When Completing these activities, you can reference the information provided in this unit, however you

need to demonstrate you have undertaken your own research.

Using a document of your choice, design and develop a template that could be used across
Project 1 simulated organisation. When producing the template, you should take into consideration
simulated organisation’s needs, requirements and technology capabilities.

Test this template in a suitable way and outline how it ensures efficiency and quality, then make any
amendments if required.

Develop a macro that can be used to automate aspects within your chosen document. Test this macro and outline
how it meets the relevant requirements, making any amendments where required.

Develop and implement documentation and training to teach people in simulated organisation how to use the
template and macro. You should print copies of your template and macros to submit with the workbook.

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The format of the agenda should be considered in relation to the meeting purpose and the expected level of
formality. For example, you might decide to simply send a particular work team a list of topics that will be the focus
of an upcoming meeting, or a detailed table with timings, objectives, and responsibilities could be included.

Consider the following when developing an agenda:

 Ensure the topics are relevant to those that will be attending – you should only aim to discuss
themes or issues that are significant to all attendees. Remember that participants at the meeting
may have had to put their own work to one side in order to attend; they should not waste their
time having to listen to topics that do not affect them. Additionally, people may have lost focus and
interest by the time it comes to talking about a matter that is important to their role

 Focusing agenda on the role of employee – even when you are discussing a common theme within
an organisation, such as reducing waste, it might be more beneficial to further break down topics
to make them more applicable to work teams. Taking the example of reducing wastage, the issues
that have occurred and potential solutions are likely to differ between departments, so you might
find it is more appropriate to focus several individual meetings on particular work teams

 Present items in an agenda as questions rather than

statements – when possible you should aim to list agenda
topics as questions as this enables attendees to
consider answers and come prepared with their ideas for
discussion. Providing a question also usually provides more
insight, e.g. ‘how can we improve response rates
following customer queries?’ would be a more suitable
agenda topic in comparison to ‘improving response rates.’
While the first example offers people with something they
can consider answers for, the second is more
ambiguous and does not suggest the response rates that
need to be improved. For example, it could be in relation
to customers, suppliers, intra-department, etc. Posing topics
as questions also has the added benefit that it make it easier to recognise when it has been
answered during the course of the meeting

 Provide rough estimates of timings – in addition to highlighting the time and date that the meeting
will take place, it could be useful to include the length of time that each section of the meeting will
take. This enables partakers to consider the length of time that they may be expected to speak
about certain topics, and thus they can better prepare for the meeting

 Highlight preparation needs and provide materials – when there is a requirement for participants
to prepare prior to the meeting, you should let them know what is required in the agenda. You
might state certain documents that need to be printed and brought to the meeting, or items that
need to be read.

Allow others to contribute to agenda

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Whenever possible you should aim to include others within the process of preparing for a meeting. If regular team
meetings take place within the workplace, it should not be one person who is responsible for deciding on topics as
this may result in other important issues being ignored. Management figures and team leaders may suggest areas
within the business that could be improved, while other team members may also suggest issues that they have
noticed or potential areas for improvement.

You could create a forum within the workplace where suggestions for discussion are put forward, or you might
decide to send an email to all attending employees in advance to ask for anything they would like to be included on
the agenda.

There may also be occasions where it is necessary to develop an agenda in collaboration with others. For example,
when new recruits are joining the organisation, you would need to communicate with team leaders so that
information relating to their job role can be provided.

Activity 1A

1.2 – Ensure style and structure of meeting are

appropriate to its purpose

By the end of this chapter, the learner should be able

to:
 Prepare a meeting with a style and structure that
suits the purpose and participants

 Adapt the style and structure of a meeting

depending on the expected level of formality.

Before organising a meeting, you will need to know your organisation’s and/or the originator’s requirements for the
meeting. You should check which type of meeting is intended to be held with the appropriate person. You ought to
also establish the purpose of the meeting as this will help you to make the correct decisions when you organise the
details for the meeting.

Compile a list of the tasks to do and the contacts that you will need to liaise with. Each meeting type will have its
own needs.

Types of meetings
Once you know the type of meeting, you can start to make the appropriate arrangements. You will also need to
know how many people will be invited to attend, as this will have an impact on the room requirements.

Types of meetings may include:

 Annual general meeting (AGM) – employees, management and members of an organisation meet
to discuss various business matters

 Board meeting – a formal meeting involving the board members of a business. They are often held
at regular intervals

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  Face-to-face – all meeting participants are at the same location. This is widely seen as the best way
to engage everybody in conversation

 Staff meeting – are often conducted at regular intervals and involve teams and departments
sharing information or discussing future plans

 Teleconference – this is often used when the

intended participants are unable to attend in
person, such as if they live abroad or a
significant distance away. The meeting can take
place through phone or video

 Videoconference - similar to a teleconference, but

specifically involves the use of a video.

