BSBWOR502: Lead and Manage Team Effectiveness Develop Strategies to Ensure Team Members have Input into Planning- Management Assignment Help

Assignment Task:

Task:

Purpose of the Assessment
The purpose of this assessment is to assess the student in the following learning outcomes: Competent (C) Not Yet Competent (NYC)
1.1 Consult team members to establish a common understanding of team purpose, roles, responsibilities and accountabilities in accordance with organisational goals, plans and objectives

1.2 Develop performance plans to establish expected outcomes, outputs, key performance indicators (KPIs) and goals for work team

1.3 Support team members in meeting expected performance outcomes

2.1 Develop strategies to ensure team members have input into planning, decision making and operational aspects of work team

2.2 Develop policies and procedures to ensure team members take responsibility for own work and assist others to undertake required roles and responsibilities

2.3 Provide feedback to team members to encourage, value and reward individual and team efforts and contributions

2.4 Develop processes to ensure that issues, concerns and problems identified by team members are recognised and addressed

3.1 Encourage team members and individuals to participate in and to take responsibility for team activities, including communication processes

3.2 Support the team in identifying and resolving work performance problems

3.3 Ensure own contribution to work team serves as a role model for others and enhances the organisation’s image for all stakeholders

4.1 Establish and maintain open communication processes with all stakeholders

4.2 Communicate information from line manager/management to the team

4.3 Communicate unresolved issues, concerns and problems raised by team members and follow up with line manager/management and other relevant stakeholders

4.4 Evaluate and take necessary corrective action regarding unresolved issues, concerns and problems raised by internal or external stakeholders Assessment/evidence gathering conditions

Should you not answer the questions correctly, you will be given feedback on the results and your gaps in knowledge. You will be given another opportunity to demonstrate your knowledge and skills to be deemed competent for this unit of competency.
If you are not sure about any aspects of this assessment, please ask for clarification from assessor.
Please refer to the College re-assessment for more information (Student Handbook).
Note: The organisational details used in this assessment have been sourced (and to some extent paraphrased) from the organisation’s website and other relevant external sources. The information used here is solely for educational purpose.
 

