Slide 1 BSBMGT605 Provide leadership across the organisation 1 Communicate organisational mission and goals 1.1 Clarify objectives, values and standards in accordance with organisation’s strategic...

Slide 1
BSBMGT605
Provide leadership across the organisation
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Communicate organisational mission and goals
1.1 Clarify objectives, values and standards in accordance with organisation’s strategic direction
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Communicate organisational mission and goals
1.2 – Establish linkages between organisational objectives, values and standards and the responsibilities of relevant groups and individuals
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Clarify objectives
Before providing leadership across an organisation you must first understand its objectives and clarify these to the relevant personnel. Once you comprehensively understand the organisation’s objectives you will be able to clarify and convey them to your staff and other managers - to ensure everyone is heading in the right direction. The overall strategic direction of the company will include carefully considered objectives, values and standards.
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Standards and values
A mission, vision and values statement often covers any of the following areas:
Employment of team members
General customer and client service
General legislation such as discrimination laws, compliance with harassment and other laws
Maintenance of the privacy of team members
Quality control
Integrity of the people that work for the organisation.
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Activity 1A
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Communicate organisational mission and goals
1.3 Ensure media and language used is appropriate to individuals and group circumstances
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Media
Types of media may include:
PowerPoint slides
Posters
Emails
Written letters
Informational videos
Speeches delivered via meetings.
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Activity 1B
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Communicate organisational mission and goals
1.4 State clear expectations of internal groups and individuals and explain in a manner which builds commitment to the organisation
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Team management
Managers need to be aware that teams need to have a clear focus on their objectives and the organisational objectives in order to function in an effective and efficient manner.
Some of these areas of focus could include:
Having clear targets set for them within their performance plans
Knowing their own and the team purpose within the organisation
Measure Key Performance Indicators or Key Result Areas.
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Team management
Managers need to be aware that teams need to have a clear focus on their objectives and the organisational objectives in order to function in an effective and efficient manner.
Some of these areas of focus could include:
A specific plan to help them achieve their goals
A decision making process that allows them to display accountability, responsibility and ownership
Being focused on customers – both internal and external to the organisation.
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Activity 1C
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Communicate organisational mission and goals
1.5 Address expectations of the organisation
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Managing performance
The performance management process should fulfil these requirements:
Clarifying individual duties
esponsibilities and ensuring understanding of business objectives
Keeping employees updated on the progression of work and levels of achievement
Documenting business activities and maintaining records related to employee performance
Identifying and signalling the need for employee recognition and financial reward.
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Activity 1D
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Communicate organisational mission and goals
1.6 Investigate incidents promptly and communicate results clearly to relevant groups and individuals

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Managing problems and issues
Some of the ways in which a manager can manage issues appropriately include:
Determine issues as they arise
Identify what is really happening to cause the issues
Identify what is stopping these issues from being resolved
Helping to resolve the issues in a professional manner while protecting the self-esteem of everyone involved
Acting in a way that will resolve the issues for the best of all concerned.
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Activity 1E
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Influence groups and individuals
2.1 Build trust, confidence and respect of diverse groups and individuals through positive role modelling and effective communication and consultation
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Gaining support
Follow some of the general tips below to gain positive support from your team:
Show your own acceptance and support for the message that you are conveying, even if you personally disagree with a message that is being pushed through from a senior level
Be open and honest in your communication: tell them what you do and don’t know; what you can and can’t say.
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Gaining support
Follow some of the general tips below to gain positive support from your team:
Position your message in a way that means something to the team
Consult the team before decisions have been made
Where the team’s ideas are not taken up, say so and explain why this is
Invite their questions and suggestions, and answer their questions as much as you can.
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Gaining support
Follow some of the general tips below to gain positive support from your team:
Recognise that they may be feeling confused; angry; disappointed; frustrated; etc.
Allow time for the team to get used to the new information you have given them
Make yourself available to people so that they can approach you with comments or concerns individually
Follow up with people from time to time to find out what they are thinking or feeling, etc.
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Activity 2A
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Influence groups and individuals
2.2 Em
ace, resource and effectively implement improvements to organisational and workplace culture
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Conducting employee reviews
Employee performance reviews may include:
Job description comparisons
Performance descriptions
Rating scales
360 degree evaluations
Self-assessments.
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Activity 2B
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Influence groups and individuals
2.3 Demonstrate understanding of the global environment and new technology in work activities
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The global environment
Items of interest in the global environment may include:
Advances in relevant technology
Competitor activity
New thinking or disciplines relating to the job role
Relevant global events
Stock market movements.
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Activity 2C
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Influence groups and individuals
2.4 Ensure actions convey flexibility and adaptability to change and accessibility
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Flexibility and adaptability
Flexibility and adaptability will ensure:
Easier change transition periods
Increased likelihood to take stakeholders suggestions on board
More of an ‘open mind’
More likely to resolve problems
Increased likelihood of success in a changing environment
More able to change as the industry or market does.
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Activity 2D
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Influence groups and individuals
2.5 – Ensure consultation and participation in decision making occurs with relevant groups and individuals where appropriate
2.6 – Ensure decision making takes into account needs and expectations of both internal and external groups

