BSBCRT511 - Assessment Task 2 v2

Assessment
Task 2
Develop critical thinking in
others
BSBCRT511
Student Declaration
To be filled out and submitted with assessment responses
◻ I declare that this task and any attached document related to the task is all my own work and I have not
cheated or plagiarised the work or colluded with any other student(s)
◻ I understand that if I am found to have plagiarised, cheated or colluded, action will be taken against me
according to the process explained to me
◻ I have correctly referenced all resources and reference texts throughout these assessment tasks.
◻ I have read and understood the assessment requirements for this unit
◻ I understand the rights to re-assessment
◻ I understand the right to appeal the decisions made in the assessment
Unit Title
Unit Code
Student name
Student ID
number
Student Date
signature
Task Number
------OFFICE USE ONLY-----

For Trainer and Assessor to complete:
◻ Student requested reasonable adjustment for the assessment
BSBCRT511 - Develop critical thinking in others V3 2021 Page 2

RTO Provider: 91153 - CRICOS Code: 02672K
greenwichcollege.edu.au
Marking Sheet Comments
Completed successfully
DNS
N
Did the student satisfactorily:
Y
The student has satisfactorily ☐ ☐ ☐
completed and submitted the following:
 Report in Task 2.1A

 Survey in Task 2.1A
 Action Plan in Task 2.1B
 Social Media post in Task 2.1B
 Newsletter article in Task 2.1B
 Feedback/Consultation process in
Task 2.1B
 Strategy for cross-pollination of
ideas in Task 2.1B
 Feedback/advise to Role-Play
participants in Task 2.2
 Reflection in Task 2.2
Demonstrated ability to: ☐ ☐ ☐
 Research models of critical and
creative thinking
 Analyse current organisational
systems to identify gaps or barriers
to critical thinking
This is evidenced by:

 Report in Task 2.1A
 Develop questions to identify
individual and team knowledge gaps

 Survey in Task 2.1A
 addressing identified gaps
 Articulate key features of critical and
creative thinking concepts to
relevant personnel
 Develop processes that create a
safe environment for critical and

DNS
N
Y
creative thinking approaches

 Action Plan in Task 2.1B
 Social Media post in Task 2.1B
 Newsletter article in Task 2.1B
 Feedback/Consultation process in
Task 2.1B
 Strategy for cross-pollination of
ideas in Task 2.1B
The student facilitated a brainstorming ☐ ☐ ☐
session with departmental managers
(Role-Play):
Chose one of the topics for discussion
Was prepared to facilitate the session
 Welcomed the participants
 Explained the aim of the session
 Outlined the structure of the session
and any discussion rules
 Explained the decision-making
process
 Used the session to build rapport
with the managers and supported
them in establishing a bond
 Facilitated the session
 Encouraged everyone to participate
 Championed critical and creative
thinking
 Coached and mentor the managers
as needed
 Noted down how each participant
performed during the session to
provide them with feedback
Feedback to participants was provided.

Y☐ N ☐
Feedback in Comments.

DNS
N
Y
 Facilitate opportunities for team
members to apply critical thinking
skills to workplace problems
 Provide feedback to team members
on performance of tasks

 Feedback/advise to Role-Play
participants in Task 2.2
 Reflection in Task 2.2
 Facilitation of the session (Refer to
Marking Sheet comments above) in
Task 2.2
Task Outcome: Satisfactory ☐ Not Yet Satisfactory ☐
Student Name:
Assessor Name:
Assessor Signature:
Date:

Table of Content
Student Declaration................................................................................................................................................2
Task 2 – Establish a critical thinking environment...................................................................7
Task 2.1 Establish an environment that encourages the application of critical and creative
thinking........................................................................................................................................................................9
Task 2.2 Facilitate critical and creative thinking opportunities...........................................................14
References................................................................................................................................................................15
Appendix 1 – Scenario.......................................................................................................................16
Task 2 – Establish a critical thinking environment

Task summary and instructions
What is this You have been engaged as a consultant by MMI Professional

assessment task Education to support the development of critical thinking skills
about? in departmental managers.
You are required to:
1. Analyse and evaluate critical and creative thinking in the

organisation
2. Establish an environment that encourages critical and
creative thinking in the organisation
3. Monitor and improve thinking practices
Task 2 focuses on point 1 and 2.
This task comprises of the following assessment methods:

o Product-based ☒
o Direct observation of Role-Play ☒
o Case Study ☐
o Other (specify) ☐
It has been designed to evaluate your ability to/competency in:
 Research models of critical and creative thinking

 Develop questions to identify individual and team knowledge
gaps
 Facilitate formal and informal learning opportunities for
addressing identified gaps
 Articulate key features of critical and creative thinking
concepts to relevant personnel
 Analyse current organisational systems to identify gaps or
barriers to critical thinking
 Develop processes that create a safe environment for critical
and creative thinking approaches
 Facilitate opportunities for team members to apply critical
thinking skills to workplace problems
 Provide feedback to team members on performance of tasks
Your assessor will be looking for demonstrated evidence of your

competency in the above.