CASE STORY: BING LEE
Bing Lee is an Australian retailing company, a chain of superstores specialising in consumer electronics, computer and telecommunication goods. Bing Lee is the largest privately held electrical retail business in New South Wales with 41 stores (13 franchised) and a turnover of about $490 million. The organisation has future plans to have stores in every Australian state.
The Lee family, from Grandfather Bing through to father Ken and son Lionel, comprises classic outside-the-square thinkers, and that's one part of the story of how it has created an enduring retail brand. It all started when Lionel's grandfather Bing Lee and dad Ken purchased an electrical repair business in Fairfield, in Sydney's southwest, in 1957.
"Bing and Ken saw a future in the electrical business, particularly with the release of television in 1956," Lionel Lee says. "That, plus they saw the ambitions of the waves of migrants, and that suggested to them that the demand for electrical appliances would be strong for many years to come." The location for the first business showed that the Lee family understood market demand. "Fairfield was right in the middle of the hostels housing many of the migrants when they first arrived in Australia," Lionel Lee says. "As migrants themselves, both Bing and Ken understood how migrants would want to improve their lifestyles and along the way take advantage of the many benefits of household electrical appliances."
The early phase of growth was conservative, with Bing keen to stay close to the migrant community. As those communities moved beyond Fairfield to places such as Merrylands, Villawood, south to Wollongong and west to Blacktown, Bing Lee moved with them. When Bing died in 1987, Ken Lee became more expansionary.
"We began to open stores in places that were not necessarily migrant strongholds but more mainstream," Lionel Lee says. "Between 1987 and 2007 we've opened more than 20 stores between Canberra in the south and Port Macquarie in the north. With that expansion came a brand development program taking us from our Chinese-Hong Kong roots to a mainstream brand with a distinct Chinese flavour."
Start-up businesses that quickly achieve an impressive growth story have to have a competitive advantage. So, what was Bing Lee's? "Its original competitive advantage was providing credit to migrants who couldn't get finance through regular sources," Lionel Lee says. "
Bing and Ken trusted the migrants. The migrants trusted them and that mutual trust was the core of the business in the early days." While Bing Lee has reached the heights that a publicly listed vehicle would be proud of, it remains a family business.
This could explain its success. "Essentially, the business has grown of itself over the years," Lionel Lee says. "It's still a family business. We treat the business as a family. Our staffs are family. Our customers are family. If you're not a part of the family, you're not really Bing Lee." Lionel's younger brother Greg Lee runs the Carlingford store and their cousin Gary is the company's whitegoods buyer. Lionel was destined to be part of a family business from a young age. "I attended my first board meeting with my father when I was 10 years old," he says. "It was during the school holidays. Mum put me in a suit and tie, and when dad and I arrived, I was put under the board table and told to be quiet, sit still and listen. I finished my HSC in 1983 on a Thursday, started with the business on Friday and I became CEO on the death of my father in December 2007." Typical of businesses built to last, Bing Lee has had the security of a leadership team of six, who have run the business with Ken Lee for many years. This means the operation sits on solid foundations, despite the death of its inspirational co-founder.
While the retailer has carried the brands that sell themselves, a big part of this success story has been the marketing of Bing Lee with only two advertising consultants in the business's history. "The first was Wayne Bell, who took us into the 'Kung Fu man' territory with 'the best prices this side of Hong Kong' punch line," Lionel Lee says. "In those days it was right for Bing Lee, using our Chinese heritage and focusing almost entirely on price. It positioned us correctly within our then limited geography, mainly migrant suburbs, and stockholding."
After Bing's death, as Ken Lee began to expand the business rapidly, the marketing as well as advertising changed to reflect this. "First, we began to stock a lot more brand-leading products; and, second, we started working with big-brand suppliers to enhance our mutual interests," Lionel Lee says. "Third, we had to move away from straight price advertising and competition because price alone could send you broke. And, fourth, we had to become more mainstream so that we can appeal to all Australians." To do this they engaged Barry Anderson, head of Grey Advertising. "He's taken us down the "best advice, best price' and 'everything's negotiable' routes," Lionel Lee says.”He's also instilled family into the advertising, first with Ken and now with Yenda in Sydney and me rurally. "We use the electronic medium to position and get us on shopping lists.”Press and catalogues are about selling."
Bing Lee started advertising on radio but really didn't take long to dive into television commercials, with its first ads broadcast in the late 1970s. Both media have been and still are important to the brand's development. And while the retailer has all the apparent professionalism of the big retail
names, the management team has always preferred a family approach, even when it comes to its externally sourced marketing.
It is worthwhile to mention that this has been created inside a hotly competitive market with big names such as Harvey Norman, JB HiFi, the Good Guys and Clive Peeters, to name but a few. However, in business, as in sport, you don't become a champion playing in B-grade.
Around the turn of the century, the franchisee concept was introduced to the business especially in Australia. Today 16 of the 40 Bing Lee retail outlets are run by franchisees. Bing Lee also has the management rights to the "Sony Centre" concept in NSW and the ACT and currently has stores located in Chatswood, Drummoyne and World Square in Sydney’s' CBD.
To know more about the organisation, please visit their website at https://www.binglee.com.au/Bing Lee also has a dedicated YouTube channel at https://www.youtube.com/user/BingLeeElectricsSponsorships
Bing Lee sponsored the Bulldogs Rugby League Football Club until allegations that players were allegedly involved in a gang rape in Coffs Harbour. Bing Lee signed a 2-year sponsorship deal with A-League club Sydney FC in February 2007. On Sydney's Home strip the front is taken up with Bing Lee, and on the away jersey it is on the front and back of the right leg of the shorts. In July 2009 Bing Lee re-signed for another year along with Japanese electrical company Sony as Sydney FC's major sponsors. The firm is also one of the major sponsors of the Sydney Swans AFL team and sponsored channel 7's The Amazing Race Australia.
Currently Bing Lee is proud to be partnering with New South Wales Netball and their two teams the New South Wales Swifts and Giants Netball in the 2017 Suncorp Super Netball competition.
Products and Services
Bing Lee Electrics divides its products into the following categories:
Computer includes ipads, tablets, laptops and desktops
TV/ Video includes home theatre systems, apple TV and home media players
Audio includes speakers, headphones and audio cables
Cameras includes drones and digital cameras
Phones includes smarts watches and smart phones
Home Appliances includes dryers, washing machines and freezers
Small Appliances includes blenders, juicers, ironing and cooking appliances
Floorcare includes vacuum cleaners and vacuum accessories
Heating & Cooling includes heaters, electric blankets and fans
Fitness & Health includes scales, fitness equipment and wearable technology
Smart Home & Lighting includes lighting, security and wireless networking
Organisational Vision
Bing Lee’s vision statement focuses towards a different customer service goal that everyone in the firm share, where everyone is treated as a family. The company’s vision for the future is to be the “top electronics retailer in Australia that not only provides bricks and mortar stores but also specialised in online shopping”.
Organisational Values
To treat customers and employees as family members
To work as one team that provides services in a traditional Chinese concept
To provide the best possible before and after sales service to the customers
To grow as a family but also to be a mainstream organisation in Australia
Bing Lee’s values reflect who they are as individuals and as an organisation. They serve as a compass for the actions and are the guiding principles with which all the staff members carry out their duties and responsibilities.

