7.BSBLDR602 Assessment 2 Learner

BSBLDR602 Provide leadership across the organisation
Learner Instructions 2
(Influence groups and individuals)
Submission details
Students Name
Student ID
Group
Assessor’s Name
Assessment Date/s
The Assessment Task is due on the date specified by your assessor. Any variations
to this arrangement must be approved in writing by your assessor.
Submit this document with any required evidence attached. See specifications below
for details.
Performance objective
You will demonstrate knowledge and skills required to influence groups and
individuals.
Assessment description
Using the workplace scenario information provided, you will plan the implementation
and resourcing of an organisational change strategy, consult with various
stakeholders, and implement a key part of the change strategy. At all stages, you will
build support for the implementation.
Note: You will need to keep copies of the work you undergo in this assessment task
for further use in Assessment Task 3.
BSBLDR602 Learner Instructions 2

Version: 1.1
Implemented: 2nd July 2021
To be reviewed: 2nd July 2023
Responsibility: Operations Manager
RTO Code: 0249, CRICOS Provider Code: 03282E
© MVJ Enterprises Pty Ltd t/a Perth College of Beauty Therapy, YES College Page 1 of 25
Procedure
1. Review the simulated business documentation, including policies and

procedures, in Appendix 1: Max Lionel Realty. Review templates contained in
Appendix 2: Assessment Templates for possible use or adaptation in
completing assessment task requirements.
2. Review the scenario information below.
3. Develop action plan for implementation of the change strategy.
4. Develop a budget for the strategy.
5. Develop a communication plan for the change strategy.
6. Arrange a time to meet with CEO (your assessor) to discuss planning. Prepare
to:
a. employ appropriate leadership style
b. discuss plans and budget and gain support
c. explain how plans meet organisational, legal requirements, etc.
d. explain how communication plan accounts for needs of internal and
external groups. Explain what approaches will be taken to ensure the
organisation is reflected positively in the media.
e. discuss modes of communication (e.g. presentations, flyers, posters,
training notes, etc.) in implementation plans
f. explain how plans align to organisational risk management plans; for
example, explain how the change strategy mitigates certain risks outlined
in the risk register
g. discuss the approach to be taken in upcoming consultation with
managers (key part of implementation).
7. Revise plans/budget based on consultation with CEO. Keep drafts of plans to
provide evidence of consultation and continuous improvement.
8. Consult with managers (individuals chosen by your assessor to play the roles of
managers) to implement part of change management strategy (inform
managers of change processes, gain support, seek feedback and suggestions
for improvement). Ensure you:
a. employ an appropriate leadership style

Version: 1.1
b. model and encourage ethical behaviour.

9. Revise plans/budget based on consultation with managers. Keep drafts of plans
to provide evidence of consultation and continuous improvement.
10. Submit documentation as per specifications below.

Version: 1.1
Specifications
You must:
● meet with CEO (your assessor) to approve change strategy
● plan and deliver a presentation to managers on the change strategy
● submit:
○ action plan for implementation

○ budget
○ communication plan
○ drafts of evolving planning documents
○ presentation notes, PowerPoint slides, etc.
Your assessor will be looking for:

● how you communicate and inspire the trust and confidence of others and
ensure their cooperation and support
● how you explain business ethics and their application
● how your knowledge of leadership styles and their application supports the
organisation
● an explanation of the impact of legislation, codes and by-laws relevant to the
organisation’s operations
● how you incorporate the organisation mission, purpose and values into your
plan
● how you describe the organisation objectives, plans and strategies in your plan
● how you discuss, initiate and implement the organisational change processes.