You are required to address the following:

 Task 2.1 Establish an environment that encourages
the application of critical and creative thinking
o Analise and evaluate the current organisational
environment in relation to critical thinking
o Address identified needs
 Task 2.2 Facilitate critical and creative thinking

opportunities
o Facilitate a brainstorming session (Role-Play)
What do I need to  submit the completed assessment tasks, according to

do to complete this instructions,
task satisfactorily?  complete the tasks with sufficient detail and present them in
a professional manner,
 use your own words and reference sources appropriately,
 meet the word count where required,
 use the scenario provided,
 use the templates provided where required,
 for your performance to be deemed satisfactory in this
assessment task you must satisfactorily address all of the
assessment criteria,
 if part of this task is not satisfactorily completed you will be
asked to complete further assessment to demonstrate
satisfactory performance.
Specifications You must deliver/participate in:
 Brainstorming session (Role-Play) in week 4.
You must submit to GOALS
 Report
 Survey
 Action Plan
 Social Media post
 Newsletter article
 Feedback/Consultation process

 Strategy for cross-pollination of ideas

 Feedback/advise to Role-Play participants
 Reflection
Resources and • Computer with Internet access

equipment • Access to Microsoft Office suites or similar software
• Learning material
• Scenario for assessment as provided
• Appendices as provided
• Relevant policies and procedures as provided
• Templates as provided
Re-submission You will be provided feedback on your performance by the

opportunities Assessor. The feedback will indicate if you have satisfactorily
addressed the requirements of each part of this task. If any
parts of the task are not satisfactorily completed, the assessor
will explain why, and provide you written feedback along with
guidance on what you must undertake to demonstrate
satisfactory performance. Re-assessment attempt(s) will be
arranged at a later time and date. You have the right to appeal
the outcome of assessment decisions if you feel that you have
been dealt with unfairly or have other appropriate grounds for
an appeal. You are encouraged to consult with the assessor
prior to attempting this task if you do not understand any part
of this task or if you have any learning issues or needs that may
hinder you when attempting any part of the assessment.
Complete the following activities:
Task 2.1 Establish an environment that encourages the application of critical and
creative thinking
You have been engaged as a consultant by MMI Professional Education to support the
development of critical thinking skills in departmental managers.
A. Analysis and evaluation of the current organisational environment
Your first step is to review and evaluate the following:

 Current organisational procedures: review current organisational policies and
procedures that may be used to maximise individual and team access to learning
opportunities.
o What are they?
o How are they applied to the organisation?
o Is there any data on their effectiveness? If not, what should be done?
o Do they maximise individual and team access to learning opportunities? If not, what
could be improved?
Please note: policies and procedures are provided in a separate folder.
 Current organisational systems: analyse the current organisational systems by
reading Appendix 1 and identifying gaps or critical thinking barriers.
Although the existing organisational culture and systems may affect the workplace, you
wish to establish a strong organisational culture that values learning and critical thinking.
o Describe the organisational culture.
o Is critical thinking applied to decision-making?
o Do you think that critical thinking is encouraged in the organisation?
o Can you determine any gap between what the organisation wants to be and what the
organisation is when it comes to critical thinking?
o Can you identify any barrier to critical thinking in the organisation? What are they?
Why are they there?
o What could be improved?
 Benchmarking: research, analyse, and report information about the learning
organisation and models of critical and creative thinking. Consider:
o Models
o Best practice
o Innovative approaches
o Current trends
 Barriers and Gaps: identify current gaps or barriers to critical thinking in the organisation.
 Consultation: determine what consultation initiatives should be planned and implemented to
identify individual and knowledge gaps in critical and creative thinking in the management team.
Additionally, develop a ten (10) question survey to identify individual and team knowledge gaps
(Template 2).
Once you have completed your analysis and evaluation, summarise it in a report using
Template 1.
Template 1 -Report
Report
Current organisational MMI Professional Education has policies and procedures in
procedures. communication, HR manual, decision making, employee

