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BSB51107 Diploma of Management

Descriptor

This qualification reflects the role of individuals who are engaged to manage the work ofothers or to add value to or review management practices. Their role may be in any industryor organisational setting. Typically people in these roles will have considerable experience intheir respective industries or vocational areas and couple an informed perspective of thespecific work requirements with their managerial approaches.

The BSB51107 Diploma of Management requires a sound theoretical knowledge base andmanagerial competencies to plan, carry out and evaluate own work and/or the work of a team.

Job Roles

• Manager.

Qualification Pathways

Entry requirements

There are no entry requirements for this qualification.

Pathways into the qualification

Preferred pathways for candidates considering this qualification include:

• BSB40807 Certificate IV in Frontline Management or other relevant qualification/s

OR

• with vocational experience but without formal supervision or management qualification.

Examples of indicative job roles for candidates seeking entry based upon their vocationalexperience include:

• Coordinator• Leading Hand• Supervisor• Team Leader

This breadth of expertise would equate to the competencies required to undertake thisqualification.

Pathways from the qualification

After achieving this qualification candidates may undertake:

• BSB60407 Advanced Diploma of Management.

Licensing, Legislative, Regulatory or Certification Considerations

There is no direct link between this qualification and licensing, legislative and/or regulatoryrequirements. However, where required, a unit of competency will specify relevant licensing,legislative and/or regulatory requirements that impact on the unit.

Packaging Rules

BSB07 Business Services Training Package (Version 3.0) Date this PDF was generated: 10 August 2010


Volume 1 of 2, Qualification 45 of 64 Page 363 of 503© Commonwealth of Australia, 2008 To be reviewed by: 31 December 2010

Total number of units = 8

8 elective units

5 elective units must be selected from the Group A units listed below.

The remaining 3 elective units may be selected from the Group A or Group B units listedbelow, or any currently endorsed Training Package or accredited course at the samequalification level. If not listed below 1 unit may be selected from a Certificate IV and/or anAdvanced Diploma qualification.

Elective units must be relevant to the work outcome, local industry requirements and thequalification level.

Elective units

Group A units

Customer Service

BSBCUS501B Manage quality customer service

Financial Management

BSBFIM501A Manage budgets and financial plans

Information Management

BSBINM501A Manage an information or knowledge management system

Learning and Development

BSBLED501A Develop a workplace learning environment

Management

BSBMGT502B Manage people performance

BSBMGT515A Manage operational plan

BSBMGT516B Facilitate continuous improvement

Occupational Health and Safety

BSBOHS509A Ensure a safe workplace

Project Management

BSBPMG510A Manage projects

Risk Management

BSBRSK501A Manage risk

Workplace Effectiveness

BSBWOR501B Manage personal work priorities and professional development

BSBWOR502B Ensure team effectiveness

Group B units

Compliance

BSBCOM503B Develop processes for the management of breaches in compliance




requirements

Franchising

BSBFRA502B Manage a franchise operation

Human Resource Management

BSBHRM402A Recruit, select and induct staff

BSBHRM503A Manage performance management systems

BSBHRM504A Manage workforce planning

Intellectual Property

BSBIPR501A Manage intellectual property to protect and grow business

Sustainability

BSBSUS501A Develop workplace policy and procedures for sustainability

Workplace Relations

BSBWRK509A Manage industrial relations

Selecting Elective Units for Different Outcomes

The context for this qualification varies and this must guide the selection of elective units. Anexample of appropriate elective units for a particular outcome follows.

Manager, Information Services

5 core units plus

3 elective units selected from:

• BSBCOM503B Develop processes for the management of breaches in compliancerequirements

• BSBINM501A Manage an information or knowledge management system• BSBMGT516B Facilitate continuous improvement• BSBRSK501A Manage risk• PSPSEC601A Define information systems framework

Store Manager

5 core units plus

3 elective units selected from:

• BSBCUS501B Manage quality customer service• BSBHRM402A Recruit, select and induct staff• BSBMGT516B Facilitate continuous improvement• BSBOHS509A Ensure a safe workplace• WRR01B Manage merchandise and store presentation



Volume 1 of 2, Qualification 45 of 64 65 of 503© Commonwealth of Australia, 2008 To be reviewed by: 31 December 2010

Employability Skills for BSB51107 Diploma of Management

The following table contains a summary of the employability skills for this qualification. Thistable should be interpreted in conjunction with the detailed requirements of each unit ofcompetency packaged in this qualification. The outcomes described here are broad industryrequirements that may vary depending on the packaging options.

Employability Skill Industry/enterprise requirements for this qualification include:Communication • communicating with business contacts to promote the goals

and objectives of the business• obtaining feedback from colleagues and clients

Teamwork • leading, planning and supervising the performance of teammembers to develop team cohesion and to foster innovativework practices

Problem solving • accessing and assessing information for accuracy andrelevance

• developing strategies for minimising risks

Initiative and enterprise • identifying networking opportunities and developingoperational strategies to ensure the viability of the business

• instigating new or different work practices to improveproductivity or service delivery

Planning and organising • allocating work to meet time and budget constraints• developing plans and schedules

Self management • prioritising tasks

Learning • participating in professional networks and associations toobtain and maintain personal knowledge and skills

• systematically identifying learning and development needs

Technology • using business technology to access, organise and monitorinformation

EMPLOYABILITY SKILLS QUALIFICATION SUMMARY

Qualification Code and Title

The following table contains a summary of the Employability Skills required by industry for thisqualification. The Employability Skills facets described here are broad industry requirementsthat may vary depending on qualification packaging options.




