BSBWOR501

Assessment 1 – Written
Deazy Christine ZOE
ID52588

1.A COLE LEADERSHIP

TRAIT Approach: focuses on the personal attributes (or traits) of leaders such as physical and
personality characteristics, competencies, and values. It views leadership solely from the perspective
of the individual leader.

BEHAVIORAL Approach: The behavioral approach focuses exclusively on what leaders do and
how they act. The central purpose of the behavioral approach is to explain how leaders combine these
two kinds of behaviors to influence followers in their efforts to reach a goal.

â SITUATIONAL Approach: Situational leadership is a way of adjusting one's management style to

adapt to each situation or task, and the needs of the team or team member

TRANSACTIONAL Approach is a style of leadership in which leaders promote compliance by

followers through both rewards and punishments. Through a rewards and punishments system,
transactional leaders are able to keep followers motivated for the short-term.

1.B List and outline the 5 models of Leadership styles based on the TRAIT Approach.
OPENNESS TO EXPERIENCE
Openness to Experience is concerned with innovative thinking, curiosity, assimilating new information and being
open to new experiences. Those leaders higher in openness to experience tend to be imaginative, broad minded and
curious and are more strategic, big picture thinkers.
CONSCIENTIOUSNESS
Conscientiousness is concerned with those behaviors related to people’s approach to work. Leaders higher in
conscientiousness tend to be organized, earnest, take commitments seriously and rarely get into trouble. Those lower
in conscientiousness tend to be more spontaneous, creative, rule bending and less concerned with following through
with commitments. Those with higher conscientiousness scores are more likely to be effective leaders than those with
lower scores.
EXTRAVERSION
Extraversion involves behaviors that are more likely to be exhibited in group settings and are generally concerned
with getting ahead in life. When someone is trying to influence or control others such behavioural patterns often
become obvious. Leaders high in extraversion come across as self-confident, outspoken, opinionated and competitive.
Individual lower in extraversion generally prefer to work alone and have relatively little interest in influencing or
competing with others. Leaders usually have higher extraversion scores than non-leaders given that their decisiveness,
competitiveness and self-confidence can affect their ability to successfully influence a group, build a team and get
results.
AGREEABLENESS
Agreeableness is a personality dimension which is concerned with how one gets along with as opposed to gets ahead
of others. Individuals that are high in agreeableness come across a charming, diplomatic, warm, approachable,
emphatic and optimistic. Those lower in agreeableness are more apt to appear as socially clueless, cold, moody,
insensitive and somewhat pessimistic. This trait essentially concerns one’s need for approval.
Those with high agreeableness scores, despite being well liked and better at building teams than those with lower
scores, they can struggle with getting results through others. This due to those with higher agreeableness scores
believing that relationships trump performance, hence often have difficulty dealing with conflict, making unpopular
decisions and managing performance which can negatively erode the effectiveness of their teams.

â 1.C List and outline the 3 models of Leadership styles based on the BEHAVIOURAL Approach
1. Authoritarian Leadership
Sometimes called the Autocratic style. This is where leaders spell out the goals, deadlines and methods while
making decisions on their own with little consultation with others.
Here, the leader doesn't usually get involved in the group's work and it is less likely to see creative decisions
under this style of leadership.
However, it is a decisive way of leading and can suit high-risk, short-timescale decisions.
Lewin noted that leaders who adopt this style can be seen by others as dictatorial and tend to get stuck in
one mode of behavior
 2. Participative Leadership
Sometimes called the Democratic style. This is where the leader expresses his or her priorities and values in
setting goals and making decisions, but also takes part in the group’s work and accepts advice and
suggestions from colleagues.
However, the leader makes the final decision. This style can produce more creative problem solving and
innovation than the Authoritarian approach so it makes sense to adopt it in competitive, non-emergency
situations.

3. Delegative Leadership
Sometimes called the Laissez-Faire style. The Delegative style means the leader hands over responsibility
for results to the group.

He or she lets them set goals, decide on work methods, define individuals’ roles and set their own pace of
work.
It can work well provided the group shares the same overall intent as the leader and if he/she trusts all
members of the group.