Version: 1.1
Candidate: I declare that this work has been completed by me

honestly and with integrity and that I have been assessed in a
Signature: ___________________
fair and flexible manner. I understand that the Institute’s
Student Assessment, Reassessment and Repeating Units of
Competency Guidelines apply to these assessment tasks. Date: ____/_____/_____

Version: 1.1
Scenario
You are the Operations General Manager at Max Lionel Realty (MLR). The CEO,
Max Lionel, has asked you to initiate and implement a change strategy to improve
organisational culture and ensure ethical and legal compliance of agents. Key
outcomes of the strategy will be:
● development of an ethics charter for the business based on WHS
responsibilities and Real Estate Institute of Victoria (REIV) Code of Conduct
● revisions made to existing policies and procedures to incorporate use of charter
by agents
● training for managers and agents on use of charter, WHS responsibilities and
legal/ethical responsibilities.
Previous needs analysis for this strategy has uncovered characteristics and
requirements of various groups and stakeholders:

Version: 1.1
Agents (40) Clients Tenants/wider

community
● under stress; time- ● cynical: e.g. ‘Why do I ● sometimes feel

poor have to pay attention discriminated against
● highly trained and to MLR’s internal on basis of:
competent in selling business? I just want ○ lifestyle
and managing real them to manage my
○ family status
estate property’
○ cultural
● unaware of legal, ● time-poor
background
ethical requirements; ● not sure of MLR
○ income, etc.
just want to please obligations and
clients commitment to best-of- ● residential agents have
breed client service been rude or
● even if aware, have no
and ethical practice, insensitive on
idea how to apply to
REIV Code of Conduct occasion: e.g. ‘You
daily client practice
wouldn’t treat your rich
● unclear on overall ● feel that it’s the agent’s
clients or investment
strategic aims of MLR obligation to fill
partners this way’
rental/lease properties
● culturally diverse. ● do not feel they are
according to client
wishes: e.g. ‘I choose adequately consulted
who lives in/leases my ● residential/commercial
property’ agents/clients have let
● culturally diverse. themselves in without
consultation
● inspections are
sometimes
unannounced
● feel that the real estate
business is crooked
● culturally diverse.

Version: 1.1
The following resources are available from preferred suppliers, Ace Consultants:
Human resourcing Cost
Developer/writer $120/hr
Advertising and promotions consultant $150/hr
Quality assurance person/editor $120/hr
WHS trainer/facilitator $120/hr
Anti-discrimination trainer/facilitator $120/hr
Mary Stewart (WHS consultant) $150/hr
John Ng (CPA) $150/hr
Pat Lee (Lawyer; anti-discrimination expert) $150/hr
Other resourcing
Off-site training room (catered ) with space for ten people $400/hr
Promotions package: email, social media, trade magazine $4000

placements, local newspaper copy
The total budget for the change strategy: $12,000

You will need to:
● develop a draft action/implementation plan for the implementation of the
strategy, including all activities to be undertaken and timelines for entire project
● develop a draft communications plan for internal and external stakeholders
● consider resourcing requirements and develop a draft budget
● consider modes of communication and outline new technologies which would

benefit promotion of plan

Version: 1.1
● include in action/implementation plan (and communication plan) a meeting with

managers as a key part of building support for change strategy and gaining
input
● meet with CEO to approve draft planning documents
● meet with managers to present draft strategy and gain input

Version: 1.1
Consultation with CEO
Operations Manager: Hello , Sir.

