SITXMGT001

Monitor work operations

Assessment: - Case Study Project

Context and Conditions of Assessment

This assessment will ensure that the elements, performance criteria, performance evidence and
knowledge evidence required and conditions are adhered to demonstrate competency in this
unit assessment task.
• Read the assessment carefully before commencing.
• This is an open book assessment and will be conducted at Macallan College.
• Your Assessor will use the assessment criteria in this document and will provide
feedback / comment.
• You must answer all the questions in the assessment tasks in your own words.

• Your Trainer / Assessor will inform you of the due date for this assessment task.
• Your Assessor will grade as either S – Satisfactory or NS – Not Satisfactory for the
assessment. In all cases your Assessor will provide you with feedback.
• Only when all assessment tasks have been graded as S – Satisfactory you will be
deemed C – Competent in the final result of the unit of competency; if you do
not satisfactorily complete all the assessment tasks you will be deemed NYC – Not
Yet Competent.

Re-Assessment Conditions
• If the evidence is graded as NS – Not Satisfactory you will be required to re- submit the
evidence. In this case, you will be provided with clear and constructive feedback based
on the assessment decision so that they can improve your skills / knowledge prior to
reassessment.
• Where a ‘NS – Not Satisfactory’ judgement is made, you will be given guidance on
steps to take to improve your performance and provided the

SITXMGT001 – Case Study Project Page 1 of 9

 opportunity to resubmit evidence to demonstrate competence. The assessor will
determine and discuss the reasons for NS – Not satisfactory on any of the criteria and
will assess you through a different method of assessment e.g. verbal/oral questioning,
problem solving exercises.
• You will be notified within 10 working days of undertaking an assessment of their
result in achieving competency
o If a student does not complete the assessment, they should notify their trainer as
to why they did not complete the assessment and if due to illness, a medical
certificate must be produced. “This process is detailed more in the “Training and
Assessment Policy and Procedure”
o In the above scenario, student will be given an opportunity for
reassessment within 5 working days with no reassessment fee charged.
o Students who are deemed to be Not Yet Competent (NYC) will be provided with
information identifying the areas in which they failed to achieve competency.
Students will then have the opportunity to repeat the assessment task within 5
working days of notification with no reassessment fee charged.
o If a student is deemed NYC in the reassessment or if the student did not
approach the MACALLAN COLLEGE within five working days with a valid
reason for not availing themselves of the reassessment opportunity, then those
students will be given a final chance to re-sit the assessment and will be charged
at $200.00.
o After this no further reassessment attempt will be provided to the student and the
student will be required to repeat the whole unit with full fee for the unit as per
the fees policy of the MACALLAN COLLEGE. The student will be made
aware of the impact of repeating the unit may have on their student visa.
o If a student is found to be cheating or plagiarising their assessment, a
$200.00 reassessment fee will be charged for reassessing the assessment within
5 working days.
o If the student is found to be plagiarising or cheating again after conclusion of
the Intervention meeting with the Course Co-ordinator,
 the matter will be referred to the CEO / Operation Manager which may result
in the suspension or cancellation of their enrolment
o The MACALLAN COLLEGE has intervention strategies, including student
support services available to enable students to complete qualification in the
expected time frame. Students at risk of not completing within this time
frame are identified as early as possible and an intervention strategy is put in
place.

Macallan College will ensure access to:

• Commercial Kitchen Simulated Environment
• Workplace procedures and instructions relating to safe work practices
• Workplace safety and emergency evacuation procedures
• Hazardous chemicals and dangerous goods information
• Safety materials and equipment relevant to a Commercial Kitchen
• Fire safety equipment First Aid equipment and relevant stock
• Documents for recording workplace safety, accidents and incidents.