BSBMGT515A Manage operational planUnit Descriptor This unit describes the performance outcomes, skills and knowledge

required to develop and monitor implementation of the operational planto provide efficient and effective workplace practices within theorganisation's productivity and profitability plans.

Management at a strategic level requires systems and procedures to bedeveloped and implemented to facilitate the organisation's operationalplan.

No licensing, legislative, regulatory or certification requirements applyto this unit at the time of endorsement.

Employability Skills This unit contains employability skills.Application of the Unit This unit applies to people who manage the work of others and

operate within the parameters of a broader strategic and/orbusiness plan. The task of the manager at this level is to developand implement an operational plan to ensure that the objectivesand strategies outlined in the strategic and/or business plan aremet by work teams. However in some larger organisationsoperational plans may be developed by a strategic planning unit.

At this level work will normally be carried out within complex anddiverse methods and procedures, which require the exercise ofconsiderable discretion and judgement, using a range of problemsolving and decision making strategies.

Unit Sector No sector assigned

ELEMENT PERFORMANCE CRITERIA

1. Develop operational plan 1.1 Research, analyse and document resourcerequirements and develop an operational plan inconsultation with relevant personnel, colleagues andspecialist resource managers

1.2 Develop and/or implement consultation processes as anintegral part of the operational planning process

1.3 Ensure details of the operational plan include thedevelopment of key performance indicators to measureorganisational performance

1.4 Develop and implement contingency plans atappropriate stages of operational planning

1.5 Ensure the development and presentation of proposals forresource requirements is supported by a variety ofinformation sources and seek specialist advice as required

1.6 Obtain approval for plan from relevant parties and ensureunderstanding among work teams involved



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2. Plan and manageresource acquisition

2.1 Develop and implement strategies to ensure thatemployees are recruited and/or inducted within theorganisation's human resources management policies andpractices

2.2 Develop and implement strategies to ensure that physicalresources and services are acquired in accordance withthe organisation's policies, practices and procedures

3. Monitor and reviewoperational performance

3.1 Develop, monitor and review performance systems andprocesses to assess progress in achieving profit andproductivity plans and targets

3.2 Analyse and interpret budget and actual financialinformation to monitor and review profit and productivityperformance

3.3 Identify areas of under performance, recommendsolutions, and take prompt action to rectify the situation

3.4 Plan and implement systems to ensure that mentoring andcoaching are provided to support individuals and teams toeffectively, economically and safely use resources

3.5 Negotiate recommendations for variations to operationalplans and gain approval from designatedpersons/groups

3.6 Develop and implement systems to ensure thatprocedures and records associated with documentingperformance are managed in accordance withorganisational requirements

REQUIRED SKILLS AND KNOWLEDGE

This describes the essential skills and knowledge and their level, required for this unit.

Required skills

• literacy skills to access and use workplace information and to write a succinct andpractical plan

• technology skills to use software to produce and monitor the plan against performanceindicators

• planning and organisational skills• coaching skills to work with people with poor performance• numeracy skills to allocate and manage financial resources.

Required knowledge

• models and methods for operational plans• budgeting processes• alternative approaches to improving resource usage and eliminating resource

inefficiencies and waste.




RANGE STATEMENT

The range statement relates to the unit of competency as a whole. It allows for different workenvironments and situations that may affect performance. Bold italicised wording, if used in theperformance criteria, is detailed below. Essential operating conditions that may be present withtraining and assessment (depending on the work situation, needs of the candidate, accessibility of theitem, and local industry and regional contexts) may also be included.

Resource requirementsmay include:

• goods and services to be purchased and ordered• human, physical and financial resources - both current

and projected• stock requirements and requisitions

Relevant personnel,colleagues andspecialist resourcemanagers may include:

• employees at the same level or more senior managers• managers• occupational health and safety committee/s and other

people with specialist responsibilities• supervisors• union or employee representatives

Consultation processesmay refer to:

• email/intranet communications, newsletters or otherprocesses and devices which ensure that all employeeshave the opportunity to contribute to team and individualoperational plans

• mechanisms used to provide feedback to the work teamin relation to outcomes of consultation

• meetings, interviews, brainstorming sessions

Operational plans mayalso be termed:

• action plans• annual plans• management plans• tactical plans

Key performanceindicators may refer to:

• measures for monitoring or evaluating the efficiency oreffectiveness of a system which may be used todemonstrate accountability and to identify areas forimprovements




Contingency plans mayinclude:

• contracting out or outsourcing human resources andother functions or tasks

• diversification of outcomes• finding cheaper or lower quality raw materials and

consumables• increasing sales or production• recycling and re-using• rental, hire purchase or alternative means of procurement

of required materials, equipment and stock• restructuring of organisation to reduce labour costs• risk identification, assessment and management

processes• seeking further funding• strategies for reducing costs, wastage, stock or

consumables• succession planning

Organisation's policies,practices andprocedures may include:

• organisational culture• organisational guidelines which govern and prescribe

operational functions, such as the acquisition andmanagement of human and physical resources

• Standard Operating Procedures• undocumented practices in line with organisational

operations

Designatedpersons/groups mayinclude:

• groups designated in workplace policies and procedures• managers or supervisors whose roles and responsibilities

include decision making on operations• other stakeholders such as Board members• other work groups or teams whose work will be affected

by recommendations for variations

EVIDENCE GUIDE

The evidence guide provides advice on assessment and must be read in conjunction with theperformance criteria, required skills and knowledge, range statement and the Assessment Guidelinesfor the Training Package.

Overview of assessment

Critical aspects forassessment and evidencerequired to demonstratecompetency in this unit

Evidence of the following is essential:

• development of an operational plan with details of how itwill be implemented and monitored

• knowledge of models and methods for operational plans.