CEO: Hi, how are you?
Operations Manager: I am fine, Sir. How are you?
CEO: I am fine too.
Operations Manager: I am sure, you know why I am here.
CEO: Yes, in fact, I am looking forward to hearing from you. Let`s start with the plans and
the budget. I went through the preliminary draft. I have a few recommendations on the
budget plan and the implementation. However, I want to hear from you.
Operations Manager: Sure, Sir. We have estimated that the company would have a surplus
amounting to $ 1,850,529. We aim to Engage with customers/build an ethical profile.
CEO: What are the expected outcomes?
Operations Manager: We aim to raise the organizational profile by 20% and improve client
satisfaction performance by 25%. Further, we also expect to increase the revenues by 20%
within the third quarter, Reduce direct and indirect costs of operations by 10%. Engage
workers with strategic goals of the business and support professional development in line
with strategic goals. (Targets to be set by individual managers. Improve the health of
employees (range of specific areas).
CEO: Yes, I saw that. However, I was thinking if we can reduce costs in a few of the areas.
Can we reduce the expenses you have allocated for staff travel, transport, accommodation,
and Premises expenses? Can we cut the cost?
Operations General Manager: Well, the cost is commensurate with the market trend. But I
will discuss it with the HR Manager and see what can be done.
CEO: I recommend you please align the plan with necessary legal and organizational
requirements.
Operations General Manager: Yes, we have aligned this plan to Privacy Act 1988 (Cwlth),
Estate Agents Act 1980 (Vic), Equal Opportunity Act 2010 (Vic), Occupational Health and
Safety Act 2004 (Vic), Dangerous Goods Act 1985 (Vic), AS/NZS 4804:2001 Occupational
health and safety management systems – General guidelines on principles, systems and
supporting techniques, Corporations Act 2001 (Cwlth), A New Tax System (Goods and
Version: 1.1
Services Tax Administration) Act 1999 (Cwlth), A New Tax System (Goods and Services
Tax) Act 1999 (Cwlth), Income Tax Assessment Act 1997 (Cwlth), Fair Work Act 2009
(Cwlth), Occupational Health and Safety Act 2004 (Vic).
CEO: How do you plan to convene (communicate) this implementation plan?
Operations General Manager: Well, we will use social media, presentations, flyers, posters,
training notes, etc.
CEO: How do you plan to reduce the WHS risks associated with the recent incident at the
staircase?
Operations Manager: We Regularly inspect, clean, maintain and repair stairs and handrails
to keep them in good condition. We would also be implementing the following actions:
• Clean up spills, wet spots, or any debris as soon as possible
• Fix any loose or protruding part of the surface of stairs and handrails
• Do not store items on stairs
• Maintain the tread surface and nosing with slip-resistant surfacing
• Maintain/use contrast on nosing
• Fix faulty lighting
• Implement a responsive hazard reporting and maintenance program.
CEO: Will you please explain how plans align to organizational risk management plans?
Operations Manager: A proper risk mitigation plan will weigh the impact of each risk and
prioritize planning around that impact. The Risk mitigation under this plan focuses on the
inevitability of such incidents that happened recently and We expect the plan would be
effective in such situations where a threat cannot be avoided entirely. Rather than planning
to avoid risk, mitigation deals with the aftermath of a disaster and the steps that can be taken
prior to the event occurring to reduce adverse and, potentially, long-term effects.
CEO: How do you plan to discuss the approach to be taken in the upcoming consultation
with managers?

Version: 1.1
Operations Manager: We would present the plans to them and ask them for their feedback.
We are aware that despite the precautions we cannot avoid the risks. However, we would
discuss how we can implement the strategy and keep track of the progress.
CEO: Very well, I think we are good to go with the plan. It`s a green flag from my side and
would help you with the finance and other technical support when required.
Consultation Meeting with Manager

Operations Manager: Hello, Everyone.
Managers: Hello.
Operations Manager: I hope everyone received my mail and went through the documents.
We are gathered here so that we can collectively come up with a concrete plan and develop
a strategy to adhere to the changes in the plans from now on.
Managers: Yes. We are ready. We should go for it.
Operations Manager: (To the Chief Financial Officer) Riz, I just wanted to know if you
have any issues with the finance for the project. I had a discussion with the CEO and he was
asking if we can reduce costs from the staff’s travel and accommodation?
CFO: Well, we can do that. But I would want the HR Manager to convene this with the
staff.
HR Manager: I will do that. How do you plan to train the agents and staff on dealing with
the client situations that we recently had?
Operations General Manager: Well, we have plans of inviting the relevant experts from the
industry who have experience of managing such WHS situations. I would like to ask if we
can allocate 3 hours each week for two months for such training.
HR Manager: Yes, we should do that.
CFO: I will make amendments to the financial plan and will send it back to you.
Operations General Manager: Sounds good.
HR Manager: Actually, I had concerns about the solutions to risks associated with WHS and
how are we supposed to deal. How can we reduce the risks associated with our sites?
Operations General Manager: We will implement a four-pronged approach. We will:
 Identify hazards—find out what could cause harm.