Assessment Decision Making Rules

Your assessor will assess the evidence submitted for the following elements, performance
criteria, performance evidence and knowledge evidence to confirm that the student evidence
submitted demonstrates validity, sufficiency, authenticity and confirms current skills and
knowledge relevant to the unit of competency.
Your assessor will be looking for the following in this assessment task: -
• Monitor and improve workplace operations.
• Monitor efficiency and service levels through close contact with day-to-day
operations.
• Ensure workplace operations support overall organisational goals and quality
assurance initiatives.
• Identify quality problems and issues and make appropriate adjustments to
procedures and systems, with relevant approvals.
• Proactively consult with colleagues about ways to improve efficiency and service
levels, including potential for new technologies and other innovations.
• Provide feedback to colleagues and management to inform future planning.
• Identify and take opportunities to evaluate current and emerging industry trends and
practices for relevance to own work situation.
• Assess and respond to opportunities to improve sustainability of day-to-day
operations.
• Plan and organise workflow.
• Assess current workloads, and schedule work to maximise efficiency and
customer service quality within budget constraints.
• Delegate work according to principles of delegation.
• Assess workflow and progress against agreed objectives and timelines.
• Assist colleagues in prioritising workload through supportive feedback and
coaching.
• Provide timely input to appropriate management regarding staffing needs.
• Monitor and support team members.
• Monitor team and individual performance against agreed goals and objectives.
• Proactively share information, knowledge and experiences with team
members.
• Challenge and test ideas within the team in a positive and collaborative way.
• Provide feedback, coaching and support to team members.
• Complete and submit organisation records as required.
• Solve problems and make decisions.
• Identify and analyse workplace problems from an operational and customer service
perspective.
• Initiate short-term actions to resolve immediate problems where appropriate.
• Analyse problems for long-term impact, and assess and action potential
solutions in consultation with relevant colleagues.
• Where a team member raises a problem, encourage individual participation in solving
it.
• Take follow-up action to monitor effectiveness of solutions.
Assessment Instructions:
1. Answer to the questions in a new word document.
2. Keep simple formatting with 12pt Arial and single line spacing.
3. Upload file to the drop box provided with a name containing your student ID
and unit code such as MACXXXX_SITXMGT001.

Task 1
Case Study 1
The partners who own Green Tour Excursions where you work as Duty Manager have
decided to reappraise the operations of the Fraser Island Tours which operates 5 vehicles and
drivers who also take on the role as tour guides.
The partners say there are too many potential legal issues and complaints from customers and
as a result the bottom line of the business is suffering. They say the average turnover has
decreased by 15 % and custom likely will be lost to other operators although comparative
tours have the same cost for this day tour.
The itinerary which was in place for the current 1 day island wilderness trip included:
• Central Station including Wanggoolba Creek boardwalk
• Lake McKenzie – a swim in crystal clear waters and pristine white sands.
• Seventy-Five Mile Beach
• Eli Creek – swim or float in the clear waters
• Maheno Shipwreck - take a photo stop at the rusting wreck of the Maheno
washed ashore during an out-of-season cyclone in 1935
• The Pinnacles Coloured Sands – learn of the Butchulla legends surrounding them.

Inclusions:
• National Park Fess
• Morning Tea at a picnic ground
• Picnic Lunch
• Transfers from Hervey Bay Accommodation to ferry return.
The main issues which have been identified by the partners of Green Tour
Excursions for the particular tour included:
• On 3 out 10 tours the 4-wheel drive tourist vehicle ran out of fuel which
resulted in a 1-hour shortfall of the trip on each occasion.
• On 2 trips the air conditioning of the vehicle failed.
• There were 18 complaints about poor hygiene relating to cups and cutlery used for
morning tea and picnic lunch.
• 12 customers have expressed concerns of being provided with food from eskis and
service vessels provided from a plastic container.
• 3 customers have complained about being served pastries from a card board box
which must have been the packaging provided by our supplier.
• There were 4 claims from customers who claimed they felt unwell or sick after
consuming the BBQ picnic lunch which includes a small steak, sausages, 2
different salads and bread and butter.
• There are increasingly complaints from drivers of the vehicles that their days are
too long given that they are required to prepare their vehicles post and before each
trip which could potentially breach WHS requirements and entitlements.
• 12 customers have expressed concerns of being provided with food from eskis
and service vessels provided from a plastic container.
• There were 3 incidences during the past 2 months where customers had close
encounters with venomous snakes in the toilet block located the picnic area used
for stops.

