You are on page 1of 2

BSBWOR501A Manage personal work priorities and professional development

Case Studies and Solutions (K Cole 4 ed)

Case study 8.1 Exciting times?

Has Murray approached working smarter sensibly? Now that he has worked out his key result
areas and measures of success, what should his next steps be?
Murray seems to have approached working smarter sensibly by defining his key result areas and
agreeing on them with his manager to identify his high-priority areas, by analysing how he currently
uses his time and making plans for using it more effectively, and by setting goals and beginning to
think about what he needs to do to achieve them. He can now drop many of the low-priority tasks
he had been doing and attend to more important ones, such as learning the new computer system.
He can also begin to use his time more efficiently by trying out some time-management tips.


How could Murray increase his work efficiency in order to give him the time he needs to learn the
new computer system?
Students can select from the techniques discussed in this chapter and come up with some of their
own ideas.

Case study 8.2 On the move


Analyse Sues influence as Jocelyns mentor.

Sue seems to have been an effective mentor to Jocelyn, placing her in positions where she could
build her professional image and career. She kept her up to date with happenings in the
organisation, placed her on working committees and projects which increased her understanding of
how the organisation operate and built her networks. She placed her on a high-profile project team
where she could show her talents. Her attention would have increased Jocelyns sense of selfesteem, which would have enhanced her ability to perform well. And Sue herself acted as a
positive role model for Jocelyn.


Discuss Jocelyns skills at building effective working relationships, strengthening her experience,
skills and knowledge, and building her image.
For her own part, Jocelyn seems to have made the most of her opportunities. She seems to be an
open learner, someone who is open to new information and ideas and willing to make
contributions. She was friendly and cheerful with everyone and kept up her contacts with people.
She tried to dress the part, taking her cues from Sue and clearly trying to fit in with the
organisations culture.


Now that Jocelyn has been promoted to a team leadership position, what do you recommend she
do in order to quickly understand the demands of her new role and ensure she meets them?
Jocelyn needs to stand on the balcony to establish her priorities and goals and dance smartly on
the dance floor by organising herself and scheduling her work. If Jocelyn is unsure how to work
efficiently, she can undertake some self study and observe other effective team leaders. She
should continue building her networks and her contact with Sue and she may even want to get a
coach from inside the organisation.