which ultimately led to a stronger airline.

ACTIVITY 2.3
Case Study #2: Toro
Toro, the lawn equipment manufacturer, is accustomed to lawsuits, due to the inherent hazards associated with using its machinery. During the late 1980s, the company was facing major financial troubles and put Ken Melrose in place as CEO. One of his first successes was reducing the company’s cost of lawsuits by implementing a new mediation policy, and invoking an important leadership trait: empathy.
Prior to Melrose’s tenure, Toro faced about 50 lawsuits every year involving serious injuries. He decided to switch to mediation to address product liability claims. This approach included sending a company representative to meet with people injured by Toro products, as well as their families. The goal was to see what went wrong, express the firm’s sympathy and attend to the family’s needs. One result of the new mediation policy was a 95% rate of resolving the company’s claims, along with significant cost savings.
Great leaders recognize problems and do what it takes to overcome them. They are open and empathetic, and let their values guide their actions.

 

ACTIVITY 3.1.
Case Study:
How Action Saved $2 Million
Leaders are personally action-oriented. They are constantly moving their companies forward, but they are also themselves always active. Don’t do something tomorrow that could be done today. Procrastination is the opposite of action. Leaders don’t procrastinate, otherwise they wouldn’t be leaders. This is a lesson I learned early in my career. When I was working for a large company, my boss asked me to fly to Reno to begin development work on a $2 million property that the company was purchasing. He said I could go within the next couple of weeks. I wasn’t a leader in the company at that time, but since I have never procrastinated, I decided to go the next morning. As soon as I arrived in Nevada and started meeting with people, including the engineer in charge of the development work on the property, I sensed that there was something wrong with the property. By the end of the day, just a few hours before the deal was supposed to close, I realized what was wrong: The property had no water source and was undevelopable. By moving to action immediately, I saved my company from spending $2 million on a worthless piece of land. Needless to say, my boss was happy—and within a year, I was running three divisions and had a staff of forty-two people.

ACTIVITY 3.3
1) Charles Leadbeater - The era of open innovation http://www.ted.com/talks/charles_leadbeater_on_innovation
2) Clay Shirky: Institutions v/s collaboration
http://www.ted.com/talks/clay_shirky_on_institutions_versus_collaboration
After watching the videos summarise your understanding of the 2 topics in a few lines. (in 2 separate paragraphs)

After reading the case study answer following questions.
Q.1 Describe the term “Agile”? how it has influenced the working conditions in the organisations discussed in this article.
Q.2 How does Chaman Sidhu – the Lonely Planet Legal Advisor describe “Agile”. Discuss?

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