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.

SITUATIONAL Approach: The situational approach to leadership asserts that there is no one best
way to lead others and emphasizes that a leader's style and behavior should depend on the
characteristics of his or her followers.

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.
The traits that constitute the five-factor model are extraversion, neuroticism, openness to experience,
agreeableness, and conscientiousness. Extraversion, sometimes referred to as surgency, is indicated by
assertive, energetic, and gregarious behaviors.

1.C List and outline the 3 models of Leadership styles based on the BEHAVIOURAL Approach
 People-oriented leaders focus on behaviors that allow them to meet the needs of the people they interact
with, including supervisors, employees and clients. They are primarily driven by interpersonal connection
and communication.
 Task-oriented leaders primarily focused on setting goals and achieving objectives. Task-oriented leaders
thrive in a well-structured environment and often show authoritative behavior. They are typically more
focused on their team's final results rather than the day-to-day developmental process .

 Participative leaders make an effort to include their entire team in decision-making processes. They
prioritize active communication, collaboration and feedback. Participative leaders know their team's
strengths and weaknesses and assign tasks accordingly. This leadership style allows every team member's
voice to be heard and considered.

1.D List and outline the 2 models of Leadership styles based on the SITUATIONAL Approach.

 Coaching is for followers who have developed some competence along with an improved
commitment. The follower is not totally confident in their abilities but is getting there.
 Delegating: to create a follower who feels fully empowered and competent enough to take the ball and
run with it, with minimal supervision. The follower is highly competent, highly committed, motivated,
and empowered.

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.

 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

1. Set strong individual goals and align them with company strategy
2. Build in frequent opportunities for feedback
3. Keep it simple

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

18. Competency is the ability to apply knowledge and skills to produce a required outcome.
Competency standards provide recognition that a person has demonstrated professional excellence
and continues to maintain the high standards of his/her profession.

19. TWO (2) main forms of Competency Standards

Competency is a cluster of related knowledge, skill, and attitude that affects a major part of one’s job (a role or
responsibility), and correlates with performance on the job. It can be measured against accepted standards, and
can be improved through training and development.
Competency is the behavior that employees must have or acquire as input for a situation in order to
achieve high levels of performance, whereas competence relates to a system of minimum standards of
an organization or is demonstrated by its performance and outputs.
1. Threshold Competency:
These competencies are common in nature and they don’t bring any greater difference in the performance or in
results.
2. Differential Competency:
These competencies are a set of distinct competencies of skills which an individual possesses and which add
value to the whole. These competencies are a different competency which an individual possessing and which
adds value to the whole. These competencies may not be exhibited by each and every individual. These are
unique in nature and rare. That’s why they are called as differential competencies. In the organizational context
differential competencies plays a vital role in achieving the goals with the efficiency.

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

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.
 Strategic networks
Strategic networks provide opportunities to look at the bigger picture through mentoring, or simply
give a different perspective on your organization. All types of networking overlap, but strategic
networking will provide the most immediate impact on your organization. You should always look to
expand your network as opportunities can be accidental. What makes a social network so powerful is
its referral potential, which can expand your network.

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.

28. We consult our Superior (manager/director) regarding maintaining our competitive edge in the
workplace

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:
 Planning a Meeting
 Conducting a Meeting
 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.
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