Following the meetings that have taken place, record and store meeting documentation

Project 2
according to organisational policies and procedures.

Page 1 of 14
BSBADM502 Manage meetings
RTO Provider No. 52146 |CRICOS Provider No. 02789G|
V3_04/10/2017_POB
Assessments Judgement Summary : Project
This should be used by the trainer/assessor to document the learner’s skills,
knowledge and performance as relevant to the assessment. Indicate in the
table below if the learner is deemed Satisfactory (S) or Not Satisfactory (NS)
for the activity or if reassessment is required. 1.2. Provide opportunities to
individuals and workgroups to contribute to the identification of resource
requirements

Resource examples, as provided, include:

 Human resources

 location/premises

 Ohs resources

 Plant/machinery

 Raw materials

 Refurbishment

 Staff amenities

 Stock and supplies

 Storage space

 Technological equipment/software

 Training materials

How could individuals and workgroups contribute to the identification of resource

requirements?

A workgroup

 Two or more individuals who routinely function like a team

 Work groups are much more numerous than teams

 Workgroups operate on three levels, dependent level, independent level and

interdependent level

 All are designed to achieve a common goal and may or may not work next to one
another or in the same department

Dependent-level work groups

Page 2 of 14
BSBADM502 Manage meetings
RTO Provider No. 52146 |CRICOS Provider No. 02789G|
V3_04/10/2017_POB
  Dependent-level work groups are the traditional work unit or department groups
with a supervisor who plays a strong role as the boss.

 Almost everyone has had some experience with this work setup, especially in a first
job.

 Each person in a dependent-level work group has their own job and works under
the close supervision of the boss.

 The boss is in charge and tells the employees the do's and don'ts in their jobs.

Contribute constructively to a dependent-level workgroup

 Helping each other and covering for one another do not occur often and do so
mostly under the direction of the supervisor.

 In fact, most problem solving, work assignments, and other decisions affecting the
group come from the supervisor.

 A dependent-level work group can perform well in the short term. But for the long
run, because group members operate separately and mostly at the direction of the
supervisor, such work groups don't seem to go anywhere.

 Maintaining the status quo and keeping operations under control are what they do
best.

 Creating improvements, increasing productivity, and leveraging resources to

support one another are quite uncommon with dependent-level work groups.

Independent-level work groups

 Independent-level work groups are the most common form

of work groups on the business scene.

 Like a dependent-level work group, each person is

responsible for his or her own main area.

 But unlike the dependent level, the supervisor or manager

tends not to function like the controlling boss.

 Instead, staff members work on their own assignments with

general direction and minimal supervision.

Contribute constructively to an independent -level workgroup

If members of an independent-level work group receive the managerial guidance and support they
need on the job, such a work group can perform quite well.

 Sales representatives, research scientists, accountants, lawyers, police officers,

librarians, and teachers are among the professionals who tend to work in this
fashion.

Page 3 of 14
BSBADM502 Manage meetings
RTO Provider No. 52146 |CRICOS Provider No. 02789G|
V3_04/10/2017_POB
  People in those occupations come together in one department because they serve a
common overall function, but almost everyone in the group works fairly
independently.

Interdependent-level work groups

 Members of an interdependent-level work group rely on each other to get the work
done.

 Sometimes members have their own roles and at other times they share
responsibilities.

 In either case, they coordinate with one another to produce an overall product or
set of outcomes.

 When this interdependence exists, you have a team.

 By capitalising on interdependence, the team demonstrates the truth of the old

saying: The whole is greater than the sum of its parts.

Contribute constructively to an interdependent -level workgroup

 An independent work group can often be brought up to speed faster than an

interdependent group. It simply takes more time to get a group of individuals to
work as a team than to set a group of individuals off on their independent
assignments.

 Yet when teams move into a high-

functioning and high-producing state,
where they capitalize on interdependence,
they can outperform all other types of work
groups.

 So, if you want a quick fix, don't look to

teams: but if you want to see strong results for the long term, do look to teams.

To call a group a team does not make them a team

 Work groups have a strong individual focus and teams have a strong collective focus.

 The individual is not lost on a team, but that person's work is coordinated to fit in with the
greater good.

 Team concerns are much more focused on the outcomes of the overall unit rather than an
individual's accomplishments.

Page 4 of 14
BSBADM502 Manage meetings
RTO Provider No. 52146 |CRICOS Provider No. 02789G|
V3_04/10/2017_POB
 Help staff feel comfortable about sharing information relevant to work with
workgroups

 Many organisations simply encourage sharing of information for selfish reasons as many
groups or supervisors may not have all the answers and sharing those answers to relevant
questions gives groups what they need to know before they need to know it!

When to provide information relevant to the workgroup

 Sharing information isn't enough. You should try to provide workgroups with the
RIGHT information that they need (not too little, not too much) when they need it.

Collaboration

 Improves focus on the designated goals

 Encouraging colleagues to communicate the problem to be solved or a suggested

strategy for the solution

 Team members need to know what they are supposed to share with open
communication channels and what constitutes success

 Are there any constraints on how they do it

 Does the communication need to be shared effectively to the entire team or just to
a colleague

 will the shared information ensure designated goals are met and any other
obstacles are clearly in focus

Sharing information relevant to work with workgroup will increase productivity

 Workgroups will get more done if they can easily find the information that they
need because it was clearly outlined from the start.