Context of and specificresources for assessment

Assessment must ensure:

• access to appropriate documentation and resourcesnormally used in the workplace.




Method of assessment A range of assessment methods should be used to assesspractical skills and knowledge. The following examples areappropriate for this unit:

• direct questioning combined with review of portfolios ofevidence and third party workplace reports of on-the-jobperformance by the candidate

• oral or written questioning to assess knowledge ofbudgeting processes

• review of operational plan, key performance indicatorsand contingency plans

• evaluation of employee recruitment and inductionstrategies

• evaluation of processes implemented to acquire physicalresources and services.

Guidance information forassessment

Holistic assessment with other units relevant to the industrysector, workplace and job role is recommended, for example:

• other units from the Diploma of Management.




BSBFIM501A Manage budgets and financial plansUnit Descriptor This unit describes the performance outcomes, skills and knowledge

required to undertake financial management within a work team in anorganisation. This includes planning and implementing financialmanagement approaches, supporting team members whose roleinvolves aspects of financial operations, monitoring and controllingfinances, and reviewing and evaluating effectiveness of financialmanagement processes in line with the financial objectives of the workteam and the organisation.


Employability Skills This unit contains employability skills.Application of the Unit This unit addresses the requirement for managers to ensure that

financial resources are used effectively. This is done by ensuringaccess to budget/s and ongoing monitoring expenditure againstthe budget/s.

The unit applies to managers working in small and large businessenvironments and not for profit organisations.



1. Plan financialmanagement approaches

1.1 Access budget/financial plans for the work team1.2 Clarify budget/financial plans with relevant personnel

within the organisation to ensure that documentedoutcomes are achievable, accurate and comprehensible

1.3 Negotiate any changes required to be made tobudget/financial plans with relevant personnel within theorganisation

1.4 Prepare contingency plans in the event that initial plansneed to be varied

2. Implement financialmanagement approaches

2.1 Disseminate relevant details of the agreedbudget/financial plans to team members

2.2 Provide support to ensure that team members cancompetently perform required roles associated with themanagement of finances

2.3 Determine and access resources and systems tomanage financial management processes within the workteam

3. Monitor and controlfinances

3.1 Implement processes to monitor actual expenditure andto control costs across the work team

3.2 Monitor expenditure and costs on an agreed cyclical basisto identify cost variations and expenditure overruns

3.3 Implement, monitor and modify contingency plans asrequired to maintain financial objectives

3.4 Report on budget and expenditure in accordance withorganisational protocols




4. Review and evaluatefinancial managementprocesses

4.1 Collect and collate for analysis, data and information onthe effectiveness of financial management processeswithin the work team

4.2 Analyse data and information on the effectiveness offinancial management processes within the work teamand identify, document and recommend anyimprovements to existing processes

4.3 Implement and monitor agreed improvements in line withfinancial objectives of the work team and the organisation



Required skills

• numeracy skills to read and understand a budget and to update a budget• technology skills to use software associated with financial record keeping.

Required knowledge

• basic accounting principles• organisational requirements related to financial management• relevant legislation and current requirements of the Australian Taxation Office, including

GST• requirements for organisational record keeping and auditing• principles and techniques involved in:

• budgeting• cash flows• electronic spreadsheets• GST• ledgers and financial statements• profit and loss statements.

RANGE STATEMENT


Budget/financial plansmay include:

• cash flow projections• long-term budgets/plans• operational plans• short-term budgets/plans• spreadsheet-based financial projections• targets or key performance indicators for production,

productivity, wastage, sales, income and expenditure

Relevant personnel mayinclude:

• financial managers, accountants or financial controllers• supervisors, other frontline managers




Contingency plans mayinclude:

• contracting out or outsourcing human resources andother functions or tasks

• diversification of outcomes• finding cheaper or lower quality raw materials and

consumables• increasing sales or production• recycling and re-using• rental, hire purchase or alternative means of procurement

of required materials, equipment and stock• restructuring of organisation to reduce labour costs• risk identification, assessment and management

processes• seeking further funding• strategies for reducing costs, wastage, stock or

consumables• succession planning

Support may include: • access to specialist advice• documentation of procedures• help desk or identified experts within the organisation• information briefings or sessions• intranet-based information• training including mentoring, coaching and shadowing

Required roles mayinclude:

• arranging for use of corporate credit cards• banking• debt collection• ensuring security, accuracy and currency of financial

operations• invoicing clients, customers and consumers• maintaining journals, ledgers and other record keeping

systems• maintaining petty cash system• purchasing and procurement• wages and salaries payments and record keeping

Resources and systemsmay include:

• hardware and software• human, physical or financial resources• record keeping systems (electronic and paper-based)• specialist advice or support

Processes to monitoractual expenditure and tocontrol costs across thework team include:

• reporting of:• assets• consumables• equipment• expenditure• income• stock• wastage




Reporting may includedata from:

• bank statements• credit card statements• financial reports• invoices and receipts• ledgers and journals• logs• petty cash records• spreadsheet-based records

Data and information onthe effectiveness offinancial managementprocesses may includerecords (paper-based andelectronic) related to:

• bank account records• cash flow data• contracts• credit card receipts• employee timesheets• files of paid purchase and service invoices• income and expenditure• insurance reports• invoices• job costings• petty cash receipts• quotations• taxation records• wages/salaries books

EVIDENCE GUIDE





• financial skills required to work with and interpret budgets,ageing summaries, cash flow, petty cash, GST, and profitand loss statements

• knowledge of the record keeping requirements for theATO and for auditing purposes.