1.D List and outline the 2 models of Leadership styles based on the SITUATIONAL Approach.
STYLE 1 A TELLING LEADERSHIP, is characterized by the leader using moderate to high amounts of Task Behavior
and moderate to low amounts of Relationship Behavior. The leader makes decisions surrounding the timely completion
of the task and provides the follower with the benefit of his/her experience in that regard. The flow of communication is
from the leader to the follower. Questions posed by the leader are typically focused on clarity (.e.g. “Do you have any
questions on the instructions we’ve just reviewed?”).
Style 1 is a short-term approach intended to create movement. It aligns with followers who have limited (if any)
experience or skill performing the task in question and (for whatever reason) are either insecure or unmotivated to try.
Style 1 requires close supervision by the leader for the express purpose of identifying any signs of incremental progress
(to be recognized by the leader in an effort to accelerate ongoing development).
STYLE 2 – SELLING, COACHING or EXPLAINING
Style 2 or a selling leadership style, describes a leadership approach that is high on both Task and Relationship Behavior.
The leader still maintains decision rights regarding what the follower needs to be doing, how they should be doing it and
when it needs to be completed, but that structure is provided in combination with ample opportunity for discussion of
why the task is important and where it fits into the overall scheme of operation. The leader also actively recognizes the
enthusiasm, interest and commitment of the follower for learning and gaining task-related experience.
Style 2 is intended to create buy-in and understanding. It aligns with followers who have limited (if any) experience
performing the task but exude both confidence and motivation toward the process of leader-driven skill development.
Like Style 1, effective use of this approach depends upon direct observations by the leader, which fuel focused
performance feedback discussions and increased dialog.

1.E List and outline the 2 models of Leadership styles based on the TRANSACTIONAL Approach.
Transactional leadership is a managerial style that promotes compliance and attaining goals through
supervision, organization and a system of rewards and punishments. This results-oriented approach to
management works well with self-motivated employees and weeds out those who aren’t committed to the
common goal.
 Hierarchical: Corporate structure and culture are high on the list of importance in transactional
leadership. Everything goes through a proper channel and process
 Micromanaging: In transactional leadership, the day-to-day operations of the business are rigid. All
decisions are final from the transactional manager, but the responsibility of goal achievement also lies
squarely on their shoulders. As a result, transactional leaders tend to micromanage employees to make
sure everything runs like clockwork.

2.A Complete the questionnaire at Appendix 1. Using the results on the questionnaire, identify and
outline your own personal and pre-dominant leadership style.
Personal & Pre-dominant Leadership Style :
 It encourages personal growth. Because my leadership are so hands-
 off in their approach, employees have a chance to be hands-on. This leadership style creates an environment that
facilitates growth and development.
 It encourages innovation. The freedom given to employees can encourage creativity and innovation.
 It allows for faster decision-making. Since there is no micromanagement, employees have the autonomy to make their
own decisions. They are able to make quick decisions without waiting weeks for an approval process.
 The team's input is considered during the decision-making process, but the decision is ultimately made by the leader. can
adjust their approach to help individuals develop specific skills based on that person's unique needs and area of work.

2.B Describe how your leadership style can influence your behaviors as a positive role model in your
workplace.

My leadership style encourages personal growth, innovation and faster decision-making. It allows people
to develop and responsible to their own process, calculating risk and work comfortably to achieve their
targets.

3. We set goals for ourselves in both a work and personal context goals are so important is that they
give you direction. When we got clearly set and well-defined goals, we will make lots of decisions
easy. We don’t need to expend any mental energy thinking about certain courses of action because
they don’t fit our goals. Even small goals are motivating.

By using goals to shape our life, we can give ourselves lots of these small victories that keep us on the
right path. Without goals, it’s way too easy to just coast from thoughtless action to thoughtless action,
never really achieving what we think we want to.

4. SMARTER Goal
 Specific - We need to provide with clarity and a concise aim as to where we are going with our objective.
 Measurable - our goals need to be measurable. Giving ourselves a metric to work alongside makes
achieving our goals easier. We can create a timeline and benchmark our progress along it to see if we are
meeting our goals in time or not.
 Achievable - our goals need to be achievable. Are our goals realistic? Is it feasible for us to achieve
them in the given timeframe? We like to think that we can achieve big targets, but sometimes this just isn’t
the case. Make our goals big enough to push ourselves when trying to achieve them. But don’t make them
unachievable.
 Realistic - Our goals should be relevant, and realistic. Every goal should have a reason behind it.
Smaller goals should link to the larger picture and most should align to team, departmental or
organizational objectives.
 Timely - Make sure we set deadlines to our goals. It is harder to achieve timely goals without one. We
may want to extend this to have a timeline of deadlines. Breaking down our superordinate goal into smaller
ones so we can track our progress along the way.
 Ethical is the goal consistent with accepted standards
  Re-evaluate/Reward when reaching the end of the time frame defined for the goal execution, run the
final evaluation to assess the success or failure in achieving the objectives. Ask our employee for the
lessons learned while executing the objective. What would they do differently next time? Why? What could
they manage easily? What were the main obstacles? How have they been able to overcome them? What
have they learned? If the objective is reached, explain the type of reward that the employee can expect.

