Q1. Refer to Case Study A

1. What are the task requirements?

2. What will the team leader need to do?

3. What is the most urgent part of the task?

Q2. In relation to your business industry, provide the outline of a task you may be expected to do, and identify the accountabilities you would be required to fulfil with that task.

Q3. Refer to Case Study B

1. Identify the potential barriers that Bill has for completing the two unexpected tasks.

2. Suggest how these barriers could be managed.

Q4. Produce a personal work schedule template sheet using a computer; this should be a template that you can use in your role. (Note: Just develop a template)

This should include:

A heading and appropriate information fields

A clear, neat layout that identifies days and time periods.

Q5. Refer to Case Study C - Communications 1. How will Bill need to communicate his personal work schedule? 2. What does Bill need to communicate as well as the schedule?

Q6.

1. Suggest three ways you could monitor your work performance.

2. Give an example of when you have monitored your own work performance. How did you do this, and how did this fit into your work schedule?

Q7. Refer to Case Study D 1. Explain how Annie needs to document: The actual performance data in the spreadsheet The actual and predicted performance data and variations in the report. 2. How must Annie communicate this to management?

Q8. Refer to Case Study E Imagine you have performed Cilla's role in the case study. 1. How would you go about obtaining the feedback from the five external stakeholders? 2. Evaluate the feedback provided and give a summary to explain this.

Q9. Refer to Case Study D - Documenting performance and Case Study F - Performance data 1. In Case Study F, What type of analysis should you use when looking at the data from both periods? 2. Following on from question one, analyse the data variations and identify three things that this tells you.

Q10. Refer to Case Study G - Changes to the schedule How can you change the schedule to accommodate the points given in the case study text? Suggest how activities could be rearranged. Q11.

1. Identify three different types of resources you may need to include in work plans. Provide an example in relation to your business industry of at least one resource from each type identified; this can be an item or an example of how the resource would be used. 2. Give two examples of stakeholder needs that you might need to incorporate into work plans. 3. In relation to your business industry, identify two workgroup targets that you could use. 4. Identify four things that technology applications can do when planning and scheduling tasks. 5. What is a self-assessment in regards to work performance? 6. Give three examples of how you can obtain feedback on your performance at work. 7. Identify three techniques that you may use when preparing personal plans. 8. How can you establish priorities? (Identify three possible techniques). 9. How would you analyse and interpret feedback received on your performance? (Provide two examples).