Report
training and development and continuous improvement.
(80-120 words) These are available to every staff member with each
method being followed from top down. Distribuiton and
training do not ensure that employees understand policies.
It is for that reason that a couple of extra measures need
to be implemented. These include training and testig as
well as effective means communication are maintained for
easy integration and feedback. For each policy update:
Send out policy changes to your staff, incorporate them
into training, test on policies, and hold employees
accountable.
Current organisational Our vision is to facilitate the production of quality
systems. individuals through holistic business training that
(100-150 words)
incorporates personal and professional growth. A barrier to
this is our current leadership from top down. We want role
models, so our employees fully realise the importance of
following our policies and procedures. We believe in
quality, integrity, accountability, diversity and innovation
yet limited communication and consultation is currently in
place. Our mission to provide excellent business training
that incorporates quality teaching, practical learning and
successful outcomes does depend on our efficiency as a
team. The company currently does not have any financing
for creative and innovative thinking. The policies are
general and not practical. HR practices are also very
administrative. To improve policies and procedures must
change and focus more on opportunities for employees to
learn and engage critical and creative thinking.
Benchmarking. Best practices and model can be adapted by MM1
Education regarding creative and critical thinking. Firstly, is
(100-150 words) the need for a learning business platform. Collaboration,
speedy prototypes, regular feedback, and shortening
training course development time are all features to be
included. Simplicity and flexible LMS platform facilitate
building and managing training programs for employees.
Introducing gamification method to enhance systems,
services, organisations, and activities will also enhance this
experience. Implementing shared content from a group of
employees to make collaborative decision by brainstorming
sessions and involvement. Learning from HR experts is to
be encouraged and supported by their organisations.
When employees learn new skills, the businesses benefit

Report
in the form of improved productivity, Report employee
loyalty, and the preservation of brand reputation in a
competitive market.
Barriers and Gaps There are many barriers and gaps in this organisation to
critical and creative thinking such as: 1. Organisation
structure does not match the organisational goals. 2. Lack
of cultural awareness 3. No room for innovation and
critical thinking 4. Lack of active leadership and no proper
direction from top management 5. Lack of communication.
Consultation. The following initiatives should be planned and
implemented 1. Developing promoting creative and critical
(4-5 initiatives) thinking practices 2. Consultants can improve our
organisational structure 3. Focus groups and review HR
management. 4. Provide a stimulating atmosphere and
have brainstorming sessions 5. Getting feedback thru
questionnaires, surveys, meetings, and groups.
Template 2 -Survey
Create a ‘survey form’ to identify individual and team knowledge gaps regarding critical
thinking and learning opportunities.
Develop ten (10) questions (a mix of closed and open-ended questions).
Record the questions in the template provided below.
Please note that under ‘Answer’ you can add a rating scale (example: very satisfied,
satisfied…)
Survey Form
Thank you for taking the time to complete the Critical and Creative Thinking Survey Form.
The survey should take less than five (5) minutes to complete, and it will provide us with
insights to improve our learning opportunities to develop critical thinking in individuals and
teams.
Question Answer
What is the definition of critical 1. Higher level thinking that aims to solve a
thinking? Circle problem.
2. Finding faults and weaknesses in other people's
arguments.
3. Logically analysing arguments in a critical way.
4. Disciplined thinking and judgement
Describe the difference between Innovation:

innovation and creative? Creative:
Are you an innovative person? Yes

No
Rate yourself: 1 2 3 4 5
Do you believe that being creative Yes
requires pouring your heart and soul No
into your work? Explain:
What is not the characteristic of a 1. He uses logical skills in reasoning.

critical thinker? 2. He refuses to recognize the limitations of his
mind and consistently pursues excellence.
3. He thinks independently and does not always
succumb to peer pressure.
4. He upholds the standards of critical thinking
Why is it important to use both

creative and critical thinking in 1. There are different aspects of a business that
business? need both creative and critical thinking.
2. Creative and critical thinking overlap to help
provide solutions.
3. Creative thinking can be used for marketing and
product invention.
4. All the answers are correct.
Critical thinking is something we can A. True

