BSBPMG617 – Assessment Task 1

ID2777
Yu Hsuan Lin
Questions
Question 1. Leadership skills

(a) List 10 skills and/or qualities required for effective leadership.

1. Communication
2. Motivation
3. Delegating
4. Positivity
5. Trustworthiness
6. Creativity
7. Feedback
8. Responsibility
9. Commitment
10. Flexibility

(b) Which three (3) skills/qualities from your above list, do you consider the most important for
effective leadership? Why?

● Communication, motivation and responsibility. As a leader, you need to be able to clearly

and succinctly explain to your employees everything from organizational goals to specific
tasks. Leaders need to inspire their workers to go the extra mile for their organizations; just
paying a fair salary to employees is typically not enough inspiration. A leader is responsible
for both the successes and failures of his or her team. Therefore, you need to be willing to
accept blame when something does not go correctly.

Question 2. Behavioural models

(a) List 10 behaviours that are specific to a program manager role.

(1) Keeping promises or commitments

(2) Actions matching words
(3) Assigning and co-coordinating people well
(4) Hiring people who fit in well
(5) Involving people in decisions that affect them
(6) Genuinely seeking out and responding to employees’ suggestions and ideas
(7) Showing sincere interest in employees as people
(8) Showing appreciation for good work and extra effort
(9) Being competent at running the business
(10) Having a clear view of where the business is going and how to get there

(b) List five (5) things that a program manager must know and action proactively.
 1. Communication
2. Team Building
3. Conflict Management
4. Industry and Solution Knowledge
5. Time Management

Question 3. Communication styles

(a) The ____________________ communication style is about winning – often at someone else's
expense.

(A) aggressive

(b) When someone is using the ____________________ communication style they appear
submissive on the surface, but are actually acting out their anger in indirect or behind-the-scenes
ways.

(D) passive aggressive

(c) ____________________ communication is born of high self-esteem. It is the healthiest and most
effective style of communication because we have the confidence to communicate without resorting
to games or manipulation. We know our limits and don't allow ourselves to be pushed beyond them
just because someone else wants or needs something from us. Surprisingly, this is the style most
people use least.

(C) Assertive

(d) A person who uses the ____________________ communication style speaks as though other
peoples' needs are more important, other people have more rights and have more to contribute.

(B) passive

(e) An ____________________ person behaves as if their needs are the most important, as though
they have more rights, and have more to contribute than other people. It is an ineffective
communication style as the content of the message may get lost because people are too busy
reacting to the way it's delivered.

(A) aggressive

(f) ____________________ communication is the style that most people use least.

(C) Assertive

(g) People who communicate in a ____________________ manner usually feel powerless and
resentful, and express their feelings by subtly undermining the object (real or imagined) of their
resentments – even if this ends up sabotaging themselves.

(D) passive aggressive

(h) The ____________________ communication style is about pleasing other people and avoiding
conflict.
 (B) passive

Question 4. Communication style models

The Four Basic Styles of Communication

1. PASSIVE COMMUNICATION is a style in which individuals have developed a pattern of avoiding

expressing their opinions or feelings, protecting their rights, and identifying and meeting their needs.
As a result, passive individuals do not respond overtly to hurtful or anger-inducing situations.
Instead, they allow grievances and annoyances to mount, usually unaware of the buildup. But once
they have reached their high tolerance threshold for unacceptable behavior, they are prone to
explosive outbursts, which are usually out of proportion to the triggering incident. After the
outburst, however, they may feel shame, guilt, and confusion, so they return to being passive.

Passive communicators will often:

- fail to assert for themselves

- allow others to deliberately or inadvertently infringe on their rights
- fail to express their feelings, needs, or opinions
- tend to speak softly or apologetically
- exhibit poor eye contact and slumped body posture

The impact of a pattern of passive communication is that these individuals:

- often feel anxious because life seems out of their control

- often feel depressed because they feel stuck and hopeless
- often feel resentful (but are unaware of it) because their needs are not being met
- often feel confused because they ignore their own feelings
- are unable to mature because real issues are never addressed

A passive communicator will say, believe, or behave like: “I’m unable to stand up for my
rights.” “I don’t know what my rights are.” “I get stepped on by everyone." “I’m weak and unable
to take care of myself.” “People never consider my feelings.”

2. AGGRESSIVE COMMUNICATION is a style in which individuals express their feelings and opinions
and advocate for their needs in a way that violates the rights of others. Thus, aggressive
communicators are verbally and/or physically abusive.