• assessment of written reports indicating broad knowledgeof managing budgets and managing financial resources inthe organisation

• demonstration of techniques using financial recordkeeping software


• oral or written questioning to assess knowledge ofrequirements for organisational record keeping andauditing

• review of contingency plans• review of identification of cost variations and expenditure

overruns• evaluation of documentation reporting on budget and

expenditure• review of documentation identifying and recommending

improvements to financial management processes.







BSBMGT502B Manage people performanceUnit Descriptor This unit describes the performance outcomes, skills and knowledge

required to manage the performance of staff who report to themdirectly. Development of key result areas and key performanceindicators and standards, coupled with regular and timely coaching andfeedback, provide the basis for performance management.


Employability Skills This unit contains employability skills.Application of the Unit This unit applies to all managers and team leaders who manage

people. It covers work allocation and the methods to reviewperformance, reward excellence and provide feedback wherethere is a need for improvement.

The unit makes the link between performance management andperformance development, and reinforces both functions as a keyrequirement for effective managers.

This is a unit that all managers/prospective managers who haveresponsibility for other employees should strongly considerundertaking.



1. Allocate work 1.1 Consult relevant groups and individuals on work to beallocated and resources available

1.2 Develop work plans in accordance with operational plans1.3 Allocate work in a way that is efficient, cost effective and

outcome focussed1.4 Confirm performance standards, Code of Conduct and

work outputs with relevant teams and individuals1.5 Develop and agree performance indicators with relevant

staff prior to commencement of work1.6 Conduct risk analysis in accordance with the

organisational risk management plan and legalrequirements

2. Assess performance 2.1 Design performance management and review processesto ensure consistency with organisational objectives andpolicies

2.2 Train participants in the performance management andreview process

2.3 Conduct performance management in accordance withorganisational protocols and time lines

2.4 Monitor and evaluate performance on a continuous basis




3. Provide feedback 3.1 Provide informal feedback to staff on a regular basis3.2 Advise relevant people where there is poor performance

and take necessary actions3.3 Provide on-the-job coaching when necessary to improve

performance and to confirm excellence in performance3.4 Document performance in accordance with the

organisational performance management system3.5 Conduct formal structured feedback sessions as

necessary and in accordance with organisational policy

4. Manage follow up 4.1 Write and agree performance improvement anddevelopment plans in accordance with organisationalpolicies

4.2 Seek assistance from human resources specialists whereappropriate

4.3 Reinforce excellence in performance through recognitionand continuous feedback

4.4 Monitor and coach individuals with poor performance4.5 Provide support services where necessary4.6 Counsel individuals who continue to perform below

expectations and implement the disciplinary process ifnecessary

4.7 Terminate staff in accordance with legal andorganisational requirements where serious misconductoccurs or ongoing poor-performance continues



Required skills

• communication skills to articulate expected standards of performance, to provideeffective feedback and to coach staff who need development

• risk management skills to analyse, identify and develop mitigation strategies foridentified risks

• planning and organisation skills to ensure a planned and objective approach to theperformance management system.

Required knowledge

• relevant legislation from all levels of government that affects business operation,especially in regard to occupational health and safety and environmental issues, equalopportunity, industrial relations and anti-discrimination

• relevant awards and certified agreements• performance measurement systems utilised within the organisation• unlawful dismissal rules and due process• staff development options and information.



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RANGE STATEMENT


Performance standardsmean:

• level of performance sought from an individual or groupwhich may be expressed either quantitatively orqualitatively

Code of Conduct means: • agreed (or decreed) set of rules relating to employeebehaviour/conduct with other employees or an agreed (ordecreed) set of rules relating to employeebehaviour/conduct with other employees or customers

Performance indicatorsmean:

• measures against which performance outcomes aregauged

Risk analysis means: • determination of the likelihood of a negative eventpreventing the organisation meeting its objectives and thelikely consequences of such an event on organisationalperformance

Performancemanagement means:

• in accordance with relevant industrial agreements• process or set of processes for establishing a shared

understanding of what an individual or group is toachieve, and managing and developing individuals in away which increases the probability it will be achieved inboth the short- and long-term

Excellence inperformance means:

• regularly and consistently exceeding the performancetargets established while meeting the organisation'sperformance standards

Termination means: • cessation of the contract of employment between anemployer and an employee, at the initiative of theemployer within relevant industrial agreements

EVIDENCE GUIDE








• documented performance indicators and a criticaldescription and analysis of performance managementsystem from the workplace

• techniques in providing feedback and coaching forimprovement in performance

• knowledge of relevant awards and certified agreements.





• analysis of responses to case studies and scenarios• assessment of written reports• demonstration of techniques in providing feedback and

coaching• direct questioning combined with review of portfolios of

evidence and third party workplace reports of on-the-jobperformance by the candidate

• review of work plans, performance indicators, riskanalysis, performance management and reviewprocesses, performance improvement and developmentplans.



• other management units.




BSBCUS501B Manage quality customer serviceUnit Descriptor This unit describes the performance outcomes, skills and knowledge

required to develop strategies to manage organisational systems thatensure products and services are delivered and maintained tostandards agreed by the organisation.


Employability Skills This unit contains employability skills.Application of the Unit Many managers are involved in ensuring that products and

services are delivered and maintained to standards agreed by theorganisation. These managers may have staff involved indelivering customer service and are responsible for the quality oftheir work. In many instances the work will occur within theorganisation's policies and procedures framework

At this level, the exercise of considerable discretion andjudgement, using a range of problem solving and decision makingstrategies, will be required.