Case Studies Case Study A The task At Healthy Plants, the team leader of a workgroup has been given an urgent, priority task. He must organise resources and create a schedule for the task. The details are provided below. A client requires the following for an event that is happening next week: 3' Clear existing English-themed garden with flowers and shrubs )9 Create a native Australian garden: o replace grass lawn with natural grasses and textured pathways o include a mixture of owers and shrubs 0 include a focal point tree {an established grass tree]. There is a good store of native plants in stock, but the grass tree will need to be ordered and delivered. The supplier has one ready, and this should be arranged first to ensure it is delivered in good time. Case Study B Task difculties Bill has been given some new tasks to complete before his holiday in two weeks. Three tasks were EKPECtEd, and Bill has made adequate preparations for resources. He has scheduled these for the next two weeks. The remaining two tasks have been given to him early; he had been told these would be carried out on return from his holiday. However, circumstances have changed, and he needs to complete these within the next two weeks as well. Bill has enough time, but he needs to arrange a schedule that ts with other workers' commitments and check that he can arrange machinery time to complete nal production requirements. Case Study C Communications Bill has produced a work schedule to accommodate all work tasks for the next two weeks. As he works at different sites, he often completes his planning and scheduling at home. This means he relies on using digital communications to communicate and share information. When communicating with colleagues, he will use email and electronic messaging; he only needs to inform and signpost others where to nd digital information on the shared work system. Bill has remote access to this from home and on his devices. However, when communicating with non- organisational personnel, he must send les and visuals according to the contact's technical capabilities. Bill must send the schedule to the following people: Fr His manager Fr Two work colleagues Fr The client. Alongside the schedule, Bill also needs to inform stakeholders that after two weeks, he will be unavailable for one week. He must provide them with an alternative contact at the organisation who can help them in his absence. Case Study D Documenting performance Annie has been asked to document work performance for the insurance department of a nancial services company. She must document the three-month period that hasjust occurred and compare this performance data against the predicted performance data. This is required for a department report. Annie must document: Fr The number of products sold (including those rolled on to the next year by existing customers] The type of products sold The number of enquiries from customers looking for an insurance product The number of customer enquiries resulting in a sale of an insurance product The number of claims made V WWW V The number of claims successfully completed. She must first record the actual figures in the team's performance record spreadsheet; a separate sheet is added each time to record the new set of data. This master spreadsheet is then used to access and collate performance figures for reports. The report is generated as a three-page document that, along with the performance gures, includes a supplied text summary. Annie simply needs to copy, paste, and format the text that is given to her. She then adds the actual performance data into a table along with the predicted performance data for an easy comparison; columns and rows separate and order the figures clearly. A third column also exists for Annie to identify and record the variations between the data. This is recorded as a plus or minus gure. Finally, she must print six copies and take these to the management work area. She passes these to the management assistant, who circulates them on her behalf. Page | 28 Case Study E - Feedback Gaining the feedback Cilla has completed a cultural community event. She was responsible for organising and leading the two-day festival, which included theatrical arts, displays, and a variety of food and drink. Now she must obtain feedback about how the event was managed. Cilla must obtain this from her organisation called Trusted Events; this will be from the events manager, the person Cilla reports to. It also includes obtaining feedback from five different external stakeholders; this must include the community event organiser. The remaining four sources must be from the individuals or groups who contributed to the event, such as a theatrical group, stallholders, or local community figures. Cilla must attend a project debriefing with her manager, in which feedback will be given to her. The external stakeholders must be contacted afterwards; she must try to obtain their feedback in writing, preferably by email. However, she can also gather this by speaking with them on the phone if this is not possible. Cilla must construct three generic questions to ask the external stakeholders; she should also ask them for any additional comments they may have about the event. The feedback Cilla has completed feedback activities and must now evaluate what she has received. Each stakeholder has provided her with comments. The events manager - the organising was carried out efficiently and according to schedule. The event construction was slower than expected, but this was down to the team's lack of skills on-site. The final space was well-presented, but several promotional materials were not put up due to a lack of time. Good comments were received in regard to liaison with event participants; they felt they were kept informed and included in the event activities. The community event organiser - generally speaking, feedback was positive; the event was successful with the community. However, they did feel that the event agenda was not well managed, as several programmed events either over-run or changed around. Funky Theatrics - they commented on a lack of space to rest between performances and felt that the event did not support performers' wellbeing. They did agree that they had committed to more performances than they probably should have and thought this might have influenced their perspective. Good feedback was provided on Cilla's liaison, and they would be very happy to participate in future events. Yummy Foods - the event was a total success for them; they did have trouble re-stocking supplies, as their vehicle was parked some distance away. However, they sold out and said the atmosphere was great. The craft workshop - several workshop sessions were held with good participation; the team had a great time but did feel that if workshops were better promoted at the event, they could have done better. The town mayor - positive feedback was given all-round. The mayor was impressed with Cilla's organising and management of the event on the day they attended.Case Study F - Annie's performance data Annie has recorded the performance data for the financial services company. This Is shown In the table below: Insurance Department - performance data, .Ianuarvto Earth 2021 Predicted actual three-month Performance variation performance performance Number of products 2,?00 2,823 +123 sold or rolled on Type and number of products sold/rolled on T5 2 640 Property' and contents 159 +? 672 +32 Workers' compensation Number of enquiries 1,813 +463 received Number of enquiries 1,342 +342 resulting in a sale Number of claims 190 40 made Number of claims 205 +20 successfully completed Case Study G - Changes to the schedule Work schedule: 9.00 11.00 Client A visit Team catch Client B visit Meeting with Team catch up up and the accounts and planned discussion manager administrative tasks 11.00 13.00 Team brieng Organise and Research and Project Y Client A and and work on arrange client analysis into Client B Project at tasks Client B's communications project 13.00 14.00 Lunch break Lunch break Lunch break 14.00 16.00 Management Project x Team work Team tasks meeting session 16.00 13.00 Administrative Complete Project Y tasks Client A has telephoned to say they cannot attend the planned meeting next Monday; they are free on Wednesday and Thursday only and will accommodate any time. The IT team has let you know that they need more time to complete the nal stages of Project X; they have said another two hours will be enough time. The priorities are the two clients, Project at and Project Y; they must be maintained in the schedule for the week. The management meeting. team brieng, and team catch-ups must also take place: other tasks can be delayed