Formal or informal meeting

The style and structure of a meeting should be considered in relation to the expected level of formality. While you
should always aim to prepare a meeting that is professional and has clear aims within a business environment, you
might find that certain meetings can be more flexible in terms of the style used. The level of formality should also
have an impact on the type of language used by the individual leading a meeting.

Formal meetings
Board meetings or AGMs are for example likely to be formal and require a structure that needs to be followed.
Important details will usually be presented such as financial and operational information to key stakeholders. For
this reason, the meeting may require equipment that enables the demonstration of visual data. Minutes are also
more likely to be taken in formal meetings.

Informal meetings
Regular staff meetings may take more of an informal approach. They could take place daily or weekly, and while
they should still consist of an agenda with clear objectives to ensure conversation remains focused, the amount of
time spent preparing for the meeting should not be extensive. Additionally, team members should be allowed to
speak freely when they feel they have something valuable to add to the conversation. More structured meetings
might instead state that one member of senior management will speak for a specific period of time before other
attendees can ask questions or seek clarification.

Some meetings may need to be self-

managed, for example, a brain-
storming meeting to generate ideas for a
campaign, or when discussing work tasks
within departments and a more
interactive format is needed.

2.4 – Brief minute-taker on

method for recording

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meeting notes in accordance with organisational requirements and conventions for type
of meeting

By the end of this chapter, the learner should be able to:

 Consult minute-taker regarding what needs to be noted down during a meeting

 Ensure that minutes are produced using a format as required by organisational procedures.

Taking minutes
As mentioned previously, taking minutes can act as a valuable method of
recording what transpired during a meeting and the future actions that have been
agreed upon by participants. They can also serve as evidence to provide protection
for employees who act on decisions made in the course of the meeting.

When you hold the responsibility of conducting a meeting and ensuring that the
conversation remains focused on the agenda, it may not be possible to also keep
detailed minutes. Therefore, allocating someone the role of minute- taker will
help to make sure that a physical record of the meeting can be accessed after it
has concluded.

You should brief the minute-taker before the start of the meeting to inform
them of the organisation requirements for what they should be taking note of. This may vary depending on the
purpose of the meeting. Generally, the role of the minute-taker is to take accurate notes during the meeting, tidy-up
the notes after the meeting so that they make sense to others, distribute the minutes to all relevant personnel, and
store the minutes for future use.

Format of minutes
The required format of minutes may be dictated by organisation procedures, as this means could be established by
using organisational templates or using previous minutes to determine the required format.

Minutes may include:

 Meeting details (e.g. title, date, time, location)

 Agenda items

 Apologies

 Names of absent and attending participants

 Approval of the record of the previous minutes

 Matters arising from the previous meetings

 Decisions made

 Actions to be taken

 Items to be discussed

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  Date of the next meeting.

To record your notes, you must decide on the best method to use. You can take notes by pen and paper, or on an
electronic device such as a tablet or laptop.

Including all relevant information

Many organisations will allocate the role of minute-taker to a different employee for each meeting. Therefore, you
may need to provide the individual with advice on how to ensure all important details from the meeting are
included. It will not be possible to write down every single comment made during the meeting, so approaches
should be shared to make it easier for the minute taker to perform their role.

These may include:

 Writing lists rather than full sentences

 Using abbreviations

 Asking for clarification:

 when multiple topics are being discussed at the same time

 before the group moves on to the next agenda item

 Using subheadings

 Recording all the key decisions and actions.

Concluding a meeting
After everything on the agenda has been completed or when you have run out of allocated time for the venue, you
should end the meeting according to organisational procedures. When participants do not all work for the same
organisation, you should pass around a list for people to add their contact details so that they can be sent the
minutes. You might also advise them on when the next meeting will take place, as well as asking the group whether
there is anything they would like to be discussed at this point.

Do not forget to thank everyone for attending, and especially the minute-taker for providing their assistance. It
might be necessary to allocate the role of minute-taker to someone for the following meeting or ask someone to
volunteer.

Activity 2D

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 Assessments Judgement Summary : Project
This should be used by the trainer/assessor to document the learner’s skills, knowledge and
performance as relevant to the assessment. Indicate in the table below if the learner is deemed
Satisfactory (S) or Not Satisfactory (NS) for the activity or if reassessment is required.

Learner’s name
Assessor’s name
Unit of Competence: Code and Title BSBADM506 Manage business document design and development
Date(s) of assessment

Has the activity been answered and performed fully, as required to assess the Yes No
competency of the learner?
(Please circle)

Has sufficient evidence and information been provided by the learner for the activity? Yes No
(Please circle)

Comments

Provide your comments here:

The learner’s performance was: Not Satisfactory Satisfactory

If not yet satisfactory, date for reassessment:

Feedback to learner:

Learner’s signature

Assessor’s signature

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