1. Plan to meet internal andexternal customerrequirements

1.1 Investigate, identify, assess, and include the needs ofcustomers in planning processes

1.2 Ensure plans achieve the quality, time and costspecifications agreed with customers

2. Ensure delivery of qualityproducts and/or services

2.1 Deliver products and/or services to customerspecifications within organisation's business plan

2.2 Monitor team performance to consistently meet theorganisation's quality and delivery standards

2.3 Assist colleagues to overcome difficulty in meetingcustomer service standards

3. Monitor, adjust and reviewcustomer service

3.1 Develop and use strategies to monitor progress inachieving product and/or service targets and standards

3.2 Develop and use strategies to obtain customer feedbackto improve the provision of products and/or services

3.3 Develop, procure and use resources effectively to providequality products and/or services to customers

3.4 Make decisions to overcome problems and to adaptcustomer services, products and/or service delivery inconsultation with appropriate individuals and groups

3.5 Manage records, reports and recommendations within theorganisation's systems and processes






Required skills

• communication, coaching and mentoring skills to provide support to colleagues• problem-solving skills to deal with complex and non-routine difficulties.

Required knowledge

• techniques for solving complaints including the principles and techniques involved in themanagement and organisation of:• customer behaviour• customer needs research• customer relations• ongoing product and/or service quality• problem identification and resolution• quality customer service delivery• record keeping and management methods• strategies for monitoring, managing and introducing ways to improve customer

service relationships• strategies to obtain customer feedback.

RANGE STATEMENT


Customers may be: • Board members• clients, purchasers of services• co-workers, peers and fellow frontline managers• members of the general public who make contact with the

organisation, such as prospective purchasers of services• potential funding bodies• supervisors• suppliers of goods and services and contractors providing

goods and services

Quality may refer to: • characteristics of a product, system, service or processthat meet the requirements of customers and interestedparties




Strategies may refer to: • databases and other controls to record and compare dataover time

• electronic feedback mechanisms using intranet, internetand email

• feedback forms and other devices to enablecommunication from customers

• long-term or short-term plans for monitoring achievementand evaluating effectiveness

• policies and procedures• questionnaires, survey and interviews• training and development activities

Resources may include: • buildings/facilities• equipment• finance• information• people• power/energy• technology• time

EVIDENCE GUIDE





• plans, policies or procedures for delivering qualitycustomer service

• demonstrated techniques in solving complex customercomplaints and system problems that lead to poorcustomer service

• knowledge of techniques for solving complaints.








• assessment of written reports• demonstration of techniques• direct questioning combined with review of portfolios of


• observation of performance in role plays• evaluation of leadership, supervision, coaching and

mentoring used to assist colleagues to overcome difficultyin meeting customer service standards

• review of strategies developed and used to monitorprogress in achieving product and/or service targets andstandards

• review of records, reports and recommendations aboutmanaging customer service.







BSBWOR502B Ensure team effectivenessUnit Descriptor This unit describes the performance outcomes, skills and knowledge

required to facilitate all aspects of teamwork within the organisation. Itinvolves taking a leadership role in the development of team plans,leading and facilitating teamwork and actively engaging with themanagement of the organisation.


Employability Skills This unit contains employability skills.Application of the Unit This unit applies to managers and addresses the need for

managers to facilitate work teams and to build a positive culturewithin work teams. The unit takes a systematic and plannedapproach to developing teams. It includes the soft skills as wellas more structured approaches to the management of teams.

At this level, work will normally be carried out within complex anddiverse methods and procedures which require the exercise ofconsiderable discretion and judgement, using a range of problemsolving and decision making strategies.



1. Establish teamperformance plan

1.1 Consult team members to establish a commonunderstanding of team purpose, roles, responsibilities andaccountabilities in accordance with organisational goals,plans and objectives

1.2 Develop performance plans to establish expectedoutcomes, outputs, key performance indicators andgoals for work team

1.3 Support team members in meeting expected performanceoutcomes

2. Develop and facilitateteam cohesion

2.1 Develop strategies to ensure team members have inputinto planning, decision making and operational aspects ofwork team

2.2 Develop policies and procedures to ensure teammembers take responsibility for own work and assistothers to undertake required roles and responsibilities

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

2.4 Develop processes to ensure that issues, concerns andproblems identified by team members are recognised andaddressed




3. Facilitate teamwork 3.1 Encourage team members and individuals to participate inand to take responsibility for team activities, includingcommunication processes

3.2 Support the team in identifying and resolving workperformance problems

3.3 Ensure own contribution to work team serves as a rolemodel for others and enhances the organisation's imagefor all stakeholders

4. Liaise with stakeholders 4.1 Establish and maintain open communication processeswith all stakeholders

4.2 Communicate information from linemanager/management to the team

4.3 Communicate unresolved issues, concerns and problemsraised by team members and follow-up with linemanager/management and other relevant stakeholders

4.4 Evaluate and take necessary corrective action regardingunresolved issues, concerns and problems raised byinternal or external stakeholders



Required skills

• communication skills to explain team goals, to address team conflict and to build anenvironment of trust

• planning and organisational skills to keep team on track and focussed on workoutcomes.

Required knowledge

• group behaviour• strategies for mentoring and coaching to informally guide and instruct team members• issue resolution• strategies for gaining consensus.