You are required to investigate these issues and explore provisions to meet all
legislative requirements. Present your responses in report format suitable for
presentation at a management meeting.
1. Describe how you would monitor the work hours of the driver/tour guide and the
efficiency involved in those hours – this would also mean you need to identify relevant
problems associated with adjusting staff levels to attain the requested improvement
As the drivers also take on the role as tours guide so this result to the efficiency of
work because it seems like too much duty on drivers and make them cannot play
much attention on works. Adjusting staff is needed; one more staff is a must for
each vehicle. This mean one vehicle will has a drive and a tour guide helping all
customers during their tour time. If the drive can
 focus only driving vehicle, it likely result to the less accident. Also the tour guide if
they do not need to drive they will have more time to focus, guide, advice, take care
and help customers. Furthermore, to monitor the work hour of driver/tour guide a
summarize report including time table, location, problems etc. is needed and report
directly to the manager.
2. Show what consultative process was used to allow for procedures and systems
(including rosters new or amended service provisions) to be adjusted.
 Show that in this area, quality assurances can be given so that customers will not be
affected and indicate the time frame involved in your changes

The organization aims to achieve this goal via:

•Active involvement and commitment by managers

•Consultation and communication with employees on safety issues

•Ongoing identification and control of hazards including terrorism and security

threats

• Development and implementation of procedures for all activities that pose a risk

•Ongoing assessment of transport safety employees’ fitness for duty

•Provision of all necessary information, training and supervision

•Investigation and reporting of all accidents and dangerous incidents

•Provision of emergency procedures

3. List the measures taken to ensure functional clean vehicles, and prevention of hygiene
issues
1. Washing vehicle every day before tour start
2. Air blasting – suitable for dry dusty machines but not caked on mud
3. Vacuuming - to remove contaminants in vehicle
4. Glass cleaning – make good viewing from inside vehicle
5. Disinfection with a pressure pump spray – used after cleaning to kill plant
diseases and fungus 3
6. Providing cleaning checklist for driver – to ensure vehicle is cleaned and
hygiene

4. In your new plan, you must show the delegation process that will be involved. Will
you need new job specifications to be written? If so, how many?
In the new plan, the delegation process that will be involved to attain the
improvement and development is adjusting staff level method such like we have a
new plan to improve and solve the problems which happened in the tour. Many issues
are identified by the partners and need to fix and improve. Thus, the manager needs to
assign work directly to the department supervisor which involved in that issue. And
the supervisor then contributes work to all
 staff. For example, in case of running out of fuel that happened 3 times out of 10 and
to address this issue the manager need to assign work directly to the
vehicle/transportation department supervisor. After that, the supervisor must
contribute work to the drive/oiler or whoever that involved in to ensure that the
problem will not happen again.
5. Will training be necessary to accommodate the new jobs if this is the option you
recommend the owners to take? Estimate a budget for retraining should it be necessary
The training will be necessary to accommodate the new job if the owners take this
option to ensure that the employee understands all that tasks/duties. Estimation of a
budget for retaining, the average training cost per employee 2016 comes to $1,041
(https://www.efrontlearning.com/blog/2017/07/training- budget-minimize-
trainingcosts.html)
6. Describe how day-to-day operations will not be negatively affected with your proposed
changes

Case Study 2
Elena, the front office clerk has asked you for an urgent appointment to see you. On arrival to
the meeting, Elena explains to you that her supervisor in front office frequently makes silent
offensive remarks and has stalked her on multiple occasions after work. It also seems that he
rosters her for the same shifts when he is rostered on.
(The document HR manual template may be referenced for this case study)
1. What appears to be the nature of complaint here?