5. Performance Measurement is generally defined as regular measurement of outcomes and results,

which generates reliable data on the effectiveness and efficiency of programs/activity.

6. Methods do we use to measure personal performance

 KPI and Metric provide a way to measure how well companies, business units, projects or individuals
are performing in relation to their strategic goals and objectives.
 MBO the process of defining specific objectives and then setting out how to achieve each individual
objective. It’s particularly powerful for specific work that needs to be done one step at a time, and is a
great way to create a culture of working towards common goals.
 360-degree Feedback on how well are our people performing in the eyes of those who have a stake in
their performance.

7. Typical elements that would be covered in a personal performance review

 Planning and goal setting.
 Management and employee involvement.
 Monitoring and feedback.
 Development and improvement.

8. Performance Appraisal is and how often it would be used in the workplace.

Performance Appraisal is a regular review of an employee's job performance and overall contribution to a
company. Also known as an annual review, performance review or evaluation, or employee appraisal, a
performance appraisal evaluates an employee's skills, achievements, and growth--or lack thereof.

9. SIX (6) key steps in conducting a Performance Appraisal

Step 1: Establish performance standards
Performance standards are set to ensure achievement of departmental goals and objectives and the
organization’s overall strategy and objectives. Standards are based on the position, rather than an
individual. In order to be clearly understood and perceived as objective, standards should adhere to the
same rules that apply to goal-setting; that is, they should be “SMART:” specific, measurable,
achievable, relevant and timebound.
Step 2: Communicate performance standards
In order to be effective, performance standards must be clearly communicated and understood to be
expectations. Performance standards assume that an individual is competent, so initial and corrective
training should be factored into the performance management process. If there is a specific training
period after which an employee is assumed to be competent and performing to standards, that should be
communicated as well.
Step 3: Measure performance
Performance that is expressed in numeric terms—for example, cost, quantity, quality, timeliness—is
relatively easy to measure. Performance in the area of soft skills—for example, communication,
customer service and leadership—is more difficult to evaluate.
Step 4: Compare actual performance to performance standards
In this step of the appraisal process, actual performance is compared to the performance standards.
Documentation should highlight actions and results.
Step 5: Discuss the appraisal with the employee
This is generally the step in the process that is the most difficult for managers and employees alike and it
can be a challenge to manage emotions and expectations. Even when performance is strong, there can
be differences of opinion on the next action. A significant difference of opinion regarding performance
can create an emotionally-charged situation.
Step 6: Implement personnel action
The final step in the appraisal process is the discussion and/or implementation of any next steps: a
reward of some sort—a raise, promotion or coveted development opportunity—or corrective action—a
performance plan or termination.
10. SWOT stands for Strengths, Weaknesses, Opportunities, and Threats, and so a SWOT Analysis is
a technique for assessing these four aspects of our business. It is simple and structured planning tool
for reviewing and assessing the position and health of an organization.

11. THREE (3) different techniques for effective time management.

 Be intentional: keep a to-do list. Drawing up a to-do list might not seem like a
groundbreaking technique, but it's one of the most powerful ways to become more
productive.
 Be prioritized: rank your tasks.
 Be focused: manage distractions.
 Be structured: time block your work.
 Be self-aware: track your time.

12. A The process she needs to do is gather the data, sorting out the deadline of each task and start
making the list based on priorities. In the afternoon, she could do the least importance nor urgent
(arrange staff break-up)
12. B The To do List
Importance
Ranking

Task to Do
Not Urgent Important, Tick When
But Important Urgent
Completed

Not Urgent, Urgent but

Not Important not Important

1 finish the minutes of yesterday’s meeting R

6 prepare the banking and reconcile the end of day takings R
4 prepare the mail for dispatch R
2 respond to 6 customer enquiries R
9 arrange for the staff break-up for next month R
5 finish the filing R
7 bind reports for the sales department R
8 order the weekly stationery supplies R
answer the incoming telephone calls
3
and deal with walk-in customers R
12.C
Importance
Ranking
Not

Task to Do Reason
Important,
Urgent But
Urgent
Important

Not
Urgent but
Urgent,
not
Not
Important
Important
Minute meeting will be
important to follow up tasks and update
1 finish the minutes of yesterday’s meeting information or decision made during yesterday
meeting

2 respond to 6 customer enquiries Customer’s First

answer the incoming This is Vicky main responsibilities. So, this

3 should be importance and urgent to do
telephone calls and deal with walk-in customers
This should be done (before 12) before the Post
4 prepare the mail for dispatch Service closed, can be delegate to Office Boy
Finishing this may help her to organize next
5 finish the filing process which is bind report
 6 prepare the banking and reconcile the end of day takings This could be done in the afternoon.