learn? B. False
Critical thinking is criticizing A. True

sometimes. B. False
People use creative thinking to look Yes

at problems in new or different ways No
Creative thinking means being very Yes

logical No
B. Addressing identified needs

Assume that you received the following summary feedback report after delivering a survey to
all staff:
 Most respondents felt unheard by their direct managers when proposing improvements.
 Staff believes that managers are very busy with their work, and they do not have time to consult
with their team members.
 Most respondents could not articulate exactly what other teams in the organisation do and felt
their team worked more than others.
 Most respondents did not know the difference between creativity and innovation.
 Staff believes that there is not a culture of problem-solving in the organisation.
 Staff felt that decision making is slow and, often, not as effective as it should be.
 Staff identified the following areas as learning priorities: effective communication, data analysis
and evaluation, problem-solving, innovative and creative thinking.
1. Based on your report and the summary of feedback outlined above, determine six (6) key
initiatives (including 2-3 learning opportunities) to create a work environment that encourages
critical and creative thinking in the organisation.
Record the selected initiatives in the action plan provided in Template 3. Complete all
parts of the action plan.
Template 3 -Action Plan
Initiative Timeline for Estimated cost Responsibility
implementation (Departmental
Manager)
Training Online/ face 6 weeks 10000 per year HR manager
to face
Counselling/coaching 12 weeks 12000 per year Academic
and mentoring Manager
Policy Improvement 3 months 5000 HR manager
Teamwork 1 month 2500 Client service

communication Manager
Audit focus groups 3 months 2600
Networking 1 month 3200 IT Manager
2. Write a social media post to promote one of the learning opportunities identified in your action
plan to departmental managers. The post can be as simple as the content + picture.
Document the social media post in the space provided below.

Post: MMI Education has arranged a social networking event for our employees. This is a great
opportunity to interact with your peers and others in our industry. An amazing opportunity to
meet the titans of this industry and grow your networking circle.
3. Write a newsletter article for the monthly newsletter to articulate the key features of critical and
creative thinking.
Content:
 Benefits of critical and creative thinking and why they matter
 Key features of critical and creative thinking
 Example of critical and creative thinking
The article must be:

 Informative
 Engaging
 Creative
(150-250 words)
Copy and paste your article in Template 4. Add pictures and/or links to external resources
as needed.
Template 4 -Newsletter article

“Article - Title”
Author.
Monthly Newsletter
Key features of critical and creative thinking Critical and creative thinking involves thinking
broadly and deeply using skills and behaviours such as reason, logic, resourcefulness,
imagination, and innovation. Critical thinking involves asking questions, defining a
problem, examining evidence, analysing assumptions and biases and much more.
Critical thinking skills are essential to today’s workplace, which is less dependent on
physical labour and more reliant on intelligence and thinking. Examples of critical thinking
skills in use in the workplace include research, statistical analysis, using restraint and
careful analysis in judging situations and co-workers, classifying, and sequencing
information, recognizing patterns, forecasting, and making calculations. Example of critical
and creative thinking
• Coming up with a out of the box solution for a problem is an example of thinking
creatively.
• Designing anything big or small, be it a logo or a billboard
• Creating a plan, be it a lesson plan or planning errands
• Being quick on your feet

4. Develop a feedback or consultation process that managers can use to gather feedback and inputs
from their team members.
The process can be developed in the form of a flow chart or a step by step process.
Document the process in the space provided below.
A feedback process can be as simple as Collect Feedback -> Understand -> Plan -> Act
-> Review -> Repeat.
5. Develop a strategy to encourage the cross-pollination of ideas between different teams in the
organisation.
(50-100 words)
Cross-pollination is all about combining the intellectual capital of individuals with

different ways of thinking to reach innovative solutions. By reading books, journals, and
websites and interacting with others can lead to cross-pollination and lead to fresh new
ideas. • Speaking with people from various industries and learning about their obstacles
and how they overcame them. Consider how you might apply their ideas to your own
company. • Allow your thoughts to flow freely and take careful notes. Meet with
likeminded people to promote and enhance your experience. • Develop a diverse
workforce. By employing people from different backgrounds, you are getting different
perspectives on the same idea. • Building on existing ideas, brainstorming on previous
ideas can help build on them and create something new.
Task 2.2 Facilitate critical and creative thinking opportunities