Aggressive communicators will often:

- try to dominate others

- use humiliation to control others
- criticize, blame, or attack others
- be very impulsive
- have low frustration tolerance
 - speak in a loud, demanding, and overbearing voice
- act threateningly and rudely
- not listen well
- interrupt frequently
- use “you” statements
- have an overbearing or intimidating posture

The impact of a pattern of aggressive communication is that these individuals:

- become alienated from others

- alienate others
- generate fear and hatred in others
- always blame others instead of owning their issues, and thus are unable to mature

The aggressive communicator will say, believe, or behave like:

- “I’m superior and right and you’re inferior and wrong.”

- “I’m loud, bossy and pushy.”
- “I can dominate and intimidate you.”
- “I can violate your rights.”
- “I’ll get my way no matter what.”
- “You’re not worth anything.”
- “It’s all your fault.”
- “I react instantly.”
- “I’m entitled.”
- “You owe me.”
- “I own you.”

3. PASSIVE-AGGRESSIVE COMMUNICATION is a style in which individuals appear passive on the

surface but are really acting out anger in a subtle, indirect, or behind-the-scenes way. People who
develop a pattern of passive-aggressive communication usually feel powerless, stuck, and resentful –
in other words, they feel incapable of dealing directly with the object of their resentments. Instead,
they express their anger by subtly undermining the object (real or imagined) of their resentments.

Passive-Aggressive communicators will often:

- mutter to themselves rather than confront the person or issue

- have difficulty acknowledging their anger
- use facial expressions that don't match how they feel - i.e., smiling when angry
- use sarcasm
- deny there is a problem
- appear cooperative while purposely doing things to annoy and disrupt
- use subtle sabotage to get even

The impact of a pattern of passive-aggressive communication is that these individuals:

- become alienated from those around them

- remain stuck in a position of powerlessness (like POWs)
 - discharge resentment while real issues are never addressed so they can't mature

The passive-aggressive communicator will say, believe, or behave like:

- “I’m weak and resentful, so I sabotage, frustrate, and disrupt.”

- “I’m powerless to deal with you head on so I must use guerilla warfare.”
- “I will appear cooperative but I’m not.”

4. ASSERTIVE COMMUNICATION is a style in which individuals clearly state their opinions and
feelings, and firmly advocate for their rights and needs without violating the rights of others. These
individuals value themselves, their time, and their emotional, spiritual, and physical needs and are
strong advocates for themselves while being very respectful of the rights of others.

Assertive communicators will:

- state needs and wants clearly, appropriately, and respectfully

- express feelings clearly, appropriately, and respectfully
- use “I” statements
- communicate respect for others
- listen well without interrupting
- feel in control of self
- have good eye contact
- speak in a calm and clear tone of voice
- have a relaxed body posture
- feel connected to others
- feel competent and in control
- not allow others to abuse or manipulate them
- stand up for their rights

The impact of a pattern of assertive communication is that these individuals:

- feel connected to others

- feel in control of their lives
- are able to mature because they address issues and problems as they arise
- create a respectful environment for others to grow and mature

The assertive communicator will say, believe, or behave in a way that says:

- “We are equally entitled to express ourselves respectfully to one another.”

- “I am confident about who I am.”
- “I realize I have choices in my life and I consider my options.”
- “I speak clearly, honestly, and to the point.”
- “I can’t control others but I can control myself.”
- “I place a high priority on having my rights respected.”
- “I am responsible for getting my needs met in a respectful manner.”
- “I respect the rights of others.”
- “Nobody owes me anything unless they’ve agreed to give it to me.”
- “I’m 100% responsible for my own happiness.”
 Assertiveness allows us to take care of ourselves, and is fundamental for good mental health
and healthy relationships

Question 5. Negotiating styles

Style Description

1 The Competing Style The competing style of conflict resolution is aggressive

2 The Avoiding Style
3 The Compromising Style
4 The Collaborating Style
5 The Accommodating Style
and assertive. This type of conflict style tends to occur
without concern for others' opinions.
This style of conflict resolution tends to avoid conflicts
altogether, as the name implies.
The compromising style of conflict resolution is
cooperative and assertive at the same time.
he collaborating style is also cooperative and assertive at
the same time, but actively seeks to find a resolution to a
conflict that is seen as a win for both sides.
With the accommodating style, a person puts aside her
own needs and concerns in favor of others.