RANGE STATEMENT


Consultation may refer to: • conducting meetings, interviews, brainstorming sessions,email/intranet communications, newsletters or otherprocesses and devices which ensure that all employeeshave the opportunity to contribute to team and individualperformance plans

• mechanisms used to provide feedback to the work teamin relation to outcomes of consultation




Accountabilities mayrefer to:

• responsibilities as defined in position descriptions, codesof conduct/behaviour, duty statements or similar

• statement of conduct outliningresponsibilities/actions/performance

Performance plans mayrefer to:

• individual performance plans linked to team goals• team plans based on work assignments and

responsibilities

Outcomes, outputs, keyperformance indicatorsmay refer to agreed:

• changes in work roles and responsibilities• improved individual and team, performance and

participation• improvements to systems, operations• measures for monitoring and evaluating the efficiency or

effectiveness of systems or services• quality standards and expectations• targets for productivity improvements such as reduced

downtime, higher production levels, decreases inabsenteeism

• targets for training and development

Supportmay include: • Coaching• Mentoring• Training and development opportunities• Clarification of roles and expectations• Long term or short term plans• Meetings

Strategies may refer to: • clarification of roles and expectations• electronic communication devices and processes, such

as intranet and email communication systems, to facilitateinput

• long-term or short-term plans factoring in opportunities forteam input

• mentoring and 'buddy' systems to support team membersin providing input

• newsletters and briefings• training and development activities

Policies and proceduresmay refer to:

• organisational guidelines and systems that governoperational functions

• procedures that detail the activities that must be carriedout for the completion of actions and tasks

• Standard Operating Procedures



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Processes may refer to: • brainstorming options with the team for addressingconcerns

• creating a matrix of issues and concerns and distributingfor comment

• discussions with individuals regarding their concerns• distributing drafts for comment with a range of options for

resolution of concerns• training and development sessions

Stakeholders mayinclude:

• Board members• business or government contacts• funding bodies• union/employee groups and representatives• work team

Linemanager/managementmay refer to:

• chief executive officer• direct superior• other management representatives

EVIDENCE GUIDE





• range of techniques that can be used to build work teams,strengthen communications in the team and resolveissues

• methods for engaging with stakeholders and obtainingadvice from outside the work team, to ensure team isfocussed and on track

• knowledge of group behaviour.








• analysis of responses to case studies and scenarios• assessment of written reports• demonstration of team building techniques• direct questioning combined with review of portfolios of


• observation of performance in role plays• review of performance plans developed for work team• review of policies and procedures developed to ensure

team members take responsibility for own work.







BSBOHS509A Ensure a safe workplaceUnit Descriptor This unit describes the performance outcomes, skills and knowledge

required to establish, maintain and evaluate the organisation'soccupational health and safety (OHS) policies, procedures andprograms in the relevant work area in accordance with OHS legalrequirements.


Employability Skills This unit contains employability skills.Application of the Unit Managers play an important role in ensuring the safety of the

workplace and the wellbeing of their staff. This unit applies tomanagers working in a range of contexts. It takes a systemsapproach and ensures compliance with relevant legislativerequirements.

All those who have, or are likely to have, a managementresponsibility for OHS should undertake this unit.

It is relevant for those with managerial responsibilities, either asan owner or employee-manager of a business.



1. Establish and maintain anOHS system

1.1 Locate and communicate OHS policies which clearlyexpress the organisation's commitment to implementrelevant OHS legislation in the enterprise

1.2 Define OHS responsibilities for all workplace personnel inaccordance with OHS policies, procedures and programs

1.3 Identify and approve financial and human resources forthe effective operation of the OHS system

2. Establish and maintainparticipative arrangementsfor the management ofOHS

2.1 Establish and maintain participative arrangements withemployees and their representatives in accordance withrelevant OHS legislation

2.2 Appropriately resolve issues raised through participativearrangements and consultation

2.3 Promptly provide information about the outcomes ofparticipation and consultation in a manner accessible toemployees




3. Establish and maintainprocedures for identifyinghazards, and assessingand controlling risks

3.1 Develop procedures for ongoing hazard identification, andassessment and control of associated risks

3.2 Include hazard identification at the planning, design andevaluation stages of any change in the workplace toensure that new hazards are not created by the proposedchanges

3.3 Develop and maintain procedures for selection andimplementation of risk control measures in accordancewith the hierarchy of control

3.4 Identify inadequacies in existing risk control measures inaccordance with the hierarchy of control and promptlyprovide resources to enable implementation of newmeasures

3.5 Identify intervention points for expert OHS advice

4. Establish and maintain aquality OHS managementsystem

4.1 Develop and provide an OHS induction and trainingprogram for all employees as part of the organisation'straining program

4.2 Utilise system for OHS record keeping to allowidentification of patterns of occupational injury and diseasein the organisation

4.3 Measure and evaluate the OHS system in line with theorganisation's quality systems framework

4.4 Develop and implement improvements to the OHS systemto achieve organisational OHS objectives

4.5 Ensure compliance with the OHS legislative framework sothat legal OHS standards are maintained as a minimum



Required skills

• analytic skills to analyse relevant workplace data in order to identify hazards, and toassess and control risks

• communication skills to consult with staff and to promote a safe workplace• problem-solving skills to deal with complex and non-routine difficulties• technology skills to store and retrieve relevant workplace data.

Required knowledge

• application of the hierarchy of control (the preferred order of risk control measures frommost to least preferred, that is, elimination, engineering controls, administrative controls,personal protective equipment)

• hazard identification and risk management• relevant legislation from all levels of government that affects business operation,

especially in regard to OHS and environmental issues, equal opportunity, industrialrelations and anti-discrimination

• reporting requirements.




