Reference no: EM131921614

ASSESSMENT - INFORMATION

Whilst researching and writing your project it is important to:
Read the Assessment description carefully.
Assessment should be in a Word format.

- Assemble and analyze a set of sources that you have determined are relevant to the issues you are investigating.
- Acknowledge clearly when and how you are drawing on the ideas or phrases of others;
- Consult your instructors when you are unsure about how to acknowledge the contributions of others to your thought and writing.

Assessment 1 - PROJECT

You are employed in a management position for a local domestic house builder (Austin Constructions). The business has expanded recently, due to the high quality of workmanship and associated referrals from happy clients that followed.

As a result of the expansion, Austin Constructions has undertaken a very quick increase in staff and I work. Previously, the small team of 8 (not including contractors) was a tight-knit unit. They worked well I together, and had a lot of personal interests in common.

The expansion has seen the team increase from 8 full time staff to over 20. Positions include site supervisors, construction managers, sales, administration and account staff.

For this assessment, you are to develop detailed policy and procedures to ensure team cohesion within your organisation.

Your assessor will be looking for your policies / procedures to encourage a cohesive and inclusive working environment for all team members.

This portfolio of evidence needs to be professionally presented to your assessor, and should be ready for implementation within your Austin Constructions.

ASSESSMENT 2

SCENARIO / CASE STUDY 2 (detailed answers required):

Read the following case studies and choose which type of management style is used by each of the following people. Provide detailed suggestions can you make to improve each person's effectiveness as a manager?

1. John believes that as a manager, he leads by example. He is by far the best sales person in the company and believes that is why he was promoted to sales manager. He is always busy serving clients and has little time available to listen to staff concerns as any spare time is taken up with managerial administration tasks

2. Michelle loves all her staff members in Austin Constructions. She does not see herself as "the boss" but rather as one of the team. Any decisions that need to be made are made collectively by the team. Whilst she has always gotten along with everyone well socially, she has recently experienced some hostile reactions from a couple of the staff in the work environment.

3. Mario is a supervisor of Windows "R"Us, a National Company that specialises in the replacement of domestic and commercial double-glazed windows. He is proud of the fact that he "runs a tight ship" as everyone obeys his instructions and works through lunch or after work if necessary to complete their tasks for no extra pay. His installation team of five have a great reputation in the industry. Mario always reminds staff at weekly meetings that if anyone ever has any problems, they are welcome to knock on the door of his office and he will assist them. Recently, there have been a few staff absences (sickles) and Mario has heard through the grapevine that two of her staff have been applying for other jobs.

ASSESSMENT 3

SCENARIO / CASE STUDY (detailed answers required):

Sean was about to be promoted to a new position as "Customer Service Manager" for a home extension company "Extensions Today". He often worked back late for no extra pay to complete special projects and put together new ideas. He was the most skilled and innovative employee in the department. He also knew that Extensions Today was concerned with increasing profits and it's employee's attitudes towards the company. He was excited that he would now have the power to make changes at work to increase productivity.

At home that night, Sean prepared to write a memo to his employees wanting to share his aspirations for the product department.

Please answer the following questions in detail:

1. What should Sean say in his memo?
2. What results is he likely to achieve by writing this memo?
3. List Sean's strengths and weaknesses in his new supervisory role.
4. Do you believe Sean will be successful in improving the staff's attitude towards the company? Why?
5. Do you believe Sean will have a lot of power as a supervisor? Why?

ASSESSMENT 4

You will be observed leading and managing a team (minimum 3 people) allocated by the assessor in a task relative to your skills. This will require you to:

Develop a performance plan
Encourage and motivate your team
Support your team
Communicate your plans and objectives clearly Demonstrate high level communication skills at all times Include your team members
Mentor / assist your team members as required
Examples of team leadership that may be used for this assessment include, but are not limited to:
- Leading a team to conduct an OHS audit of a job site
- Leading the recruitment team whilst undertaking BSBHRM402A
Assessment Summary
- Your assessor will observe you performing the above task
- Review the observation checklist to know what is expected of you. You may refer to this checklist at any stage PRIOR to the commencement of your assessment.
- You must not refer to this checklist whilst you are being assessed.

ASSESSMENT 5

1. Define / Describe the following:
A Manager:
A Leader:
Delegation:
Motivation:

2. Name 4 different styles of leadership and provide definitions (examples)

3. Describe Abraham Maslow's theory on motivation:

4. Explain the benefits of teams

5. What is delegation? Please explain the principles of delegation

6. Choose a leader of your choice, and write ten points as to why you would take this leader as _ your role model.

7. Answer the questions below relating to this case study:

Sparks would fly every time there was a meeting of executive housekeepers from the different hotels, particularly between Frieda and Consuela. Frieda was a legend. She had been with the company for 12 years and had worked her way up the housekeeping hierarchy to become a domineering, no-nonsense manager. She told the others that her style was not negotiable. She was working with a group of low-level, low-skilled employees from a wide range of cultural backgrounds who had no career aspirations. She accepted that staff turnover would always be high in the housekeeping department and insisted that this should be taken into account when dealing with staff. She said that she needed to be tough and task orientated - she and her staff were there to get the job done and not to socialise. They all had families to go home to. Consuela, on the other hand, was an ex-school teacher and a people-focused person. She and Frieda had major discussions about 'team building' and providing support for staff self-development. Frieda always told Consuela she was wasting her time. Housekeeping was too busy, with too much pressure, to suit anything but an autocratic (authoritarian) style.

a. Define all the styles of leadership outlined in the above case study
b. Whose approach do you favour, Frieda's or Consuela's? Please explain your answer using the concepts you learnt about leadership styles.
c. Given that most tourism and hospitality operations have certain periods in which work pressures are extremely high, how do you think that this should be taken into account by supervisors when thinking about their leadership style?

8. Detail 3 different ways you can recognise or reward a team member? Explain the benefits of each method you detail.

9. List 15 different actions you would take to assist in the resolution of conflict

10. What is meant by vertical and horizontal conflicts?

11. What is meant by constructive and destructive conflicts?

12. What is the Theory of Propinquity?

13. What is Social Balance / Balance Theory?

14. What is Exchange Theory?

15. Describe the characteristics of the following stages of group development

Forming
Storming
Norming
Performing
Adjourning