Version: 1.1
 Assess risks, if necessary—understand the nature of the harm that could be caused by
the hazard, how serious the harm could be, and the likelihood of it happening. This step
may not be necessary if you are dealing with a known risk with known controls.
 Control risks – implement the most effective control measure that is reasonably
practicable in the circumstances and ensure it remains effective over time.
 Review hazards and control measures to ensure they are working as planned.
HR Manager: Sounds like a good plan.
Operations General manager: Well, we will wind up. I have mailed you the implementation plan. I
would love to hear if you have anything.
Manager: Sure.
Action/implementation plan
Scenario 1
You are the Operations General Manager at Max Lionel Realty (MLR). The CEO, Max Lionel has asked you to initiate
and implement a change strategy to improve organisational culture and ensure ethical and legal compliance of
agents. Key outcomes of the strategy will be:
 development of an ethics charter for the business based on WHS responsibilities and Real Estate Institute
of Victoria (REIV) Code of Conduct (two item)
 revisions made to existing policies and procedures to incorporate use of charter by agents (three item)
 training for managers and agents on use of charter, WHS responsibilities and legal/ethical responsibilities
 (two item)
Milestone date 2~3Day
Item Milestone date Responsibility

Version: 1.1
Cleaning staff should carry out their duty 2 days Project manager
properly and their work supervised
regularly to reduce chances of oily
substance on the floor thus curbing the risk
of falling and further accidents.
It is up to the Human Resource manager to 3 days HR department

recruit reputable and skilled staff to avoid
any occurrences of that nature in the
future.
Duty of care requires that Max Lionel 4 days GM department

Reality creates a safe working environment.
Our preferred suppliers’ Ace consultants
will facilitate the new Human Resource to
enforce the action plan.

Version: 1.1
carries out electrical work on or near Every Week Electrical Worker
energised electrical equipment
ensuring fit-for-purpose plant, machinery Every day Everyone

and equipment is used at the workplace
encouraging workers to report concerns Every day Everyone

they may have about work-related fatigue

Version: 1.1
Budget
The total budget for the change strategy: $12,000 not too much
Project Name:
Income Incl. GST Excl. GST
Commissions, fees from clients $25660 $23094
Investment income $15670 $14103
Cost of provision of services $1504 $1353
Total income $39825 $3,5843
Expense Incl. GST Excl. GST
Wages, salaries and on costs $15678 $14111
Consultancy fees $500 $450
Communication expenses $420 $378
Staff travel, transport and accommodation $555 $499
Premises expenses $2500 $2250
Capital expenditure $1200 $1080
Depreciation and amortisation $1775 $1598
Office supplies $650 $585
Professional fees $621 $559
Subtotal $23902 $2151
Contingency (+10%) $0 $0
TOTAL $11,923 $11,331
Signature: Date:
/ /

Version: 1.1
Communication plan
What Who Purpose When/frequency Type/methods
Initiation All stakeholders. Gather information Before project start Meeting.

meeting for initiation plan. date / weekly
Distribute All stakeholders. Distribute plan to Before kick-off Project snapshot

project alert stakeholders of meeting / one per distributed via hard
initiation plan project scope and to month copy or
gain support. electronically.
May be posted on
project website.
Project kick- All stakeholders. Communicate plans At or near project Meeting.

off and stakeholder start date / once
roles/
responsibilities.
Encourage
communication
among stakeholders.
Status reports All stakeholders and Update stakeholders Within project date / Distribute status
project officer. on progress of the weekly report electronically
project. and post via website.
Team Entire project team. To review detailed Within project date / Meeting: detailed
meetings plans (tasks, weekly plan.
Individual meetings
assignments, and
for sub- teams as
action items).
appropriate.
Media and Marketing team. Promote benefits of As determined by Internet Magazine

community the project to marketing team.
Radio.
promotion community.