Question 6. Ethics and legislation

(a)

2.2 Act on the basis of adequate competency

1.3 Act with a clear conscience
1 ACT WITH INTEGRITY
4 ACT WITH RESPONSIBILITY
4.3 Balance the needs of the present with the needs of the future
1.1 Be honest and trustworthy
3 DEMONSTRATE LEADERSHIP
1.2 Demonstrate respect for others
4.1 Engage responsibly with the community
4.2 Foster health, safety and wellbeing
2.1 Maintain and develop knowledge and skills
2 PRACTICE COMPETENTLY
3.1 Uphold the reputation of the profession

(b)

Description of step Number in diagram

Apply ethical principles to your candidate decision 4
Consider your choice 2
Identify your candidate decision and test its validity 3
Make a decision 5
Make sure you have all the facts about the ethical dilemma 1

(c) Privacy Regulation 2013; Fair Work Regulations 2009; Senate Continuing Order for the production
of departmental and agency file lists (Harradine Motion); Australian Public Service Commissioner’s
Directions 2013; Legally binding privacy guidelines and rules.

Question 7. Learning and development

1. Deal with the short-shelf life of learning and development needs.

2. Teach employees to own their career development.
3. Provide flexible learning options.
4. Serve the learning needs of more virtual teams.
5. Build trust in organizational leadership.

Question 8. Program vision

(a) Mission Statement: A one-sentence statement describing the reason an organisation or program
exists.

(b) Vision Statement: (Desired End-State) A one-sentence statement describing the clear and
inspirational long-term desired change resulting from an organization or program’s work.

(E) all of the above

(d) Provide three (3) examples of different types of program visions. Reference the organisation and
the source.

Human Rights Campaign: Equality for everyone (3)

The National Multiple Sclerosis Society: A World Free of MS (5)
Oxfam: A just world without poverty (5 words)

(e) The program vision should:

(E) all of the above

(f) Provide the vision for your class or workplace program.

- There will be a personal computer on every desk running Microsoft software.' (Microsoft's
original vision statement)
- Our vision is to be Earth's most customer centric company; to build a place where people
can come to find and discover anything they might want to buy online.' (Amazon.com)
- To build a community of coffee lovers in Brisbane, by serving the best coffee at the best
possible prices.' (local café)
- Our salon will change the way you think about a haircut, and leave you glowing both inside
and out.' (local hairdresser)

Question 9. Program examples

(a) aligning the program vision with the organisation’s mission and values.

Most organizations, from non-profits to for-profit businesses, have a clearly defined vision,
mission, and set of goals that establish a clear direction, purpose, and benchmarks for success. They
also assist in aligning organizational structure and programs directly to the stated mission and vision.

(b) commitment to the program vision.

 Work culture provides equal opportunities for all employees by ensuring that everybody
participates in the company’s growth regardless of race, gender, age, sexual orientation, language
and social origin.

(c) adapting your interpersonal or leadership style to the circumstances.

Adaptable leadership is about being ready for change. While you may have an end-goal and
a basic strategy to reach it, the path that you plan to take is not set in stone. This allows appropriate
responses to the demands of the moment. Detours and unforeseen circumstances are welcomed
and viewed as opportunities. Adaptable leaders make the most of such change and take advantage
of variety.

(d) honouring a personal commitment or obligation related to the program.

Honor your commitments full consciousness by understanding both the value of success and
the consequences of dishonoring your commitment. Commitment is not a seed that you can bury
and forget about. The successful development of commitment requires the care of conscious
wisdom and the honor of high self-regard.

(e) considering planning for the program as a learning process

Planning in the context of education entails the process of setting objectives and
determining the means to achieving the objectives. It entails deciding in advance what to be taught
how to teach, when to teach, who is being taught, and the evaluation of recipient.

(f) treating an error, mistake or expressed concern as a learning opportunity.

Many expressed role confusion regarding whether and how to initiate discussion. The
importance of addressing medical error in training programs has. The same hospital, making a
mistake can be looked at as an opportunity to learn.

(g) behaving ethically.

At work, ethical behavior is the legal and moral code guiding employee behavior. Being a
professional requires more than wearing a nice suit.

(h) embedding ethical practices in a program.

It helps organisations strengthen their ethics culture and encourage high standards of
business behaviour based on ethical values. It assists in the development, implementation and
embedding of effective and relevant ethics and corporate responsibility policies and programmes.

(i) embedding confidence and trust in project managers/program team.