The nature of complaint appears in this case is Sexual harassment

2. Which procedure should be followed to receive a complaint like the one from
Elena?

First of all, we need to find out the fact of this case. As every hotel should has CCTV,
so in Elena case we can check on the CCTV that something like Elena’s explaining
happened or not and also check the roster. After that, meeting with the front office
supervisor is needed due to we do not know what happened exactly. If the CCTV shows
that something like Elena’s saying happened, the supervisor must give reason why he
did like that and what is his want/wish/desire from doing that and let him know that this
is likely to be Sexual harassment. Moreover, defensive measure such warning the
supervisor and re- roster Elena and her supervisor in different shift. For Elena, she also
needs to take more care herself when working with her supervisor.
3. Write a standard operating procedure that can be used to investigate a complaint,
including actions for e.g. EEO and sexual harassment matters. SOP can be written in
many ways, in Elena case needs to take privacy; we cannot avoid any information as
it can raise tension. We need the approve to achieve the goal. So, we are going to
preparing a simple SOP and use signature to abide the team member in
consideration.
Standard Operating Procedure (SOP) Harassment sexual.
– Act promptly
– Maintain confidentially
– Pass any notes on to managers or higher up if an investigation is requested or is
appropriate, follow the next procedure.
Procedure: to investigate a complaint.
– Do not assume guilt
– Advise on the potential outcome of the investigation if the allegation is
substantiated.
– Interview witnesses, separately.
– Keep record of interview and the investigation
– Interview the alleged harasser, separately and confidentially and let the alleged
harasser know exact of what they are being accused. Give them a chance to respond
to the accusation. Make it clear they do not have to answer any questions; however,
the manager will still make decision regardless.
– Listen carefully and record details.
– Ensure confidentially, minimize disclosure.
– Decide on appropriate action based on investigation and evidence collected.
– Check to ensure the action meets the need of the complaint and company.
– If resolution is not immediately possible, refer the complaint to more senior
management. If the resolution needs a more senior manager’s authority, refer the
complainants to this manager.
– Discuss any outcome affecting the complaint with them to make sure where
appropriate you meet their needs.
4. Which legal responsibilities do have in your capacity as a manger in this
instance?
– Maintain a work environment free of sexual harassment.
– Be able to identify sexual harassment.
– Prevent sexual harassment incidents
– Prevent sexual harassment incidents
– Understand federal and state laws
– Create, maintain a positive, productive workplace
 – Model appropriate behavior
– Contact Human Resources with concerns and complaints.
– Maintain confidentiality, except for disclosure reasonably required by the
investigation

Case Study 3
You are the manager at the Ocean view hotel. During the last 4 weeks the numbers of
patrons during dinner service on Wednesdays to Fridays have doubled. Although this is good
news for the operation, there have been associated with this a number of operational issues
which need to be addressed swiftly to prevent bad publicity in social media and on trip
advisor.
 During the 4-week period the hotel had 12 complaints related to delays in meal service, 16
complaints relating to poor or average quality of meals. A brief conversation with sous-chef
and head chef has indicated that the access to and lack of capacity of some equipment are
some of the main issues they are facing.
In front of-house (F&B) the same staff has been rostered on the periodic schedule as usual,
and staff does not think there are any issues.

1. Provide a systematic approach for areas you will investigate

The complains mainly caused by not enough equipment for the meal preparing process
in the kitchen and/or could be under staffing in the kitchen area.
Could be related to poor communication/miscommunication between FOH and BOH.
Complains related to poor or average quality of meals, could be because the chefs just
wanted to complete the orders as fast as possible and neglecting the quality in the
process.

2. Provide solutions for the shortfalls in equipment pointed out to you, given that the new
budget is still 5 months away and major expenditure was just completed to finish the
accommodation areas.

Because it’s impossible to depends on the next budget, the kitchen staffs are put in the
mode to use other way (if possible) when preparing the meal, e.g. the blenders were all
used by each kitchen staffs for each meals they’re preparing but a staff need to use one
of them to mince the garlic, as it’ll waste time to wait for the blender to free to use and
cleaned, the staff could use manual way which.
– Start rotating menus and cut down reservation limit during busy hours
3. Which aspects will you investigate in the food and beverage/service areas? In the
F&B areas, I would ensure that all the staff is very much prepared to convey top notch client
care and menu information. If not, compose bunch trainings and providers
trainings too (when the providers go to the eatery for preparing the staff about their items, for
instance, wine sampling and nourishment tasting). In these gathering trainings you can recognize
that sort of worker that has a poor conduct, which obviously could bring down the performance
and attempt to work with them to improve their aptitudes. If it’s not possible for training, I could
attempt to swap them for another staff that will be spurred for the change. It is critical to have
multiskilled individuals to fill in as a group and solo a large portion of the occasions.