Version: 1.1
Short report -Draft of Evolving Planning Document
Employ appropriate leadership style
A leadership style refers to a pattern of behaviour and actions leaders use to achieve the desired
outcomes. It describes how they set up standards for the team, develop their teams’ short- and long-term
goals, listen to employees, provide them with the feedback, motivate, reward and punish them.
Here are six main leadership styles (Goleman, 2002):
● Commanding
● Pacesetting
● Visionary
● Affiliative
● Democratic
● Coaching
Coaching Leadership Style

The main objective of this style is to develop your employees. When using this style you inquire about
what they learned and what they could improve or do differently. You help them develop their long-
term goals, identify strengths and weaknesses, provide feedback and motivate them to improve. You
look at mistakes as learning opportunities, talk to employees in a form of open questions and listen to
them inventively.
This style is appropriate when your team is well established, consists of experienced and motivated
employees who understand the company’s goals. The approach works in the environments that requires
employee innovation and risk taking and when you have deep knowledge of your employees’ work
areas. Beware that this style is powerful, yet somewhat inefficient and risky when employees perceive it
as micromanaging.
Discuss plans and budget to gain support from stakeholders

1 Engage with customers/build ethical profile:
● raise organisational profile by 20%
● improve client satisfaction performance by 25%. ? Percentage of brand recognition in sought-
after categories in periodic customer surveys.
● Percentage of customers with positive view of organisational responsiveness, innovation,
quality.
● Number of client/tenant complaints. ? Project to raise awareness of anti-discrimination, WHS
and other legislation/codes of conduct among agents, clients, tenants.
● Conduct of quarterly surveys: clients and tenants.
● Training needs analysis and training of agents.
● Ensure agents disclose a potential conflict of interest to clients, and tenants.
● Development of ethical charter, including principles all agents must follow.
2. Increase revenues by 20% within the third quarter
 Total income.
● Agent income.
● Investment income.
● investigate resourcing needs: number of agents; personnel; office equipment, cars, etc.
● Fulfil resourcing needs in accordance with policies and procedures.
3 Reduce direct and indirect costs of operations by 10%.
 General ledger accounts; financial statements:
● wages
● cost of agent services
● consultancy fees
● Wastage and associated expenses.
● Renegotiate with suppliers.
● Research potential new suppliers.
● Management engagement with employees to achieve greater employee support of organizational
goals.
● Include an explanation of how activities work with organizational strategic goals in all
communications to internal personnel.
● Greater use by managers of budgets to encourage restraint.
● Greater focus on budget restraint in the management of projects.
4 Engagement with employees to achieve greater buy in Max Lionel Realty operational plan
(summary) FY 2012/2013
● Numbers of coaching sessions completed.
● Numbers of operational–related training programs completed. of organizational goals.
● Include an explanation of how activities work with organizational strategic goals in all
communications to internal personnel.
● Regular coaching.
● Training needs analysis and training.
● Strategic goals included in the induction program for estate agents.
● Employee incentives for performance in all areas relevant to operational and strategic goals.
5 Improve the health of employees (range of specific areas). Numbers of injuries (Target =
0).
 Numbers of absentees
Explain how plans meet organizational legal requirements