Schedule a time with the trainer and assessor in week 4 of class and conduct a brainstorming
session using critical and creative thinking techniques to address a challenge in the
organisation. This is a Role-Play.
A group of classmates will play the role of departmental managers, and you will be the
external consultant engaged by MMI to support the development of critical thinking in the
management team.
This will be an opportunity to support the departmental managers to apply critical thinking
skills in the workplace.
Duration: 15-20 minutes
Before the session
 Choose one of the following topics to address during the session:
o How to introduce recycling in the workplace
o How to reduce waste in the workplace by reusing (example: paper, food containers etc..)
o Choose a staff wellbeing practice to implement in the workplace (example: exercise, healthy
eating, support others) and explain why that practice is a priority
o How to improve cultural intelligence in the workplace
o Develop a new product idea by associating a random brand with a product (the product must
reflect the brand). Examples to choose from: Rolex and mushrooms; Ferrari and a mop;
Chanel and pasta.
o How to eliminate gossiping in the workplace
 Prepare for the session by planning how to facilitate it, choosing the most suitable critical and
creative thinking technique/s, and researching the topics to support an informed discussion.
During the session

 Welcome the participants
 Explain the aim of the session
 Outline the structure of the session and any discussion rules
 Explain the decision-making process
 Use the session to build rapport with the managers and support them in establishing a bond
 Facilitate the session
 Encourage everyone to participate
 Champion critical and creative thinking
 Coach and mentor the managers as needed
 Note down how each participant performed during the session to provide them with feedback
After the session

 Provide feedback to the managers about their performance during the session and their use of
creative and critical thinking.
 Advise the managers on how to improve critical and creative thinking.
 Summarise the advice and feedback provided to each manager (participant) in the table provided
below (add additional rows if needed).

Participant (Full Name of Feedback and Advice -Summary
the student)
Anna The participant attempted everything but did not have
critical or creative techniques. Repeating that this was not
a big issue took up time. Anna needs a more focused
approach, using analytical approaches.
Kate Kate considered this an important issue. His initial
assessment translated into a highly engaged address of
the issue. He aptly showed potential responses to
recycling and sustainability using anecdote. Attempts
were made by the participant to engage the audience
before demonstrating how this cost-effective solution will
succeed. Could be more confident.
Juliana Performed well, incorporating own knowledge and
research to argue, draw logical conclusions and solve
issues based on the given information. Overall
performance exceeded expectations. To improve focus on
one topic instead of spreading knowledge and time.
 Reflect on the session and address the points below:

o What topic did you choose?
o What creative and/or critical thinking technique/s did you use during the session? Why?
o What was the outcome of the session? What decisions were made at the end of the
brainstorming session?
o How did the participants perform during the session?
o How did you ensure that all managers participated in the session? How did you engage them?
o What did you do well?
o What could you improve?
(80-120 words)
Document your reflection in the space provided below.
Reducing, reusing, and recycling paper are key slogans that need to be followed to
preserve the nature we still have. With increasing demands, we cannot destroy the
resources future generations will need. We need to make our resources go further and
we can. Staff need to understand the three Rs (Reduce, Reuse, and Recycle) to
differentiate between biodegradable and non-biodegradable garbage. This should
encourage them to manufacture useful products out of rubbish. The participants suburb
engagement was foreshadowed by an understanding of the severity of the matter. I
demonstrated how we may react to recycling and being sustainable through clips.
Attempts were made to garner audience attention before revealing what we can do to
help. I believe I performed well as the audience were engaged and reacted

appropriately to material.
The trainer and assessor will evaluate your performance during the session and provide
feedback on the marking sheet. The trainer and assessor will also validate that feedback was
provided to the participants.
If you are absent from class, it is your responsibility to make alternative arrangements with
the trainer and assessor to perform the Role-Play.
References
Please include your references below:
(Please refer to this referencing guide if needed or speak to your trainer for any specific
referencing requirements for this assessment)
Appendix 1 – Scenario
The company
XYZ Pty Ltd, trading as MMI Professional Education is an Australian boutique education
provider in Melbourne Registered Training Organisation -RTO), offering VET accredited and
non-accredited business courses to corporate clients and to local clients (domestic
students).
MMI was founded in 1998 by brothers Mark and Andrew White who built the company to
become a quality RTO with major accounts in Melbourne, Sydney, and Brisbane. Mark
Brown sold his shares to his brother Andrew who is the current chairman of the company.
The education provider is centrally located in Collins Street, Melbourne CBD with state-of-the-
art facilities:
o Administration and Management Offices (including the main boardroom, 2 meetings
rooms and a computer lab with 20 PCs) on Level 45