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Decision-making processes
When it comes to operational decisions, it is good practice to involve individuals and teams in the decision-making process for several reasons:
It enables team members to feel involved and consulted with
It enables them to feel that their opinion matters and is valued
It builds working relationships with the line manage
Team members are likely to have first-hand knowledge of the matter under consideration
Team members are more likely to engage with a decision) if they have been involved in making it.
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Decision-making processes
Team members can be invited to actively participate in the decision-making process in a variety of ways:
Talking to team members, either one-to-one or in groups; formally or informally
Inviting anonymous contributions, etc.
Consultation events
Surveys
Voting mechanisms
Suggestion schemes
Involvement in panels to make decisions
Input to developing action plans, etc.
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Activity 2E
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Influence groups and individuals
2.7 Ensure decision making occurs in accordance with risk management plans for all options, and within appropriate timeframes
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Conducting a risk analysis
A risk assessment should help you to identify:
The severity of the risk
Whether or not the existing control measures are effective, if applicable
What action should be taken to control the risk
How urgently the action needs to be taken.
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Conducting a risk analysis
You may refer to these risk assessment tools and template documents:
Checklists
Matrix nomograms
Codes of practice
Standards
Guidelines.
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Activity 2F
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Influence groups and individuals
2.8 Ensure that the organisation is represented positively in the media and community
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Positively representing the organisation
Types of media your company may be represented on may include:
Social media including Twitter and Facebook
Professional social media such as LinkedIn
Local or national radio stations
Television, in the news or as commercials
External advertising such as magazine inserts or billboards.
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Activity 2G
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Build and support teams
3.1 Assign accountabilities and responsibilities to teams consistent with their competencies and operational plans
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Accountability
Accountability can be conveyed to team members through a range of methods:
Job descriptions usually set out the key tasks and the standards required
Procedures describe how to perform tasks co
ectly
Training can convey information about how tasks are to be completed
Briefings can be used to remind team members of the standards and expectations – these are useful for advising people of any changes or developments that affect their work, etc.
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Activity 3A
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Build and support teams
3.2 Ensure teams are resourced to allow them to achieve their objectives
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Ensuring teams are resourced
Types of resources may include:
Financial
Additional manpowe
Provision for further recruitment
Employment of specialists or consultants
Further hardware acquisition
Possible office-based expansion
IT infrastructure improvement
Provision for further training
Scope for teambuilding exercises.
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Activity 3B
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Build and support teams
3.3 – Empower teams and individuals through effective delegation and support for their initiatives
3.4 – Create and maintain a positive work environment
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Being a role model
Leaders and their behaviour are scrutinised very closely – others expect to see exemplary standards and performance from their leaders. This gives them confidence in the person who is leading them and helps them to have trust in that person. Where people lack confidence in their leader, this is unsettling, and it can lead to conflict and a lack of understanding of standards and expectations.
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Recognition
Employee contributions may be recognised in the following ways:
Handwritten ‘thank you’ notes
Passing on positive comments made by customers and colleagues
Positive statements in newsletters and bulletins
Speeches during business meetings
Parties and social gatherings
Personalised gifts
Financial bonuses
Team outings and activity days.
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Activity 3C
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Build and support teams
3.5 Encourage teams and individuals to develop innovative approaches to the performance of work
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Encourage team performance
A good manager will use the performance plan as an opportunity to help their team member improve their performance in the job role, use it objectively and assist the team member to become a better employee using the plan as a template or guide.
A Key Result Area (KRA) should be considered the overall and
oad objective, while the Key Performance Indicator (KPI) could be considered a more detailed look into the KRA itself. Some organisations use these terms interchangeably so it is a good idea to see what your organisation uses and work with that terminology.
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Activity 3D
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Demonstrate personal and professional competence
4.1 Model ethical conduct in all areas of work and encourage others to adopt business ethics
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Business ethics
A manager needs to encourage the ethical behaviour of team members by:
Taking action when they say they will do something
Being open and honest with their team and other staff
Providing employees with clear