RANGE STATEMENT


OHS legislation willdepend on state/territorylegislation andrequirements, and willinclude:

• common law duties to meet general duty of carerequirements

• regulations and approved codes of practice relating tohazards in the work area

• requirements for establishment of consultativearrangements including those for health and safetyrepresentatives, and health and safety committees

• requirements for effective management of hazards• requirements for provision of information and training

including training in safe operating procedures,procedures for workplace hazards, hazard identification,risk assessment and risk control, and emergency andevacuation procedures

• requirements for the maintenance and confidentiality ofrecords of occupational injury and disease

Control of associatedrisks may include:

• administrative• counselling/disciplinary processes• elimination• engineering• housekeeping and storage• issue resolution• OHS records maintenance and analysis• personal protective equipment• purchasing of supplies and equipment• workplace inspections including plant and equipment

Organisational healthand safety recordkeeping may relate to:

• audit and inspection reports• workplace environmental monitoring records• consultation e.g. meetings of health & safety committees,

work group meeting agendas including OHS items andactions

• induction, instruction and training• manufacturers' and suppliers' information including

dangerous goods storage lists• hazardous substances registers• plant and equipment maintenance and testing reports• workers compensation and rehabilitation records• first aid/medical post records




EVIDENCE GUIDE





• detailed knowledge and application of all relevant OHSlegislative frameworks

• establishment and maintenance of arrangements formanaging OHS within the organisations' businesssystems and practices

• identification of intervention points for expert OHS advice• principles and practice of effective OHS management in a

small, medium or large business.





• analysis of responses to case studies and scenarios• assessment of written reports• demonstration of techniques• direct questioning combined with review of portfolios of


• review of OHS policies, information provided on the OHSsystem, information about the outcomes of participationand consultation provided to employees

• oral or written questioning to assess knowledge of OHSand OHS legislation

• evaluation of OHS induction and training• review of OHS record keeping system.



• other OHS units• units from the Diploma of Management.




BSBRSK501A Manage riskUnit Descriptor This unit describes the performance outcomes, skills and knowledge

required to manage risks in a range of contexts across the organisationor for a specific business unit or area.

The unit has been designed to be consistent with AS/NZS 4360:2004Risk management.


Employability Skills This unit contains employability skills.Application of the Unit This unit addresses the management of the risk across the

organisation or within a business unit or area. It does not assumeany given industry setting.

This unit applies to individuals who are working in positions ofauthority and are approved to implement change across theorganisation, business unit, program or project area. They may ormay not have responsibility for directly supervising others.



1. Establish risk context 1.1 Review organisational processes, procedures andrequirements for undertaking risk management

1.2 Determine scope for risk management process1.3 Identify internal and external stakeholders and their issues1.4 Review political, economic, social, legal, technological and

policy context1.5 Review strengths and weaknesses of existing

arrangements1.6 Document critical success factors, goals or objectives for

area included in scope1.7 Obtain support for risk management activities1.8 Communicate with relevant parties about the risk

management process and invite participation

2. Identify risks 2.1 Invite relevant parties to assist in the identification of risks2.2 Research risks that may apply to scope2.3 Use tools and techniques to generate a list of risks that

apply to the scope, in consultation with relevant parties

3. Analyse risks 3.1 Assess likelihood of risks occurring3.2 Assess impact or consequence if risks occur3.3 Evaluate and prioritise risks for treatment




4. Select and implementtreatments

4.1 Determine and select most appropriate options fortreating risks

4.2 Develop an action plan for implementing risk treatment4.3 Communicate risk management processes to relevant

parties4.4 Ensure all documentation is in order and appropriately

stored4.5 Implement and monitor action plan4.6 Evaluate risk management process



Required skills

• communication and literacy skills to consult and negotiate, to prepare communicationsabout risk management, and to encourage stakeholder involvement

• organisational and management skills to plan and implement risk managementprocesses

• problem-solving and innovation skills to find practical ways to manage identified risks.

Required knowledge

• AS/NZS 4360:2004 Risk management.• legislation, codes of practice and national standards, for example:

• duty of care• company law• contract law• environmental law• freedom of information• industrial relations law• privacy and confidentiality• legislation relevant to organisation's operations• legislation relevant to operation as a business entity

• organisational policies and procedures, including:• risk management strategy• policies and procedures for risk management

• overall operations of organisation• reasonable adjustment in the workplace for people with a disability• types of available insurance and insurance providers.




RANGE STATEMENT


Risks may include thoserelating to:

• commercial relationships• economic circumstances and scenarios• human behaviour• individual activities• legislation• management activities and controls• natural events• political circumstances• technology

Scope may apply to: • given project• specific business unit or area• specific functional such as:

• financial management• OHS• governance

• external environment• internal environment• whole organisation

Relevant parties mayinclude:

• all staff• internal and external stakeholders• senior management• specific teams or business units• technical experts

Research may include: • data or statistical information• information from other business areas• lessons learned from other projects or activities• market research• previous experience• public consultation• review of literature and other information sources

Tools and techniquesmay inlcude:

• brainstorms• checklists• fishbone diagrams• flowcharts• scenario analysis




Likelihood may refer to: • probability of a given risk occurring, such as:• very likely• likely• possible• unlikely• rare

Impact or consequencemay refer to:

• significance of outcomes if the risk occurs, such as:• disastrous• severe• moderate impact• minimal impact

Evaluation of risksincludes:

• considering the likelihood of the risk occurring• considering the impact of the risk• determining which risks are most significant and are

therefore priorities for treatment

Options may include: • avoiding the risk• changing the consequences• changing the likelihood• retaining the risk• sharing the risk with a third party

Action plans shouldinclude:

• what actions are required• who is taking responsibility• time lines• monitoring processes

EVIDENCE GUIDE





• risk management plan which includes a detailedstakeholder analysis, explanation of the risk context,critical success factors, identified and analysed risks, andtreatments for prioritised risks

• details of monitoring arrangements for risk managementplan and an evaluation of the risk management plan'sefficacy in treating risks

• knowledge of relevant legislation, codes of practice andnational standards.






• access to workplace documentation.