o 15 Classrooms, kitchenette, client lounge room and a trainers' room on Level 46
Corporate training is mainly non-accredited and delivered at the clients' premises around
Australia, but it can also be catered for at Collins Street. Corporate clients include major Bank
groups, National Management Consultancy firms, Manufacturing companies and Government
agencies.
Accredited courses are delivered in Collins Street with a combination of face to face and
online training delivery. The accredited courses are the Diploma of Business and the
Diploma of Project Management. MMI has a current capacity to enrol 500 clients, current
enrolment number is 250 clients.
Important note:
o A VET accredited course has been assessed by the Australian Skills Quality
Authority (ASQA) as compliant with the Standards for VET (Vocational Education and
Training) Accredited Courses and the Australian Qualifications Framework (AQF).
Accreditation means that the course is nationally recognised and that the registered
organisation (RTO) can issue a nationally recognised qualification or Statement of
Attainment (this for single units only).
o Non-accredited courses are business courses that have been highly customised to
meet clients' training needs.
The current organisational structure is as follows:
Board of Directors
CEO CFO
Finance
Department
Client Services
Marketing Manager HR Manager Academic Manager IT outsources
Manager
Client Services
Marketing Team HR Team AcademicTeam
Team
The Teams are composed as follows:

 Board of Directors
o Mr Andrew White - Chairman
o Ms Francis Green - Executive Director
o Mr Eli Brown – Non-executive Director
o Ms Josephine Magenta – Non- executive Director

o Ms Deborah Red – CEO
o Mr Leonard Black - CFO
 Finance Department: CFO and 2 x financial officers (full-time)
Summary of duties: account receivable, account payable; invoicing; payroll; financial
record keeping and reporting; taxes/fees
 Marketing Team: Manager (full time) and 1 x marketing officer (part-time)
Summary of duties: promotion; design of marketing collaterals for events; social media;
market research; public relations
 HR Team: HR Manager and 2 x admin officers (part-time):
Summary of duties: Recruitment; Induction and training; performance management
support; employee relations; safety; compensation and benefits
 Client Services: Client Service Manager and 2 x receptionists; 4x client service
officers, 1 x team leader, 1 x maintenance officer
Summary of duties:
o front of office and back of office customer service activities (to include reception
and response to enquiries)
o support to academic staff
o client admin: client admission, enrolment, enrolment variations, pastoral care,
completion
o building maintenance: 1x maintenance officer
 Academic Services: Academic Manager and 5 contract business trainers for
corporate training; 4 full time (ongoing) business trainers for accredited training
Summary of duties: accredited and non-accredited training and assessment; learning
material and assessment development and validation; support with compliance
monitoring; pastoral care.
 IT services: outsourced to an external company
Summary of duties: network service; database administration (inventory and staff
files); maintenance and update of communication system including CRM (Customer
Relationship management system); data management and security.
Note: in loco computer maintenance is performed by the maintenance officer who has some
IT knowledge
Company Ownership structure
The company structure is a Pty Ltd:
 The Chairman Andrew White holds 51% of the shares
 40% of the shares are held by an external corporation since late 2017, as a silent
business partner
 The remaining 9% is owned by other members of the Brown's family
Vision
Our vision is to develop outstanding individuals through quality business training that
encompasses personal and professional growth.
Mission

o We create successful careers in business to advance business growth and to positively
impact on the broader community.
o We strive to provide exceptional business training that focuses on quality of teaching,
practical learning, and successful outcomes
Values
Our core values are:
 Quality
 Integrity
 Accountability
 Respect for diversity
 Innovation
MMI quality standards
 Australian Skills Quality Authority (ASQA)
standards
 ISO9001 – Quality Management Systems
 ISO 27001 Information Security
 ISO 31000 Risk Management
 Australian Business Excellence Framework
MMI – Boards' of Director expectation
 Quality of practices
 Innovative solutions for business growth based on hard data and extensive research
 Build an innovative and agile company that can respond to the challenges of an ever-
changing business environment
 Become market leader
 Increase value for shareholders and clients
Industry, market, and strategic business direction
MMI Professional Education is a Registered Training Provider (RTO) based in Melbourne,
Australia that offers business accredited and non-accredited courses to corporate clients, and
local clients.
Strategic Objectives:
 To expand the basis of the operation to Sydney where the company has experienced a
high increase in demand for corporate training
 To increase revenue by 10% annually for the next 3 years
 To increase profits by 10% annually for the next 3 years
 To position the company as a leader for quality business education in Australia within
the next three years
 To expand the course offering by adding new qualifications to the scope of
registration: the Diploma of Leadership and Management and the Advanced Diploma
of Program Management
 To increase the base of local clients attending accredited courses
 To implement sustainability to work practices: social, financial, and environmental