● Appropriate insurances held and coverage reviewed annually.
● Managers encouraged and incentivised to follow performance management policy.
● Employee performance plans align with business plan and six-monthly review process in place.
● Project to raise awareness of antidiscrimination, WHS and other legislation/codes of conduct
among agents, clients, tenants
● Appropriate HR policies and procedures in place.
● WHS management system in place. ? Industry benchmarking in all areas of organisational
performance
● Conduct periodic reviews of agent performance to ensure professional conduct
● Staff trained in use of technology as needed.
● Keep abreast of changes in potential liabilities.
● Review and develop HR related policies where required.
● Development of ethical charter, including principles all agents must follow.
Explain how communication plan accounts for needs of internal and external groups
● Pre-registered list of preferred suppliers
Max Lionel Realty shall maintain a pre-registered list of preferred suppliers, following a request for
expressions of interest and an evaluation of the submissions. Suppliers can request to be evaluated for
inclusion on the existing pre-register list at any time.
All purchases under $5,000 may be made from preferred suppliers without undertaking a competitive
process. Purchases above $5,000 where a preferred supplier exists should include a competitive process
if practicable.
This list is reviewed at regular intervals with admission of interested parties on a rolling basis. Care
should be taken to ensure that such lists are used in an open and non- discriminatory manner. Max
Lionel Realty encourages new contractors to provide information on their experience, expertise,
capabilities, pricing, fees, and current availability. It is in the interest of the organisation that the pool of
potential suppliers is actively maintained and updated. Employees should be encouraged to provide
reports of their experiences in working with each contractor/consultant to assist future decisions
concerning commissioning suitable contractors and consultants.
● Avoid conflict of interest
Employees and directors are required to be free of interests or relationships in all aspects of the
procurement process. Employees and directors are not permitted to personally gain from any aspect of a
procurement process.
Employees and directors shall ensure that to the best of their knowledge, information and belief, that at
the date of engaging a contractor no conflict of interest exists or is likely to arise in the performance of
the contractor‘s obligations under their contract.
Should employees or directors become aware of potential conflicts of interest during the contract period,
they must advise the CEO and the Board of Directors immediately.
Prior to any situation arising with potential for a conflict of interest, complete disclosure shall be made
to the CEO and the Board of Directors to allow sufficient time for a review.
Discuss modes of communication (e.g. presentations, flyers, posters, training notes, etc.) in
implementation plans
● Advertising
One of the most common forms of marketing communications is advertising, which involves a paid
message you create and place in a specific media. Examples include running ads on TV or radio
stations, in magazines and newspapers, using outdoor media such as billboards or vehicles or placing
banners or pay-per-click displays on websites. If you are launching a product, your ads attempt to create
awareness. Retail ads try to generate sales, while image advertising reinforces your brand message.
● Personal Selling
When you sell face-to-face, you use personal selling. This includes phone calls, sales visits and in-store
sales staff. You can hire independent sales reps or a telemarketing firm or hire your own inside or
outside or sales staff. Some personal sales calls are preceded by sales letters, emails or collateral
materials such as brochures or media kits.
● Sales Promotion
A promotion is a temporary activity aimed at boosting sales and revenue. These include discounts, sales,
rebate programs, buyer and birthday clubs, coupons, buy-one-get-one- free deals and contests.
Promotions often aim to help you move slow-selling inventory, get customers to try new products and
services or get new customers to try your product or service. Promoting one of your core products might
backfire if customers get the message you have to discount it to sell it, sending up a red flag in their
minds regarding quality.
● Direct Marketing
Direct marketing occurs when you give customers an opportunity to respond using information in the
ad, rather than heading to a store. This might include a TV ad that tells customers to “Call now!,” and
provides a phone number. A radio ad might tell listeners that if they call in the next 30 minutes, they
receive a discounted price. Many catalogs and websites include toll-free numbers on each page to
encourage direct sales. Placing an order form with a self-addressed, stamped envelope in a direct mail
catalog is another example of direct selling.
● Public Relations
Public relations involves getting others to talk about you without being paid. The most traditional form
of public relations is the press release, sent to media outlets with newsworthy information the outlet
feels will benefit its readers. A magazine probably won’t run a free announcement about a sale you’re
having but might let readers know about the sale if you are donating a portion of the proceeds to a local
charity. Some marketers consider social media campaigns public relations because they encourage the
public to recommend you to their peers. Others put social media tools into the promotions category,
since your messages are often sales-oriented.
● Sponsorship
When you pay to support another organization’s activities, you create a sponsorship. This might include
taking the title sponsorship of a 5K race, becoming a supporting sponsor of a concert or becoming a
partner or official product sponsor of a charity. The goal of sponsorships is to get your message to the
organization’s or activity’s audience without having to do all of the work or bear all of the expense
yourself.
How plans align to organization risk management plans