This may take some time, so better be done later

7 bind reports for the sales department
8 arrange for the staff break-up for next month
9 order the weekly stationery supplies
in the afternoon
The task will requires coordinating with other
party, so better do, before business hours ended.
It is important but can be done later or while
doing no. 8

13. Manage work priorities using:

 Electronic Calendars: organize meetings, appointments, deadline, and with reminders to help with time keeping
 Email: Faster and Effective Correspondence internally and externally
 Digital Directories/Folder: shared access, manage large files and easy access to data/information without print
them (cost efficient and friendly environment)
 Internet: Resource of Information, Connectivity
 Databases: Record Keeping, Knowledge center

14. Describe the characteristics of a healthy work-life balance

Work-life balance is less about dividing the hours in your day evenly between work and personal life
and, instead, is more about having the flexibility to get things done in your professional life while still
having time and energy to enjoy your personal life. Work-life balance is an important aspect of a
healthy work environment. Maintaining work-life balance helps reduce stress and helps prevent
burnout in the workplace.

Chronic stress is one of the most common health issues in the workplace. It can lead to physical
consequences such as hypertension, digestive troubles, chronic aches and pains and heart problems.
Chronic stress can also negatively impact mental health because it’s linked to a higher risk of
depression, anxiety and insomnia.

15. List at least THREE (3) signs of personal stress.

 Muscle tension and pain.
 Low energy.
 Headaches.
 Nervous twitches or muscle spasms.
 Changes in appetite.
 Decreased sexual function.
 Shortness of breath or difficulty breathing.
16. It is important for organizations to be aware of stress in the workplace:
Healthier employees operating under manageable levels of stress will be happier and more positive,
helping to maintain a strong, healthy workplace culture that's conducive to creativity and productivity.
Less sick days: Stress is one of the leading causes of absenteeism in the workplace.

17. There are personal factors that may affect managing personal work-priorities and professional
development, they are:
· High work schedule- not enough hours in the day
· Physical issues (health- both body and mental)
· Addictions (substances, lifestyles)
· Lack of skills
· Lack of knowledge
· Procrastination
· Not willing to put in effort
· Afraid of results

â 18. Competency standards are a set of benchmarks that define the skills, knowledge and attributes
people need to perform a work role.

â 19. TWO (2) main forms of Competency Standards

1. Core competencies
It is often seen that core competencies are in direct relation with strategic organization
capabilities. For those who are not aware of what this is all about, these capabilities refer to areas
 in which the organization seeks to have a competitive advantage. Core competencies are
extremely useful for individuals to express, reinforce and reward themselves with the
organizational values.
2. Functional competencies
These competencies are also referred to as technical competencies. These are the skills that
professionals are required to use on a daily or regular basis. Employee training, software
programming, risk analysis, data analysis and tax accounting are some of the examples that fall
under this competency. It is also important to know that these competencies are job-specific ones
that drive quality results and assured performances for different positions.

20. TWO (2) main methods for seeking feedback

Structured Feedback
This includes the systematic communication mandated across the organization–or just across your team.
 Examples include:
 Performance Reviews
 Keeping score via evaluations.
 Team meetings.
 Company town hall meetings.
 One on One Meetings.
 Employee surveys.
Unstructured Feedback
This is when communication happens between a manager and their employee that is ad-hoc and unplanned
regarding timing or content. This feedback is more artful and off the cuff.
Examples include:
 The One Minute Praising.
 Stopping by at a direct report's desk and thanking them.

21. As a Manager, who can you obtain feedback from?

You can ask for feedback from your manager/supervisor or colleagues at any time: Let the other person know
you would like feedback so that they have time to prepare. You can help the other person prepare by being
specific about what you would like feedback on
22. Outline the concept of 360 Degree feedback and how it can be performed.
360 Degree Feedback is a system or process in which employees receive confidential, anonymous
feedback from the people who work around them. This typically includes the employee's manager, peers,
and direct reports.
360 Feedback can also be a useful development tool for people who are not in a management role.
Administering the survey:
 Around 6-10 respondents complete an anonymous online feedback form.
 Respondents are arranged into groups depending on the relationship with the subject, such as,
manager, peers etc. If it's appropriate, feedback can also be gathered from external sources,
such as clients or customers.
 The surveys are competency based and the questions typically consist of: rating management
competencies, such as, leadership and communication skills and open-ended questions, for
example, "What does X do well as a leader?"
 Questions should always be regarding observable behavior as this will be easier to quantify.
 The subject of the feedback also completes the same questionnaire.
 The whole process should be supervised by a manager, coach or a trainer - often external to
the organization.