To expand the offering to international students by repackaging accredited business
courses to add an internship component during the course
Current positioning
 MMI enjoys a good reputation in the industry as a quality provider of business courses
for corporate clients
 Courses are marketed as hands-on, with trainers that currently work in the industry,
providing current and cutting-edge skills to business professionals
 MMI currently holds 15% of the corporate business training in Australia
 MMI does not currently deliver business courses to international clients
 MMI does not currently deliver courses overseas
 The company is financially stable and sustainable
Operational overview
 State of the art facility in Melbourne to be replicated in Sydney
 Systems in use:
o Student Management System (MMI system)
o Learning Management System (Moodle)
o Accounting Management System (MYOB) – does not interface with MMI system
o Share drive
o Share points
o Zoom
o Project Management Application for remote teamwork (trainers): Wrike
 Trainers work both on-site in Melbourne and around Australia
 Senior management to stay in Melbourne: campus director and team leaders to be
employed to manage and supervise Sydney's operations
 Staff to be employed for the Sydney Campus
 Administrative tasks such as enrolments will be undertaken by the Melbourne's campus
 Virtual teamwork practices to be implemented between Melbourne and Sydney
 Website tailored to international students to be developed
 Develop and implement sustainability policy and practices across the organisation, and
sustainability has not been on the top five priorities of the company so far
 All trainers are based in Melbourne; this impacts on financial costs when having to
move trainers to other Australian capitals to conduct corporate training. Trainers who
deliver corporate training receive a generous daily allowance when outside Melbourne
($250/day), all travel and accommodation expenses are paid for by MMI. This
generous package impacts an average of 20% on the profit margin for each corporate
course that is sold
Organisational culture
The organisational culture experienced at MMI is a mix of market and hierarchy culture.
 The Market Culture: This culture is built upon the dynamics of competition and
achieving concrete results. The focus is goal-oriented, with leaders who are tough and

demanding. The organisation is united by a common goal to succeed and beat all
rivals. The main value drivers are market share and profitability.
 The Hierarchy Culture: This culture is founded on structure and control. The work
environment is formal, with strict institutional procedures in place for guidance.
Leadership is based on organised coordination and monitoring, with a culture
emphasising efficiency and predictability. The values include consistency and
uniformity.
(Source: https://popinnow.com/four-types-organizational-culture/ )
 The organisation is top-heavy, and there are concerns that this may not suit the
strategic objectives for growth and the opening of a second campus in Sydney.
 The Board of Directors is invested in the change process; however, intervention is
needed to bring departmental managers and teams on board.
 It is recommended that an organisational culture more suitable for innovation,
sustainability, agility, and progressive growth is developed and implemented.
Operational issues
The following operational issues have been identified internally:
 The increased number of complaints due to lack of cultural sensibility of trainers and
client service personnel when dealing with students from the non-Australian
background (15% increase in the last 6 months alone)
 All trainers are based in Melbourne; this impacts on financial costs when having to
move trainers to other Australian capitals to conduct corporate training. Trainers who
deliver corporate training receive a generous daily allowance when outside Melbourne
($250/day), all travel and accommodation expenses are paid for by MMI. This
generous package impacts an average of 20% on the profit margin for each corporate
course that is sold
 An increasing number of enrolments in Melbourne, projected student population to
raise from 205 to 450 by mid-2021. Current facilities are not sufficient to
accommodate the increase in numbers (current facilities can accommodate max 350
students)
 Delays in achieving marketing objectives due to the composition of the team (2 part-
timers and one contractor) that cannot sustain the increased amount of marketing
tasks (corporate events to enhance networking and identify potential corporate clients
have increased by 30% in the past 6 months)
 A new student management system has been developed in-house. The system was
recommended by the Client Services and the Academic Managers for the seamless
integration of the student management and the learning management system.
However, the two managers failed to perform due diligence, and they did not consider
that the new system does not interface with the finance management system. This will
cause operational disruptions to the workflow as finance records (mainly revenues) will
have to be manually inputted based on the new system's reports on enrolment.
 Covid19 has decreased sales by 20%, the company has managed to deliver existing
courses and still maintain a reasonable margin of new enrolments online
Marketing

