Please find attached files.
BSBMGT605 ASSESSMENT 1 INTRODUCTION: REVIEW MAX LIONEL REALTY SCENARIO GIVE A BRIEFINFING ABOUT COMPANY AND WHAT HAS HAPPENED INCIDENT REPORT 1. DETAILS OF PERSON MAKING REPORT Name: Position:Job Title: 2. DETAILS OF INCIDENT Date:Time: Location: Describe what happened and how: SUGGEST CORRECTIVE ACTIONS _______________ 3. DETAILS OF WITNESSES Name: Job title: Name: Job title: Name: Job title: Sign: Date: EXPLAIN MAX LIONEL REALTY’S MISSION: VALUES: STRATEGIC DIRECTION: PROVIDE POWER POINT PRESENTATION ON MANAGERS WHS RESPONSIBILITIES COVER THE TOPICS IN PPT PROVIDE THE LINK BETWEEN ORGANIZATION OBJECTIVES AND STANDARDS. PROVIDE RELEVANT LEGISLATION AND THE RESPONSIBILITIES OF MANAGERS FOR SAFE WORK PLACE Apply what legislations and standards that could be applied to the INDIVIDUALS Details Name: Position: Risk details Risk ID: Number allocated to this risk. Raised by: Name of person who has raised the risk. Date raised: Date of completion of this form. Description of risk: Briefly describe the identified risk and its possible impact. Likelihood of risk: Describe and rank the likelihood of the risk occurring (i.e. low, medium or high). Impact of risk: Describe and rank the impact if the risk occurs (i.e. low, medium or high). Risk mitigation Preventative actions recommended: Briefly describe any action that should be taken to prevent the risk from occurring. Contingency actions recommended: Briefly describe any action that should be taken, should the risk occur, to minimise its impact. Approval details Supporting documentation: Details of any supporting documentation used to substantiate this risk. Signature: ________________________________________ Date: _____/_____/______ UPDATED RISK REGISTER Risk Likelihood (H/M/L) Impact (H/M/L) Risk response (contingency strategies) Responsible Assessment Task 2 Action/implementation plans (it should be based on scenario given in page no 14) Item Milestone date Responsibility Budget (You have budget of 12000$ only refer to ace consultants list page no 15 to hire and write in expense column also make sure you need money to train managers) Project Name: Income Incl. GST Excl. GST Total income Expense Incl. GST Excl. GST Subtotal Contingency (+10%) TOTAL Signature: ________________________________________ Date: _____/_____/______ Communication plan What Who Purpose When/frequency Type/methods Assessment Task 3 Implementation of administration system (Enter Dates) Purpose: Participants: Place: Write Agenda for the meeting (workshop is for training the agents on use of charter WHS Responsibilities and REIV Code of conduct) Agenda Item Duration Time Roles and responsibilities Role Name/s Responsibilities Signature/s (if required) Budget (budget is 12000$ this budget is for training expense) Project Name: Income Incl. GST Excl. GST Total income Expense Incl. GST Excl. GST Subtotal Contingency (+10%) TOTAL Signature: ________________________________________ Date: _____/_____/______ BSBMGT605 Provide leadership across the organisationAppendix 2 BSBMGT605 Provide leadership across the organisationVersion: 1 Page 2 of 20 Assessment Task 4 Professional development plan (In this assessment task, you will set out personal and professional goals in a professional development (PD) plan. Then you will obtain third-party verification of participation in networking or professional development to achieve goals set out in your PD plan. Finally, you will submit a reflection on your personal development.) Name Date of development Date to be reviewed Discussed with mentor/colleague Name: Discussed with manager Name: Goals Timeframe My personal goals are: These should relate to or support professional goals My professional goals are: These should relate to objectives to maintain current competence in the job role or future career paths. Next 12 months This will depend on type of activity priority/ importance of undertaking it Next 5 years This will depend on type of activity priority/ importance of undertaking it Strengths and Weaknesses Timeframe Personal Professional Required knowledge/skills Consider: · required competencies · job description · Service plans and frameworks. Strengths Consider: · your views · recent tests/appraisals · Other people’s views. Gaps/barriers/ obstacles and solutions · gaps in knowledge/ skills · changes to systems/ services requiring new skills · What will help you to progress in your role, profession? Professional Development and Networking Activities Identified gap Development activity Details (provider, location, etc.) Objective of development/ networking activity Timeframe Cost 1. 2. 3. 4. 