You can create a trusting environment in the team that gives them the space to support and
encourage each other. An open relationship is built, leading to high productivity. Trust also increases
your confidence in your own abilities as the project manager and helps you build personal credibility.

(j) fostering a work environment where individual differences are respected and valued.
 A work environment in which each person is welcomed, valued, and respected not only
benefits the employee who is “different.” Companies that see all positions as necessary to the
bottom line and all workers as coworkers bring out the best in people.

(k) making a non-critical decision taking a range of factors into account.

The skills that we need in order to be able to think critically are varied and include
observation, analysis, interpretation, reflection, evaluation, inference, explanation, problem solving,
and decision making.

(l) making a critical decision, in a complex situation, taking a range of factors into account.

There are several important factors that influence decision making. Significant factors
include past experiences, a variety of cognitive biases, an escalation of commitment and sunk
outcomes, individual differences, including age and socioeconomic status, and a belief in personal
relevance.

(m) encourage reflection on and review of practice as a basis for learning.

There are several important factors that influence decision making. Significant factors
include past experiences, a variety of cognitive biases, an escalation of commitment and sunk
outcomes, individual differences, including age and socioeconomic status, and a belief in personal
relevance.

Question 10. Socially responsible practice

(a) Provide one (1) example of a socially responsible practice applicable to your class or workplace
program.

The pharmaceutical company Pfizer makes the list of corporations that give. They raise
awareness for non-infectious diseases and work to provide healthcare to women and children who
struggle with adequate care. The company’s philanthropic activities also include supplying multi-
dose vials of its vaccine Prevenar 13 at the price of just a few dollars for one dose.

Financial giant Wells Fargo sets an annual goal to donate up to 1.5% of its revenue to
charitable causes such as NeighborWorks. Besides financial donations, Wells Fargo employees are
given two paid days off a year to volunteer, which is indicative of a growing trend among
corporations. Over half of Fortune’s 100 Best Companies to Work For offer paid leave specifically to
encourage their workers to give back to their local community. Motivating your employees to get
involved in CSR activities is an easy way to strengthen your corporate citizenship.

(b) Provide a sample of communication you would distribute to project managers or stakeholders,
outlining the expectations for socially responsible practice on your program.

Communication is an essential process in our day-to-day life, and the entire world revolves
around it. Lasswell's Maxim defines communication as “who says what to whom in what channel
with what effect”. Communication is exchanging of information from one point of the project to the
other point in an efficient manner. Like this, there are various definitions and concepts about
communication in today's world. However, how important is this communication in project
management, we can say that this is “Project—Life Blood” as everything in a project is based on how
efficiently we perform this. Communication is an essential tool in the field of project management. It
is gaining importance everyday and is the center of all management processes soon. The success of a
project largely depends on the efficiency of its communication network. It starts working from day
one of the venture and continues for the entire life span of the project. It provides regular updates
to notify the status of the project as well as its performance capacity. But surprisingly, it has been
found that most projects experience a breakdown in communications.

(c) List three (3) possible factors or situations that could threaten socially responsible practice within
a program.

- Environmental sustainability initiatives enacted by businesses generally focus on two main

areas: limiting pollution and reducing greenhouse gases. As the awareness of environmental
issues grows, businesses that take steps to reduce air, land and water pollution can increase
their standing as good corporate citizens while also benefiting society as a whole.
- Philanthropic initiatives include the donation of time, money or resources to charities and
organizations at local, national or international levels. These donations can be directed to a
variety of worthy causes including human rights, national disaster relief, clean water and
education programs in underdeveloped countries.
- The primary focus on ethics is to provide fair labor practices for businesses’ employees as
well as the employees of their suppliers. Fair business practices for employees include equal
pay for equal work and living wage compensation initiatives. Ethical labor practices for
suppliers include the use of products that have been certified as meeting fair trade
standards.

(d) Use your problem-solving skills to evaluate possible options and to decide appropriate actions to
address one (1) of the threats in the previous question.

Once you have made a decision, it must be implemented. With major decisions, this may
involve detailed planning to ensure that all parts of the operation are informed of their part in the
change. The kitchen may need a redesign and new equipment. Employees may need additional
training. You may have to plan for a short-term closure while the necessary changes are being made.
You will have to inform your customers of the closure.

Whenever you have implemented a decision, you need to evaluate the results. The
outcomes may give valuable advice about the decision-making process, the appropriateness of the
choice, and the implementation process itself. This information will be useful in improving the
company’s response the next time a similar decision has to be made.