4. Provide details for the staff who will be involved in the process.
I as the manager would ensure everyone is ready to improve the administration. Would set the
momentary objectives and pass on the message of the crucial the team in a
manner they get inspired to get changes going. I could utilize rewards procedures and guarantee
reward to the regions that accomplish their objectives. I would likewise be responsible for the
gatherings to evaluate the advancement of the enhancements, which could happen once per week.
In the kitchen the Head Chef would be liable for the menu changes and the work process creation,
he would pursue the question meeting each help (consistent schedule) to check for any possible
improvement to be added, and to recognize the everyday performances. Additionally, to assign the
preparation task for the Sous Chef, which would be liable for preparing the other kitchen staff and
ensure they can convey elevated requirement administration and nourishment. They all could be a
piece of the conceptualize to concoct new potential dishes and furthermore screen the freshness
and nature of the fixings utilized in the kitchen.
The F&B director would deal with the possible menu preparing and survey the wait staff and bar
staff aptitudes and current inspiration. He needs to ensure that he has a roused a great and tight-
knitted team to convey the exclusive requirement of administration following the new
methodology.
Finally, the association between front of the house and kitchen would likewise be checked and the
Head Chef or Sous Chef (whoever is dealing with the pass) will arrange the requests and the
administration calls to ensure that excellent nourishment is conveyed quick and precise.
All the wait staff and bar staff would be available for the arrangement execution and for
providing amazing client assistance. They would be liable for accomplishing the short- and
long-haul objectives as a key piece of the entire procedure. They would likewise have the option
to give me (Manager) input about their direction and the present execution of the adjustments in
a non-halfway way, through individual visits for enhancements.

