Cert IV Frontline
Management - Course
Unit BSBMGT401A
Show leadership in
the workplace
(information sourced
from NTIS website
http://www.ntis.gov.au/)
Description
This unit describes the
performance outcomes,
skills and knowledge
required to work with
teams and individuals,
their standard of
conduct and the
initiative they take in
influencing others. At
this level, work will
normally be carried out
within routine and non
routine methods and
procedures which require
the exercise of some
discretion and
judgement. No licensing,
legislative, regulatory
or certification
requirements apply to
this unit at the time of
endorsement.
Employability Skills
This unit contains
employability skills.
Application Of Unit
Frontline management
provides the first level
of leadership within the
organisation. This unit
applies to people who
are making the
transition from being a
team member, to taking
responsibility for the
work and performance of
others.
Frontline managers
have a strong influence
on the work culture,
values and ethics of the
teams they supervise. As
such it is important
that frontline mangers
model good practice,
professionalism and
confidently represent
their organisation.
Unit Sector
No sector assigned
Performance criteria
|
Element |
|
Performance
criteria |
| 1. |
Model high
standards of
management
performance and
behaviour |
|
|
1.1 |
Ensure
management
performance
and
behaviour
meets
the
organisation's
requirements
|
|
1.2 |
Ensure
management
performance
and
behaviour
serves
as a
positive
role
model
for
others
|
|
1.3 |
Develop
and
implement
performance
plans in
accordance
with
organisation's
goals
and
objectives
|
|
1.4 |
Establish
and use
key
performance
indicators
to meet
organisation's
goals
and
objectives
|
|
| 2. |
Enhance
organisation's
image |
|
|
2.1 |
Use
organisation's
standards
and
values
in
conducting
business
|
|
2.2 |
Question,
through
established
communication
channels,
standards
and
values
considered
to be
damaging
to the
organisation
|
|
2.3 |
Ensure
personal
performance
contributes
to
developing
an
organisation
which
has
integrity
and
credibility
|
|
| 3. |
Make
informed
decisions |
|
|
3.1 |
Gather
and
organise
information
relevant
to the
issue/s
under
consideration
|
|
3.2 |
Facilitate
individuals
and
teams
active
participation
in
decision
making
processes
|
|
3.3 |
Examine
options
and
assess
associated
risks to
determine
preferred
course/s
of
action
|
|
3.4 |
Ensure
decisions
are
timely
and
communicate
them
clearly
to
individuals
and
teams
|
|
3.5 |
Prepare
plans to
implement
decisions
and
ensure
they are
agreed
by
relevant
individuals
and
teams
|
|
3.6 |
Use
feedback
processes
effectively
to
monitor
the
implementation
and
impact
of
decisions
|
|
Skills and Knowledge
Required skills
-
communication and
presentation skills
to represent the
organisation, to
explain its work to
others and to model
professionalism
-
decision making
skills to
demonstrate good
judgement and follow
through.
Required knowledge
Range statement
The range statement
relates to the unit of
competency as a whole.
It allows for different
work environments and
situations that may
affect performance. Bold
italicised wording, if
used in the performance
criteria, is detailed
below. Essential
operating conditions
that may be present with
training and assessment
(depending on the work
situation, needs of the
candidate, accessibility
of the item, and local
industry and regional
contexts) may also be
included.
|
|
|
|
|
Organisation's
standards and
values
will be:
|
|
|
|
Feedback
processes
may be:
|
|
|
Evidence guide
The evidence guide
provides advice on
assessment and must be
read in conjunction with
the performance
criteria, required
skills and knowledge,
range statement and the
Assessment Guidelines
for the Training
Package.
|
|
|
|
| Overview
of assessment |
|
|
| Critical
aspects for
assessment and
evidence
required to
demonstrate
competency in
this unit |
|
Evidence of
the following is
essential:
-
articulation
of
organisational
values and
expectations
of behaviour
-
instances
where
leadership
and decision
making have
been
demonstrated
and which
have led to
positive
changes in
the
workplace
-
knowledge
of
leadership
styles and
concepts.
|
| Context
of and specific
resources for
assessment |
|
Assessment
must ensure:
|
| Method of
assessment |
|
A range of
assessment
methods should
be used to
assess practical
skills and
knowledge. The
following
examples are
appropriate for
this unit:
-
analysis
of responses
to case
studies and
scenarios
-
direct
questioning
combined
with review
of
portfolios
of evidence
and third
party
workplace
reports of
on-the-job
performance
by the
candidate
-
observation
of
performance
in role
plays
-
observation
of
presentations
-
review of
performance
plans
-
oral or
written
questioning
to assess
knowledge of
leadership
styles
-
evaluation
of
communication
of
expectations,
roles and
responsibilities
-
review of
documentation
examining
options and
assessing
associated
risks to
determine
preferred
course/s of
action.
|
| Guidance
information for
assessment |
|
Holistic
assessment with
other units
relevant to the
industry sector,
workplace and
job role is
recommended, for
example:
|
|
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