Post-survey completion:
 Individual answers cannot be identified as the feedback is provided as averages from the
different rating groups.
 Feedback is provided in a report usually created by a trusted third party and crucial areas for
development are highlighted.
 The information helps to create a development plan.
 Those who give the feedback to the subject should be well-trained and they should provide
the information objectively and constructively.
 Support should be offered to help achieve the goals set, including follow-ups.

23. Key benefits of a 360 Degree feedback program

If a 360-feedback system is implemented well, it can have a number of benefits for the individual,
their team and the organization:
 Valuable development tool: The 360-feedback system shows the subject the differences between how they
see themselves and how others see them. This increases their self-awareness which means that the subject
is more conscious of their personality, strengths, weakness, beliefs, motivations etc. With this information
they can adjust their behavior and identify their training needs. Consequently, the subject can become more
effective in their role and for the role they may be aiming for.
 Multiple sources: A variety of people have contributed to the feedback so the information is thought to be
more valid and objective than feedback from, for example, just one manager. Also, the feedback is more
likely to be accepted if multiple individuals "agreed" on the answers.
 Motivation: Knowing multiple individuals gave the same feedback provides the subject with the drive to
develop.
 Company competencies: The company's fundamental competencies will be reinforced, not only for the
subject, but also for the respondents. During the survey the respondents will be answering questions which
remind them of what behaviours and values are important to the company.
 Customer service: Customer service can improve if customers and clients have completed the survey.
 Method over outcomes: The 360 feedback system assesses the method rather than the outcome. It's more
important to do something the right way even if it doesn't produce the correct outcome - nothing is ever
certain so by focusing on the method you give yourself the best chances of producing the preferred
outcome. For example, a tight deadline is coming up but a manager tells his staff that they can only work a
maximum of one hour overtime a day and no work is allowed on the weekends. The manager has made
this decision because he believes that stress and over-working can increase the chances of mistakes being
made and of producing poorer outcomes.
 Large teams or autonomous workers: This type of feedback is significant in organisations where the
subject works independently or with several teams because their manager will be unable to observe
everything.
 Safe environment: Answers are safely given as the system is confidential. A lot of the feedback would be
too uncomfortable for colleagues to share and it would probably never be given if the system was not
anonymous.
 Improves communication: Communication increases between the team because the subject understands
how others perceive them which in turn assists with teamwork.
 Addresses personality and behavior: It helps subjects understand how their behaviour affects themselves,
their department and the organisation. This is also useful for reducing conflict.
 Career development: The organisation benefits by this feedback improving career development planning
and execution of this. This also promotes the organisation's assurance of employee development which
aids recruitment and staff retention

24. List and describe the VARK Personal Learning styles concept.
According to the VARK model, learners are identified by whether they have a preference for:
 Visual learning (pictures, movies, diagrams)
 Auditory learning (music, discussion, lectures)
 Reading and writing (making lists, reading textbooks, taking notes)
 Kinesthetic learning (movement, experiments, hands-on activities)

25. Explain the concept of networks.

Networking is the exchange of information and ideas among people with a common profession or special
interest, usually in an informal social setting

â 26. TWO (2) main types of networks? Provide examples to support your answer.
 Operational networks
Operational networks include direct reports, superiors, people with the power to block or support a
project, and key outsiders such as suppliers, distributors and customers.
 Personal networks
Personal networks can provide important referrals, and people who can offer information and often
developmental support, such as coaching and mentoring.

27. Explain the main benefits of business networking

1. Strengthen business connections
Networking is about sharing, not taking. It is about forming trust and helping one another toward goals.
Regularly engaging with your contacts and finding opportunities to assist them helps to strengthen the
 relationship. By doing this, you sow the seeds for reciprocal assistance when you need help to achieve
your goals.
2. Get fresh ideas
Your network can be an excellent source of new perspectives and ideas to help you in your role.
Exchanging information on challenges, experiences and goals is a key benefit of networking because it
allows you to gain new insights that you may not have otherwise thought of.