Case Study 4
You are working in the capacity of manager in a trendy inner city boutique hotel, featuring 45
rooms, a gym and wellness area, a 60 seat cafe -bistro, an 80 seat restaurant and seating for 50
customers in the mall.
The food and beverages are in line with using local produce and following trends, however
you have noticed that due to the large number of part-time employment of students and, it
seems, lack of direction from the departmental supervisors, products and services are always
different. Not that there have been any substantial complaints, however beverages are
presented differently at different times, food presentation varies and it looks portion sizes are
not uniform, and the rooms are made up and arranged differently depending who is in charge
and on duty, accordingly.
1. Provide suggestions for a system that can be effectively developed and implemented for
each department and explain in detail what this entails for each department. Your
approach must include delegation at the appropriate levels.
An ability that requires continuous preparation and growth is to handle people effectively in
extension programs. It is possible to describe a manager as the person appointed with formal
authority over an organization. He or she has a role that contributes to different social
relationships, allowing the manager to formulate plans, make decisions and take
action. Management organizations for extension management are distinguished by several
methods, large spans of influence, democracy, and autonomy. All administrators, however, face
the same challenge: balancing one’s time, priorities, and resources to execute tasks and enforce
specifications for all different departments:
– Restaurant: All food needs to be systematically portioned and it is important to avoid
imaginative garnishing and prepare only as specified by the chef. We don’t want to put an end to
the ingenuity of students and want our part-time workers to appreciate their working atmosphere.
But to be achieved, we need to outline theory, strategy, priorities, and consequential stuff.
– Room service: Our plan would help to set priorities in terms of evolving demands and to review
and revisit targets. For both new and old staff, particularly part-time employees, constant training
and periodic encouragement are required.
– Gym area: the plan here will help to ensure good contact with workers and within the
working group. Explain why the job is critical and must be taken care of as outlined by
management in the Gym approved guidelines.
– Cafe-bistro: When serving drinks, they need to be a consistent approach and those we should
develop formal and informal organizational frameworks at the right time as a means of giving
authority and sharing responsibilities.
– Mall Seating: When introducing some new system, this one area will not be more affected
as it is more of a general meeting area, but as we have seating, we need to remind all who
are responsible, including both workers and the public.
2. What are the implications for all existing staff as a result and how will you
provide for overcoming these?
Implications for employee members are lack of enthusiasm, frustration as to why things are altered
when every aspect of operation and field work is pleasant. A lot of rumors can go around, and
employee politics can have a negative impact. Part-time workers may take responsibility for
themselves. To resolve these above issues and consequences, our approach is:
– Take time to watch and listen: If you know that changes are approaching, it takes time to
carefully watch and listen to the employees. Employees will often openly communicate their
anxiety to you but other times their anxiety becomes noticeable by changes in their actions or
performance. This is especially the case when their relaxed and predictable habits are disrupted by
change. Take time to observe and listen to them, and then take steps to deal with
the anxiety that you may detect.
– Display your true concern: open the lines of communication between management and workers.
Speak about what you know, honestly and frequently, and encourage feedback. Show that you
really care for the wellbeing of your people by understanding their needs and doing
everything you can to assist them.
– Fix what you can: Fix the stuff that you have power over after hearing concerns and collecting
input. Uncertainty also stems from miscommunication or misunderstandings, avoiding promising
something to your staff that you do not offer or having no business promising them
in the first place.
– Train and prepare: Make time available for your staff to learn new skills if you have the
opportunity and the money. Offer them a chance, with more expertise or experience, to plan for
transition. Preparation and preparation will help them adapt more quickly into new positions,
or, if it becomes a requirement, search for jobs in other areas or organizations.
Task 2
1. ‘Giving credit where credit is due’ is one effective way of providing feedback and
guidance to your staff. List 3 other examples.

1. Avoid giving unsolicited advice ·

2. be specific ·

3. Come with a deep level of empathy

2. List 5 aspects of staff behaviour or productivity that you should monitor.

• Behavior with colleagues

• Attitude with customers
• Sales
• Feedback from customers
• Observe application of rules (health and safety, procedures of the
company etc.)

3. List 5 types of customer service related problems from your industry that would
require your attention as a supervisor.

• Customers’ complaints

• Mistakes from the staff like wrong orders (for lack of knowledge,
understanding or skills)

• Customer's expectations aren't met (product quality or presentation)

• Service quality doesn't meet the standards set by the business (long waiting
periods, hygiene breaches, poor personal presentation/grooming)

• Staff commitment, punctuality, self-presentation, knowledge of dishes and

wines.
4. When a staff member raises a problem with you, write 2 questions you could use to
encourage them to help solve the problem.
• What is the best solution for you? (What would you do or think is the best to
do?)
• How can you help fix the issue? (What can you do, what can we/you
improve/change?)
5. Give an example of industrial awards or conditions in your industry, that may affect
how you roster staff, etc.
 Hospitality awards: people who work in the hospitality industry, especially casual
staff, have a higher rate on weekends, overtime (nights) and public holidays. As for
the roster, people working full time (on salary) would be rostered in these times to
keep the labor costs low.
6. For your department (if working in Tourism & Hospitality sector) or Hospitality
industry, list 4 job positions, and briefly describe the tasks and requirements of each
position. 2 of the positions must be management positions within Hospitality sector.
For example:
Position Tasks and Requirements
F&B Manager Oversees bookings, training, budget, orders beverages
Restaurant Ensures correct restaurant setup, service standards
Supervisor Looks after sections of the restaurant
Head Waiter

• Operation manager: oversees budget, hires and trains staff, organizes rosters,
responsible of ordering and receiving

• Bar manager: stock control, orders beverages/supplies, inventory, hires and trains bar
staff

• Hostess: restaurant set up, greets customers, oversees bookings/arrivals

• Runner: supports other waiters, food handling, responsible of cleaning areas