SCENARIO AND CONTEXT
You were appointed last year as the sales team manager for the division that includes TV and whitegoods in one of their stores. You have a team of 4 full-time and 4 casual sales people in your division. Your full-time team members are John Citizen, Jerry Citizen, James Citizen, Jane Citizen. Your casual team members are Mary Citizen, Ali Citizen, Susan Citizen, and Singh Citizen.
Your store opening hours are:
Mon - Fri: 9 am to 9 pm
Sat: 9 am to 7 pm
Sun: 9 am to 7pm
The wage rate of your organisation is as follows:
Permanent full-time staff - $20/hour and penalty rates of $25/hour on Saturdays and $35/hour on Sundays.
Casual staff - $25/hour and penalty rates of $30/hour on Saturdays and $40/hour on Sundays.
The organisation also gives commissions of 1% of sales to any staff after they have reached their personal and team targets.
TV and Whitegoods Sales Division KPI/Target: $50,000 sales per week.
TASK INSTRUCTIONS, REQUIREMENTS AND MARKING CRITERIA
TASK 1. Team Performance Plan. This includes TASK 1A. Roster for the TV sales division; TASK 1B. Develop Key Performance Indicators (KPIs) for team members; TASK 1C. Prepare a performance agreement letter; and TASK 1D. Prepare a planning meeting agenda (Each carries 5 marks, Total 20 marks)
TASK 2: Develop and facilitate team cohesion. The second section includes TASK 2A. Develop a policy statement for performance management and a policy statement for team responsibility; TASK 2B. Develop a procedure for team performance management; and TASK 2C. Prepare feedback letters to team members (Each carries 10 marks. Total 30 marks)
TASK 3: Facilitate teamwork using role-play sessions. This section includes TASK 3A. First role-play session; TASK 3B. Second role-play session; and TASK 3C. Fill out the performance recordkeeping form (Each role-plays carry 15 marks and Recordkeeping task carries 10 marks. Total 40 marks)
TASK 4: Liaising with various stakeholders of the organisation. The last section includes TASK 4A. Prepare a formal communication and liaison with stakeholders; and TASK 4B. Evaluate and take corrective action on unresolved issues and problems using an action plan (Each carries 5 marks, 10 marks)

TABLE OF CONTENTS
CONTENT PAGES

TASK 1. Team Performance Plan

TASK 1A. Roster for the TV sales division

TASK 1B. Develop Key Performance Indicators (KPIs) for team members

TASK 1C. Prepare a performance agreement letter TASK 1D. Prepare a planning meeting agenda

TASK 2: Develop and facilitate team cohesion

TASK 2A. Develop a policy statement for performance management and a policy statement for team responsibility

TASK 2B. Develop a procedure for team performance management

TASK 2C. Prepare feedback letters to team members

TASK 3: Facilitate teamwork using role-play sessions

TASK 3A. First role-play session (demonstration)

TASK 3B. Second role-play session (demonstration)

TASK 3C. Fill out the performance recordkeeping form

TASK 4: Liaising with various stakeholders of the organisation

TASK 4A. 4A. Prepare a formal communication and liaison with stakeholders

TASK 4B. Evaluate and take corrective action on unresolved issues and problems using an action plan APPENDIX 1 (Links to templates and external resources) APPENDIX 2 (attach role-play scripts for both sessions) The learner is required to update and adjust the page numbers and topics based on the amount of their content and the responses made to each task. Actual tasks follow after this page.

TASK 1: Based on the organisational scenario and the context, your TASK 1 is to prepare a team performance plan for your team of 8 sales staff. Your plan should include:
1A. Prepare a roster for your team based on the opening hours, staff numbers, peak times and off-peak times.
1B. Allocate individual KPIs for each team member based on sales division KPI and work roster.
1C. Prepare a “Performance Agreement Letter” for your sales team that you will communicate with via meeting and also in email.
1D. Prepare a planning meeting agenda for your team where you will get input from your team in regards to the operations, sales targets and customer service.
1A. Roster for the TV sales division
Monday Tuesday Wednesday Thursday Friday Saturday Sunday
1B. Develop and allocate individual Key Performance Indicators (KPIs) for each team member
Instructions: You may search the internet for a generic understanding on KPIs and performance standards. You can also visit the webpage link by the Victorian Government for additional guidance on KPIs and standards. https://www.vwa.vic.gov.au/__data/assets/pdf_file/0019/12394/Performance_standards_and_indicators_FINAL.pdfMember Name KPI
1C. Using the KPIs developed earlier; prepare a performance agreement letter for your sales team. In your performance agreement letter you need to mention them on how to:
 

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