Far from it being a nuisance, most people love being asked for help – it’s flattering and makes them feel
useful. If you’re struggling with a decision, challenge or new direction, calling up a trusted former
colleague, mentor, teacher or friend to organize a coffee can be beneficial to both of you, as they will in
turn think of you when next they have a challenge.
Offering helpful ideas in return is an excellent way to build your reputation as an innovative thinker.
3. Raise your profile
Being visible and getting noticed is a benefit of networking that’s essential in career building. Regularly
attending professional and social events will help make your face known.
Create value for other attendees by listening carefully, following up on conversations, remembering
names, and offering your knowledge and expertise.
You can then help to build your reputation as being a knowledgeable, reliable and supportive member of
your profession by offering useful information or tips to people who need it.
Raising your profile within professional circles will also help you stand out to recruiters, who are always
on the lookout for strong talent and who may be more likely to approach you with offers.

4. Advance your career

Being visible and getting noticed is a benefit of networking that’s essential in career building. Regularly
attending professional and social events will help to get your face known. You can then help to build
your reputation as being knowledgeable, reliable and supportive by offering useful information or tips to
people who need it.

5. Get access to job opportunities

Expanding your contacts can open doors to new opportunities for business, career advancement,
personal growth, or simply new knowledge. Active networking helps to keep you top of mind when
opportunities such as job openings arise and increases your likelihood of receiving introductions to
potentially relevant people or even a referral.
Don’t forget that many jobs don’t even get advertised – particularly as your career advances – so being
a recognized part of networks is a key way to gain access to opportunities that you might not have
otherwise.

6. Gain more knowledge

Networking is a great opportunity to exchange best practice knowledge, learn about the business
techniques of your peers and stay abreast of the latest industry developments. A wide network of
informed, interconnected contacts means broader access to new and valuable information.
The opportunity to gather new information is an often-overlooked benefit of networking, as it’s not the
most obvious one, but it also offers career progression and development.
It’s a good idea to actively ask your contacts about developments and techniques, but also to keep an eye
on what kinds of articles your contacts are sharing on LinkedIn – don’t forget to comment to let them
know that you’ve appreciated the piece. And don’t discount the insights of people from other industries –
they may be able to offer new angles you hadn’t previously considered.
7. Get career advice and support
Gaining the advice of experienced peers is an important benefit of networking. Discussing common
challenges and opportunities opens the door to valuable suggestions and guidance. Offering genuine
assistance to your contacts also sets a strong foundation for receiving support in return when you need
it.
8. Build confidence
By continually putting yourself out there and meeting new people, you’re effectively stepping outside
your comfort zone and building invaluable social skills and self-confidence that you can take with you
anywhere. The more you network, the more you’ll grow and learn how to make lasting connections.
9. Gain a different perspective
It’s easy to get caught up in the day-to-day of your professional realm and end up in a rut. By talking to
others in your field or people with expertise in a particular area, you can gain insights that only come
from viewing a situation with fresh eyes. Asking for opinions from contacts you trust or admire can help
you see things in a new light and overcome roadblocks that you might not have known how to
circumvent otherwise.
 10. Develop long-lasting personal relationships
Of course, the point of networking is to develop and nurture professional relationships, but some of the
strongest and most long-standing friendships are borne from work connections. Your networking
contacts are probably like-minded people with similar goals as your own, so it’s not unlikely that your
professional support network will spill over into your personal friendships.
11. Get an answer to every question
As long as you have a strong network of professional connections, you can be confident that someone
within your sphere will be able to answer even your toughest questions. And, if there’s no definitive
answer, you’ll have a solid sounding board to bounce ideas off and put into action step-by-step plans to
tackle bigger problems.
12. Find a job you love
Professional networking opens many doors in the form of career advice, lasting relationships and even
landing your dream role. You never know who might be hiring for your ideal job, or know someone who
is, and the more people you have in your network, the likelier you are to be the first to know when those
big job opportunities pop up.

â 28. We consult our Superior (manager/director) and People Development (HR) regarding
maintaining our competitive edge in the workplace - In Develop our Skills. We should always be
looking for ways to expand your existing professional skills and develop new ones.

â 29. If a person is reluctant to participate in meetings, what SKILLS do you recommend they need to
develop - meeting facilitation skills down into three different categories:
 Communication
o Self Confidence
o Public Speaking
 Presentation Techniques
o Effective Presentation
 Planning a Meeting
o Conducting a Meeting
o Resolving Meeting Problems

30. As an employee of an organisation, what methods would you use to identify and reflect their
policies, plans and procedures
The policy and procedure development and review cycle involves six steps:
1. Development or Amendment.
2. Consultation.
3. Review and Finalisation.
4. Endorsement and Approval.
5. Communication and Implementation.
6. Continual Improvement and Review.

31. Personal Development Plan is a lifelong process, constantly reviewed, that aims to facilitate
ongoing employability through improving workplace
Personal development is the process of self-improvement, which focuses on building up your own
awareness, knowledge and skills, as well as an overall sense of identity.