5. BSBMGT605 Provide leadership across the organisationAppendix 2 BSBMGT605 Provide leadership across the organisationVersion: 1 Page 1 of 20 Third-party report (Acceptable third parties include: your managers, superiors, trainers and assessors (for additional training undertaken), industry peers (for networking undertaken) Name of observer: Position: Contact details: Skill Description of how candidate demonstrated skill/knowledge. Provide example. Demonstrates interpersonal skills to communicate and inspire the trust and confidence of others, and ensure their cooperation and support. Demonstrates networking skills to ensure support from key groups and individuals for concepts/ideas/ products/services. Applies business ethics. Ensures performance is continuously improved through participation in professional development, networking, etc. Signature: ________________________________________ Date: _____/_____/______ Appendix 1 - Max Lionel Realty (BSBMGT605) BSBMGT605 Provide leadership across the organisationAppendix 1 Appendix 1 Simulated Business Max Lionel Realty Appendix 1Student Workbook 2nd edition version: 1Max Lionel Realty Page 102 of 125© 2012 Innovation and Business Industry Skills Council Ltd Table of Contents Chapter 1 – Business plan (excerpt)3 Chapter 2 – Organisational chart and management profiles4 Chapter 3 – Management responsibilities5 Chapter 4 – Budget summary6 Chapter 5 – Operational plan7 Chapter 6 – Operational risk register9 Chapter 7 – Work Health and Safety (WHS) Policy10 Chapter 8 – Anti-discrimination policy12 Chapter 9 – Procurement policy and procedures13 Chapter 10 – Max Lionel Realty current tenants list18 Chapter 11 – List of pre-approved suppliers19 Chapter 1 – Business plan (excerpt) From Max Lionel Realty business plan FY 2012/13 About Max Lionel Realty Max Lionel Realty (MLR) was founded in 2008 by property developer Max Lionel. The company currently employs approximately 100 people, 80 of whom are licensed real estate agents. Through its client agents, the organisation manages property sales and rentals (both residential and commercial) on behalf of a range of clients. The organisation also separately engages in investment activities, such as property and land development. Max Lionel Realty has been a member of the Real Estate Institute of Victoria (REIV) since 2008 and proudly follows the REIV Code of Conduct. Mission: · to achieve the highest returns for our clients and to deliver a client experience that is second to none in the industry. Vision: · to establish, within five years, the MLR brand — the highest ethical standards with best-in-breed performance for clients. Values: · integrity · client-focus · active encouragement of excellence, innovation and continuous improvement · teamwork · recognition of the diversity and expertise of MLR employees and agents. Strategic directions: The strategic context in which Max Lionel Realty will achieve its mission and vision is through: · engaging with customers and clients · building goodwill and reputation for integrity · supporting innovative thinking, management and leadership skills. creating a high-performing, highly profitable organisation. BSBMGT605 Provide leadership across the organisationAppendix 1 BSBMGT605 Provide leadership across the organisationVersion: 1 Page 1 of 17 Chapter 2 – Organisational chart and management profiles Max Lionel Realty organisational chart Appendix 1Student Workbook BSBMGT605 Provide leadership across the organisationAppendix 1 2nd edition version: 1Max Lionel Realty Page 104 of 127© 2012 Innovation and Business Industry Skills Council Ltd BSBMGT605 Provide leadership across the organisationVersion: 1 Page 2 of 17 Chapter 3 – Management responsibilities Max Lionel, CEO Max is responsible for working with the Board of Directors to oversee the business, set overall strategic directions, manage risk, and authorise large financial transactions. Riz Mehra, Chief Financial Officer Riz is responsible for preparing quarterly financial statements and overall budgeting. Riz is also responsible for overseeing budgets for cost centres and individual projects. At the completion of financial quarters and at the end of projects, Riz is responsible for viewing budget variation reports and incorporating information into financial statements and financial projections. Kim Sweeney, Operations General Manager Kim is responsible for the day-to-day running of the company. Kim oversees the coordination, as well as the structural separation, of the Residential, Commercial, and Investments centres. Kim is responsible for sponsoring projects which affect operations of the organisation as a whole. Kim works with the Human Resources Manager to coordinate systems and projects in order to achieve company-wide synergy. Les Goodale, Human Resources Manager Les is responsible for the productive capacity and welfare of people at MLR. With the Operations General Manager, Kim works to coordinate projects and management systems such as performance management, recruitment, and induction. Kim will need to ensure aspects of the recently launched WHS management system, such as risk assessment, management, consulting, reporting and continuous improvement, are coordinated with all subsequent activities. Sam Lee, Manager Residential Realty Sam is responsible for the management of all aspects of residential realty. Sam manages the activities of residential agents. Pat Mifsud, Manager Commercial Realty Pat is responsible for the management of all aspects commercial realty. Pat manages the activities of commercial agents. Peter Mitchell, Manager Investments Peter is responsible for the management of all aspects investment realty. Peter manages the activities of investment agents. Peter works with the Operations General Manager to ensure separation of