 However, if not, then good

information relevant to the work in
hand can prevent duplication of
effort, which impacts on schedules,
budgets, and team morale

Sharing information assists in fewer

errors

 Correct information relevant to workgroups produces fewer mistakes and if

problems do arise, informed workgroups can quickly identify them and ‘collaborate’
to fix them

Page 5 of 14
BSBADM502 Manage meetings
RTO Provider No. 52146 |CRICOS Provider No. 02789G|
V3_04/10/2017_POB
 Clarifying the organisation’s preferred task completion methods, for example, will
make for better decisions along the way

 Good communication is critical if you want the people in your workgroup to all
focus in the same direction

Page 6 of 14
BSBADM502 Manage meetings
RTO Provider No. 52146 |CRICOS Provider No. 02789G|
V3_04/10/2017_POB
Activity 1B

Page 7 of 14
BSBADM502 Manage meetings
RTO Provider No. 52146 |CRICOS Provider No. 02789G|
V3_04/10/2017_POB
1.3. Ensure resource expenditure is realistic and makes efficient use of
available budget resources

 What is realistic to you or your organisation?

 Why would it differ to another similar

company?

 What if it’s unrealistic?

 What are the rules?

Be realistic

Resource expenditure budgets are no different to any other

kind of budget.

 Resources are part of the business function, so requirements should be considered

and analysed the way all other business projects are.

 Management will make assessments to resource expenditure in a similar way to any

other expenditure.

What is a business resource?

 Business resource encompasses a wide range of human, hardware, software and

services that keep organisations running and ‘optimally’ enhance those
organisational operations.

 Resources will range over almost every function of a business from accounting to
customer communications to product design and development.

 Many options are available to organisations and the range varies dramatically in the
functionality, range, capacity and scope, depending on the needs of the
organisation.

 Better performance of business resource comes with more requirements to

maintain performance of the business.

 Ultimately, the performance of a resource is also valued in most organisations in

keeping them ahead in a competitive marketplace.

 Resources are generally linked to all of the performance measures and output
expectations of an organisation.

Page 8 of 14
BSBADM502 Manage meetings
RTO Provider No. 52146 |CRICOS Provider No. 02789G|
V3_04/10/2017_POB
 Link budget development to corporate strategy

 Because the budget expresses how resources will be allocated and what measures
will be used to evaluate progress, budget development is more effective when
linked to overall corporate strategy.

 Linking the two gives all managers and employees a clearer understanding of
strategic goals.

 This understanding, in turn, leads to greater support for goals, better coordination
of tactics, and, ultimately, to stronger companywide performance.

Design procedures that allocate resources strategically

 Within any company, competition for resources is inevitable.

 Every function and business unit needs funding for both capital and operating
expenses - usually in excess of the actual resources available.

 This makes it critically important for companies to design procedures so that

resources are allocated to support key
strategies.

Reduce budget complexity and cycle

time

 Your organisation should strive to

reduce budget complexity and
streamline budgeting procedures.

 Such streamlining allows management

to collect budget information, make
allocation decisions, and communicate final targets in less time, at lower cost, and
with less disruption to the company's core activities.

Reduce budget complexity Examples:

 Controlling the number of budgets that are needed

 Standardise budgeting method

 Minimise the amount of detail included in the reports used to develop budgets

 Use information technology to automate budgeting and facilitate workflow

Page 9 of 14
BSBADM502 Manage meetings
RTO Provider No. 52146 |CRICOS Provider No. 02789G|
V3_04/10/2017_POB
 Activity 1C

Page 10 of 14
BSBADM502 Manage meetings
RTO Provider No. 52146 |CRICOS Provider No. 02789G|
V3_04/10/2017_POB
1.4. Present recommendations on resource requirements in the required
format, style and structure using relevant business equipment and
technology

Business equipment and technology may include:

 Answering machine

 binder

 Computer

 Fax machine

 Photocopier

 Printer

 Shredder

 Telephone

How you present your argument or

recommendation to expend budget on resources, will vary both on circumstances and organisational
policy.

From there it may involve a procedure or justification process depending on the size of the budget
and the type of organisation.

When using business equipment, you may come across common faults. Think about the equipment
that you use within your own organisation; what faults occur?

For example, when using a computer, you can come across common faults such
as:
 It may run too slow

 Storage may become limited

 It may start switching itself off

 It may not download anything

 The internet may not work.

Present recommendations on resource requirements in the required format.

Page 11 of 14
BSBADM502 Manage meetings
RTO Provider No. 52146 |CRICOS Provider No. 02789G|
V3_04/10/2017_POB
Activity 1D

Page 12 of 14
BSBADM502 Manage meetings
RTO Provider No. 52146 |CRICOS Provider No. 02789G|
V3_04/10/2017_POB
 2. Acquire and allocate resources

2.1 Acquire physical resources and services in accordance with organisational

requirements

2.2 Check resources to ensure quality and quantity are in line with service agreements

2.3 Allocate resources promptly to enable achievement of workgroup objectives

2.4 Ensure consultation with individuals and teams on allocation of resources is

participative and is conducted using appropriate interpersonal skills

Learner’s name
Assessor’s name
Unit of Competence: Code and Title BSBADM502 Manage meetings
Date(s) of assessment

Has the activity been answered and performed fully, as required to assess the Yes No
competency of the learner?
(Please circle)

Has sufficient evidence and information been provided by the learner for the activity? Yes No
(Please circle)

Comments

Provide your comments here:

Page 13 of 14
BSBADM502 Manage meetings
RTO Provider No. 52146 |CRICOS Provider No. 02789G|
V3_04/10/2017_POB
The learner’s performance was: Not Satisfactory Satisfactory

If not yet satisfactory, date for reassessment:

Feedback to learner:

Learner’s signature

Assessor’s signature

Page 14 of 14
BSBADM502 Manage meetings
RTO Provider No. 52146 |CRICOS Provider No. 02789G|
V3_04/10/2017_POB