32. Outline the SEVEN (7) key categories to include when developing a personal development plan.

1. Set yourself goals.

Search for the things you really want in life, these are your long-term goals.

2. Prioritise those goals.

Consider all the little steps that will help you achieve your big goals. Prioritise these short-
term goals

3. Set yourself deadlines for when you want to achieve them.

Knowing when you want to achieve a goal is crucial and picturing your future is an important
source of motivation and inspiration
 4. Recognise threats and opportunities.
There are going to be certain things – they could be external things or an element of yourself
– that, if you let them, will prevent you from achieving your goals or delay you on your way.
These are your threats.

5. Develop your skills or increase your knowledge.

Once you have an idea of what could hinder you and what could help you, this is when you
can capitalise on those opportunities you recognised. Make an action plan about how you’ll
make that progress.
So, take that course, cut down on unnecessary spending or figure out a way to make sure you
stay motivated.

6. Use your support network.

The next thing you need to realise is that:
You don’t have to do everything by yourself.
And you shouldn’t. The support network around you is a valuable asset, so use it and don’t
underestimate it

7. Measure your progress.

Whether it’s big or small, after you’ve achieved some progress take time to reflect on how far
you’ve come. Recognising what has gone well is a way to bolster your motivation and remain
dedicated.

References:
www.hbr.org https://www.nextgeneration.ie www.isprs.org www.wikipedia.com www.mindtools.com www.futurelearn.com
www.skillsyouneed.com https://www.ascenderhcm.com/what-is-performance-management www.mckinsey.com
www.fairwork.com.au www.employsure.com www.peopleculture.com www.ivyexec.com www.promegaconnections.com
www.calipercorp.com www.vark-learn.com www.definedlearning.com www.theprofessionaldevelopmentgroup.com

BSBWOR501
Assessment 2 – PROJECT
Deazy Christine ZOE
ID52588

ASSESSMENT TASK 1: INDIVIDUAL PERSONALITY TRAITS PROFILE

As ENTJ I am a strategic leader, motivated to organize change. They are

quick to see inefficiency and conceptualize new solutions, and enjoy
developing long-range plans to accomplish their vision. They excel at logical
reasoning and are usually articulate and quick-witted. analytical and
objective, and like bringing order to the world around them. When there are
flaws in a system, the ENTJ sees them, and enjoys the process of discovering
and implementing a better way. ENTJs are assertive and enjoy taking charge;
they see their role as that of leader and manager, organizing people and
processes to achieve their goals. often very motivated by success in their
careers and enjoy hard work. They are ambitious and interested in gaining
power and influence. To the ENTJ, decision-making is a vocation. They want
to be in a position to make the call and put plans into motion.
ENTJs tend to be blunt and decisive. Driven to get things done, they can
sometimes be critical or brusque in the pursuit of a goal. They are typically
friendly and outgoing, although they may not pick up on emotional subtleties
in other people. They often love working with others toward a common goal,
but may not find time to attend to their feelings. They are focused on results
and want to be productive, competent, and influential.

I enjoy spending time with other people and interacting with others helps
them feel energized. prefer to think about the future rather than focus on the
here-and-now. Even I’m organized Strong communication skills, assertive
and outspoken sometimes I could be impatient stubborn, insensitive.
ASSESSMENT TASK 2: INDIVIDUAL LEARNING STYLES PROFILE
My VARK Learning Style:

1. My Read/Write learning style preference emphasizes text-based input and output – reading and
writing in all its forms but especially manuals, reports, essays and assignments. I prefer this
modality and often addicted to PowerPoint, the Internet, lists, diaries, dictionaries, thesauri,
quotations and words. a strong preference learn from the experience of doing something and they
value their own background of experiences and less so, the experiences of others.

2. As visual learners have two sub-channels—linguistic and spatial. Learners who are visual-
linguistic like to learn through written language, such as reading and writing tasks. I could
remember what has been written down, even if I do not read it more than once. I like to write
down directions and pay better attention to lectures if I watch them.

3. Kinaesthetic learner does best while touching and moving with two sub-channels:
kinaesthetic (movement) and tactile (touch). I tend to lose concentration if there is
little or no external stimulation or movement. When listening to lectures I may want
to take notes for the sake of moving my hands. When reading, I also like to scan the
material first, and then focus in on the details (get the big picture first). I often use
colour high lighters and take notes by drawing pictures, diagrams, or doodling.
ASSESSMENT TASK 3: SELF ANALYSIS PROFILE
Personal Profile and establish at least FIVE (5) personal and/or professional work goals

SELF ANALYSIS PORFILE

My Purpose My Why
I like to think of the purpose of my life as a combination of my values, motivations and why I’ve chosen to the work I have
chosen to do.