• observation of presentations• oral or written questioning to assess knowledge of risk

management policies and procedures• review of documented critical success factors, and goals

or objectives for area• review of risks prioritised for treatment• evaluation of action plan for implementing risk treatment• evaluation of documentation communicating risk

management processes to relevant parties.



• financial management units, governance units, humanresource management units, or technology units.




BSBPMG510A Manage projectsUnit Descriptor This unit describes the performance outcomes, skills and knowledge

required to manage a straightforward project or a section of a largerproject.

This unit addresses the management of projects including thedevelopment of a project plan, administering and monitoring the project,finalising the project and reviewing the project to identify lessons learntfor application to future projects.


Employability Skills This unit contains employability skills.Application of the Unit The unit focuses on the application of project management skills

and the requirement to meet time lines, quality standards,budgetary limits and other requirements set for the project.

The unit does not apply to specialist project managers. Forspecialist project managers, the units of competency in theProject Management competency field will be applicable.



1. Define project 1.1 Access project scope and other relevantdocumentation

1.2 Define project stakeholders1.3 Seek clarification from delegating authority of any issues

related to project and project parameters1.4 Identify limits of own responsibility and reporting

requirements1.5 Clarify relationship of project to other projects and to the

organisation's objectives1.6 Determine and access available resources to undertake

project

2. Develop project plan 2.1 Develop project plan including timelines, work breakdownstructure, role and responsibilities and other details of howthe project will be managed in relation to the projectparameters

2.2 Identify and access appropriate project managementtools

2.3 Formulate risk management plan for project, includingoccupational health and safety (OHS)

2.4 Develop and approve project budget2.5 Consult team members and take their views into account

in planning the project2.6 Finalise project plan and gain any necessary approvals to

commence project according to documented plan




3. Administer and monitorproject

3.1 Take action to ensure project team members are clearabout their responsibilities and the project requirements

3.2 Provide support for project team members, especiallywith regard to specific needs, to ensure that the quality ofthe expected outcomes of the project and documentedtime lines are met

3.3 Establish and maintain required record keepingsystems throughout the project

3.4 Implement and monitor plans for managing projectfinances, resources (human, physical and technical) andquality

3.5 Complete and forward project reports as required tostakeholders

3.6 Undertake risk management as required to ensureproject outcomes are met

3.7 Achieve project deliverables

4. Finalise project 4.1 Complete financial record keeping associated with projectand check for accuracy

4.2 Assign staff involved in project to new roles or reassign toprevious roles

4.3 Complete project documentation and obtain anynecessary sign offs for concluding project

5. Review project 5.1 Review project outcomes and processes against theproject scope and plan

5.2 Involve team members in the project review5.3 Document lessons learnt from the project and report within

the organisation






Required skills

• communication and negotiation skills to work with team members and otherstakeholders to maintain project schedules

• literacy skills to read, write and review a range of documentation• planning and organising skills to develop, monitor and maintain implementation

schedules• numeracy skills to analyse data, and to compare time lines and promotional costs

against budgets• culturally appropriate communication skills to relate to people from diverse backgrounds

and people with diverse abilities.

Required knowledge

• relevant legislation from all levels of government that may affect aspects of businessoperations, such as:• anti-discrimination legislation• ethical principles• codes of practice• privacy laws• environmental issues• OHS

• organisational structure, and lines of authority and communication within theorganisation

• how the project relates to organisation's overall mission, goals, objectives andoperations.

RANGE STATEMENT


Project scope and otherrelevant documentationmay include:

• contract or other agreement• project brief• project plan or summary• other documents outlining expected outcomes of the

project, inclusions and exclusions from project,timeframes for project, quality standards for project,project resources

Stakeholders mayinclude:

• clients or customers (internal and external)• funding bodies• management, employees and relevant key personnel

(internal and external) with special responsibilities• project sponsor




Delegating authority mayinclude:

• customer or client• funding body• manager or management representative• project sponsor

Project parameters mayinclude:

• finances for project• integration of project within organisation• legislative and quality standards• physical, human and technical resources available or

required for project• procurement requirements associated with project• reporting requirements• risks associated with project, including OHS• scope of project• time lines

Project managementtools may include:

• cost schedule control system• Critical Path Method• Gantt and bar charts• life cycle cost analysis• logistics support analysis• PERT charts• project management software• spreadsheets• technical resources required for the project, for example

OHS management system tools

Support for project teammembers may include:

• additional physical, human and technical resources(within allocated budget) if and as required

• encouragement• feedback• learning and development• regular project team meetings• supervision, mentoring and coaching

Required record keepingsystems may includesystems for:

• correspondence• financial data including costs, expenditure, income

generated, purchases• project outcomes• quality data including any test results• recording of time spent on project and progress in

completing project• samples, prototypes, models




Risk management mayinclude:

• changing roles and responsibilities within project team• negotiating an extension of deadline, or redefining

completion or quantities or quality of outcomes• outsourcing some aspects of the project• reducing costs• researching and applying more efficient methods for

completing project tasks• seeking further resources to meet deadline• sharing of ideas to gain improvements to work

undertaken within the project

Necessary sign offs maybe required by:

• clients, customers• funding body• management• project sponsor

EVIDENCE GUIDE





• development of a project plan• details of monitoring arrangement/s and evaluation of the

project plan's efficacy to address time lines and budgetsof project

• knowledge of relevant legislation.



• access to workplace project documentation.






• observation of presentations• oral or written questioning to assess knowledge of how

the project relates to the organisation's overall mission,goals, objectives and operations

• review of project risk management plan and project plan• evaluation of project reports forwarded to stakeholders• analysis of documentation reviewing project outcomes

and processes against the project scope and plan• evaluation of documentation outlining lessons learnt from

the project.



• other project management units.




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