Risk management involves the systematic identification, analysis, treatment, and, where possible, the
implementation of appropriate risk-mitigation strategies. It is integral to efficiency and effectiveness to
proactively identify, evaluate, and manage risks arising out of procurement-related activities. The risks
associated with procurement activity must be managed in accordance with the organization‘s risk
management policy.
Consultation with Managers

Effective Consultation between Managers, Supervisors, Workers, and Others involves four steps, which
are:
● Talk to each other about health and safety concerns
● Listen to concerns and raise concerns
● Seek and share views and relevant work health and safety information
● Consider what workers and others say and give them a reasonable opportunity to contribute to
the decision making process

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BSBLDR602 Provide leadership across the organisation

BSBLDR602 Learner Instructions 2

1. Review the simulated business documentation, including policies and

BSBLDR602 Learner Instructions 2

b. model and encourage ethical behaviour.

BSBLDR602 Learner Instructions 2

● plan and deliver a presentation to managers on the change strategy

○ action plan for implementation

Your assessor will be looking for:

BSBLDR602 Learner Instructions 2

Candidate: I declare that this work has been completed by me

BSBLDR602 Learner Instructions 2

BSBLDR602 Learner Instructions 2

Agents (40) Clients Tenants/wider

● under stress; time- ● cynical: e.g. ‘Why do I ● sometimes feel

BSBLDR602 Learner Instructions 2

Human resourcing Cost

Advertising and promotions consultant $150/hr

Quality assurance person/editor $120/hr

WHS trainer/facilitator $120/hr

Anti-discrimination trainer/facilitator $120/hr

Mary Stewart (WHS consultant) $150/hr

John Ng (CPA) $150/hr

Pat Lee (Lawyer; anti-discrimination expert) $150/hr

Promotions package: email, social media, trade magazine $4000

The total budget for the change strategy: $12,000

● consider resourcing requirements and develop a draft budget

● consider modes of communication and outline new technologies which would

BSBLDR602 Learner Instructions 2

● include in action/implementation plan (and communication plan) a meeting with

● meet with managers to present draft strategy and gain input

BSBLDR602 Learner Instructions 2

Operations Manager: Hello , Sir.

• Clean up spills, wet spots, or any debris as soon as possible

• Do not store items on stairs

• Maintain the tread surface and nosing with slip-resistant surfacing

• Maintain/use contrast on nosing

• Fix faulty lighting

• Implement a responsive hazard reporting and maintenance program.

BSBLDR602 Learner Instructions 2

Consultation Meeting with Manager

BSBLDR602 Learner Instructions 2

Milestone date 2~3Day

Item Milestone date Responsibility

BSBLDR602 Learner Instructions 2

It is up to the Human Resource manager to 3 days HR department

Duty of care requires that Max Lionel 4 days GM department

BSBLDR602 Learner Instructions 2

ensuring fit-for-purpose plant, machinery Every day Everyone

encouraging workers to report concerns Every day Everyone

BSBLDR602 Learner Instructions 2

Income Incl. GST Excl. GST

Commissions, fees from clients $25660 $23094

Investment income $15670 $14103

Cost of provision of services $1504 $1353

Total income $39825 $3,5843

Expense Incl. GST Excl. GST

Wages, salaries and on costs $15678 $14111

Consultancy fees $500 $450