 MMI has not heavily invested in marketing activities, relying mainly on word of mouth.
 The company has a website:
o Old fashioned look, quite austere
o Not responsive
o In the mobile version, after you have clicked in a few pages, the navigation becomes
daunting
o Heavy use of text
o Infrequent updates
 Social Media: there is a FB page that is rarely updated, the LinkedIn Page is not in use
 Print advertisement: Industry magazine
 Referrals: education agents are paid 15% commission for referring students
 Discounts: twice/year MMI offers 10% for new enrolments to attract more students
 Yearly marketing budget: $75,000
 The marketing team is small and not experienced in digital and social media marketing
Pricing
Product Target Market Price
Corporate Training  Management Face to Face classroom
Topics:  Individuals looking for (average of 10 participants)
 Operational Management upskilling to advance their $ 2,000/participant
 Leadership career Online $ 800/participant
 Project Management Individual coaching $
 Emotional Intelligence 150/hour
 Change Management
Diploma of Business Domestic students Blended learning:

$ 4,000/student
Diploma of Project Domestic students Blended learning:
Management $ 6,000/student
Workforce Overview
The following has been reported:
 Turnover rates are high in the academic department (30% yearly) due to the
contractual nature of some of the roles. Ongoing training staff is steady, however,
there is a need to invest more in their professional development to keep industry
currency when teaching.
 Need for a succession plan for management roles
 Gender unbalanced
 Recruitment is done externally, few opportunities for advancement are offered to
existing staff
 A recent staff survey outlined the following:
o Lack of opportunities for advancement

o Top heavy management
o Silo mentality
o Not enough room for innovation and improvement
o Lack of well-defined sustainability policy
o Diversity policy is very generic
 HR practices are mainly focused on administrative duties. The Board of Directors
has identified the need to embrace HR practices as an essential strategic tool for
business advancement.
 Training on HR practise is required for management
 Staff lament a lack of communication from the top
 Sense of working in silos
Remuneration (average) for each role is as followed:

 Board of Director – 25-50 k/year
 CEO – 250 k/year
 CFO – 180 k/year
 Managers – 120k/year
 Receptionist $ 52k/year
 Officers (including team members in the Marketing dept) $ 65k/year
 Team Leader $ 78k/year
 Trainer (ongoing) $ 85k/year
 Trainer (contractor): $ 80/hour. Trainers who deliver corporate training receive a
generous daily allowance when outside Melbourne ($250/day), all travel and
accommodation expenses are paid for by MMI.
Note:
 The above remuneration must be considered pro-rata for part-time staff.
 Superannuation is excluded and should be added at 10% to employee's ordinary
earnings
 Superannuation is paid to contractors (business trainers)


BSBCRT511 - Assessment Task 2 v2

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Assessment

------OFFICE USE ONLY-----

◻ Student requested reasonable adjustment for the assessment

BSBCRT511 - Develop critical thinking in others V3 2021 Page 2

 Report in Task 2.1A

This is evidenced by:

This is evidenced by:

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This is evidenced by:

Feedback to participants was provided.

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This is evidenced by:

Task Outcome: Satisfactory ☐ Not Yet Satisfactory ☐

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Task 2 – Establish a critical thinking environment

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What is this You have been engaged as a consultant by MMI Professional

You are required to:

1. Analyse and evaluate critical and creative thinking in the

Task 2 focuses on point 1 and 2.

This task comprises of the following assessment methods:

It has been designed to evaluate your ability to/competency in:

 Research models of critical and creative thinking

Your assessor will be looking for demonstrated evidence of your

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You are required to address the following:

 Task 2.2 Facilitate critical and creative thinking

What do I need to  submit the completed assessment tasks, according to

Specifications You must deliver/participate in:

 Brainstorming session (Role-Play) in week 4.

You must submit to GOALS

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 Strategy for cross-pollination of ideas

Resources and • Computer with Internet access

Re-submission You will be provided feedback on your performance by the

Complete the following activities:

A. Analysis and evaluation of the current organisational environment

Your first step is to review and evaluate the following:

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Describe the difference between Innovation:

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Are you an innovative person? Yes

What is not the characteristic of a 1. He uses logical skills in reasoning.

Why is it important to use both

Critical thinking is something we can A. True

Critical thinking is criticizing A. True

People use creative thinking to look Yes

Creative thinking means being very Yes

B. Addressing identified needs

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Policy Improvement 3 months 5000 HR manager

Teamwork 1 month 2500 Client service

Audit focus groups 3 months 2600

Networking 1 month 3200 IT Manager

Document the social media post in the space provided below.

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The article must be:

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Cross-pollination is all about combining the intellectual capital of individuals with

Task 2.2 Facilitate critical and creative thinking opportunities