What’s My “Why”
To inspire and empower people be reach their best potentials and passionate about life.
My Personality
I am a classic ENTJ: an extrovert, intuitive, thinking, judging.
Myers-Briggs describes the characteristics of my personality type as,
“Practical, realistic, matter-of-fact. Decisive, quickly move to implement decisions. Organize projects and people to get things
done, focus on getting results in the most efficient way possible. Take care of routine details. Have a clear set of logical
standards, systematically follow them and want others to also. Forceful in implementing their plans.”
My Values
Grateful, passionate, fun, work from anywhere, helpful.
Work
A consultant, a coach and facilitator. I started my own consulting company 20 years ago, focusing on people
performance, development and human capital management.
Graduated from University of Alberta, Canada in Clinical Psychology and is taking Leadership Management at
Rhodes College, Australia.
Professional Goal
Expanding services to other countries, establishing another assessment and skill growth centre.
 Select and Develop more people (to prepared as mentors for my clients – multiplication)
 Collaborating with fellow professional from other country (Australia) and measure possibilities
 Creating online platform (e-consulting and e-counselling program) and podcast program
 Establishing personal development plan for students, and provide free program for people to shape their
skills and knowledge to get better job.
Financial Goal
1. Regenerating income to $35k monthly from online platform
2. Owning additional assets (house or land) in 2022
Personal Goal
1. Simplify (Downsize, Declutter and Keep the Essentials) - 2021
2. Publish 2-3 books/year
3. Launching podcast program -June 2021
Health Goal
Starts Yoga
Keep healthy habits
Work-Life Balance
1. Spiritual Growth, enrolling in classes and volunteering at church & community.
2. I restore my self through outdoor activities (camping, walking cycling and sightseeing)
3. Challenge myself to cook new recipes
4. Doodling my ideas and write project plans
5. Brainstorming with my hubby
6. Rum raisin Ice Cream
7. Watch Marathon Movies : Crime-Drama series
8. Delegating Task and Write Post-it Follow Ups
Self-Improvement Plan
1. Manage working time (reduce late hours work time)
2. Scheduling

ASSESSMENT TASK 4: OBTAINING FEEDBACK

ASSESSMENT TASK 5: SMARTER GOAL SETTING

Goal Goal 1 Goal 2 Goal 3 Goal 4 Goal 5

Description
Multiplying Launch Program Regenerated Income Simplify

Mentorship Additional Income Declutter, Focused on

Specific Star Team
Podcast Publish 4 books
$35k/month essential tuff

 Select Title and

Downsizes:
Select 10, Train & Theme Gain 25% of new clients
Podcast Topic  Wardrobe & Furnitures
Measurable Select for 5 in 3
Calendar
 Structuring per month for the next 6
 Declutter Home
months Chapters months
 Declutter Office
 Find publisher

 Month 1-3: clothes

Clients’ growth to  Month 4-6: Furniture
Launch 2 Programs in
Achievable 20% in 3 months after Launch 5000 copies each
the first month
 Month 7-9: Others
team deploy  Month 10-12: Keep the
Recycle Habits

Realistic Star Team of 5 On Air in 2 months $40/copy 38% NPM 70% Reduced Stuff
 Time-based 12 months 3 months 12 months 6 months 12 months

Assess & Evaluate Team

Create Book Pre-launch and get
Ethical Competencies &
Community feedback
To-Do List
Personality Profile

Reward/ Assign Team Member Budget & Expenses

Podcast Reviewers NZ Vacation Write Book about it
Re-evaluate by selected program Efficiency Review

ASSESSMENT TASK 6: PERSONAL DEVELOPMENT PLAN

What is your
When will it be How will you measure its
objective? How will it be achieved? Who is responsible?
completed? success?
(In priority order)

Issuing one program and

Goal 1 Design Mentorship Program I am 2 – 3 weeks’ time
review it

Create theme and podcast

Goal 2 calendar – find your own Creative Team & I 2 weeks’ time Trial and Survey
style

Goal 3 Researching Topics 4 – 6 weeks Brainstorming

Registering another Life New Coaching

Goal 4 Improve Coaching Skill
Coaching Course
6 weeks
Techniques

Self-Organized and I am 12 Months To do List ticked

Goal 5 Discipline, one task at a
time

ASSESSMENT TASK 7: NETWORKING – LinkedIn https://www.linkedin.com/in/christine-zoe-

b3b192210