Subido por Yessica Alejandra Gines Pachon

Assessment 2 manejo de reuniones

Manage meetings
Assessment 2
Table of Contents
Table of Contents .........................................................................................................................1
Instructions to Learner .................................................................................................................2
Assessment instructions ................................................................................................................ 2
Assessment requirements ............................................................................................................. 5
Candidate Details .........................................................................................................................6
Assessment – BSBTWK503: Manage meetings .............................................................................. 6
Summative Assessments ..............................................................................................................7
Section A: Skills Activity ................................................................................................................. 8
Section B: Knowledge Activity (Q & A) .......................................................................................... 10
Case Study A – Planning a meeting ...................................................... Error! Bookmark not defined.
Case Study B – Chairing a meeting ....................................................... Error! Bookmark not defined.
Case Study C – Taking minutes.............................................................. Error! Bookmark not defined.
BSB50420 Diploma of Leadership and Management
Instructions to Learner
Assessment instructions
Prior to commencing the assessments, your trainer/assessor will explain each assessment task and
the terms and conditions relating to the submission of your assessment task. Please consult with
your trainer/assessor if you are unsure of any questions. It is important that you understand and
adhere to the terms and conditions, and address fully each assessment task. If any assessment
task is not fully addressed, then your assessment task will be returned to you for resubmission.
Your trainer/assessor will remain available to support you throughout the assessment process.
Written work
Assessment tasks are used to measure your understanding and underpinning skills and knowledge of
the overall unit of competency. When undertaking any written assessment tasks, please ensure that
you address the following criteria:
Address each question including any sub-points
Demonstrate that you have researched the topic thoroughly
Cover the topic in a logical, structured manner
Your assessment tasks are well presented, well referenced and word processed
Your assessment tasks include your full legal name on each and every page.
Active participation
It is a condition of enrolment that you actively participate in your studies. Active participation is
completing all the assessment tasks on time.
Plagiarism is taking and using someone else's thoughts, writings or inventions and representing
them as your own. Plagiarism is a serious act and may result in a learner’s exclusion from a course.
When you have any doubts about including the work of other authors in your assessment, please
consult your trainer/assessor. The following list outlines some of the activities for which a learner
can be accused of plagiarism:
Presenting any work by another individual as one's own unintentionally
Handing in assessments markedly similar to or copied from another learner
Presenting the work of another individual or group as their own work
Handing in assessments without the adequate acknowledgement
of sources used, including
assessments taken totally or in part from the internet.
If it is identified that you have plagiarised within your assessment, then a meeting will be organised
to discuss this with you, and further action may be taken accordingly.
BSB50420 Diploma of Leadership and Management
Collusion is the presentation by a learner of an assignment as their own that is, in fact, the result in
whole or in part of unauthorised collaboration with another person or persons. Collusion involves
the cooperation of two or more learners in plagiarism or other forms of academic misconduct and,
as such, both parties are subject to disciplinary action. Collusion or copying from other learners is
not permitted and will result in a “0” grade and NYC.
Assessments must be typed using document software such as (or similar to) MS Office. Handwritten
assessments will not be accepted (unless, prior written confirmation is provided by the
trainer/assessor to confirm).
Competency outcome
There are two outcomes of assessments: S = Satisfactory and NS = Not Satisfactory (requires
more training and experience).
Once the learner has satisfactorily completed all the tasks for this module the learner will be
awarded “Competent” (C) or “Not yet Competent” (NYC) for the relevant unit of competency.
If you are deemed “Not Yet Competent” you will be provided with feedback from your assessor and
will be given another chance to resubmit your assessment task(s). If you are still deemed as “Not Yet
Competent” you will be required to re-enrol in the unit of competency.
Additional evidence
If we, at our sole discretion, determine that we require additional or alternative
information/evidence in order to determine competency, you must provide us with such
information/evidence, subject to privacy and confidentiality issues. We retain this right at any
time, including after submission of your assessments.
We will treat anything, including information about your job, workplace, employer, with strict
confidence, in accordance with the law. However, you are responsible for ensuring that you do not
provide us with anything regarding any third party including your employer, colleagues and others,
that they do not consent to the disclosure of. While we may ask you to provide information or
details about aspects of your employer and workplace, you are responsible for obtaining necessary
consents and ensuring that privacy rights and confidentiality obligations are not breached by you in
supplying us with such information.
BSB50420 Diploma of Leadership and Management
Assessment appeals process
If you feel that you have been unfairly treated during your assessment, and you are not happy with
your assessment and/or the outcome as a result of that treatment, you have the right to lodge an
appeal. You must first discuss the issue with your trainer/assessor. If you would like to proceed
further with the request after discussions with your trainer/assessor, you need to lodge your appeal
to the course coordinator, in writing, outlining the reason(s) for the appeal.
Recognised prior learning
Candidates will be able to have their previous experience or expertise recognised on request.
Special needs
Candidates with special needs should notify their trainer/assessor to request any required
adjustments as soon as possible. This will enable the trainer/assessor to address the identified
needs immediately.
BSB50420 Diploma of Leadership and Management
Assessment requirements
Assessment can either be:
Direct observation
Product-based methods e.g. reports, role plays, work samples
Portfolios – annotated and validated
The assessment activities in this workbook assess aspects of all the elements, performance
criteria, skills and knowledge and performance requirements of the unit of competency.
To demonstrate competence in this unit you must undertake all activities (formative and summative) in
this workbook and have them deemed satisfactory by the assessor. If you do not answer some questions
or perform certain tasks, and therefore you are deemed to be Not Yet Competent, your trainer/assessor
may ask you supplementary questions to determine your competence. Once you have demonstrated the
required level of performance, you will be deemed competent in this unit.
Should you still be deemed Not Yet Competent, you will have the opportunity to resubmit
your assessments or appeal the result.
As part of the assessment process, all learners must abide by any relevant assessment policies
as provided during induction.
If you feel you are not yet ready to be assessed or that this assessment is unfair, please contact your
assessor to discuss your options. You have the right to formally appeal any outcome and, if you wish
to do so, discuss this with your trainer/assessor.
BSB50420 Diploma of Leadership and Management
Candidate Details
Assessment – BSBTWK503: Manage meetings
Please complete the following activities and hand in to your trainer/assessor for marking. This forms
part of your assessment for BSBTWK503: Manage meetings.
I declare that no part of this assessment has been copied from another person’s work with the
exception of where I have listed or referenced documents or work and that no part of this
assessment has been written for me by another person. I also understand the assessment
instructions and requirements and consent to being assessed.
If activities have been completed as part of a small group or in pairs, details of the
learners involved should be provided below:
This activity workbook has been completed by the following persons and we acknowledge that it
was a fair team effort where everyone contributed equally to the work completed. We declare that
no part of this assessment has been copied from another person’s work with the exception of
where we have listed or referenced documents or work and that no part of this assessment has
been written for us by another person.
Learner 1:
Learner 2:
Learner 3:
BSB50420 Diploma of Leadership and Management
Summative Assessments
The summative assessments are the major activities designed to assess your skills, knowledge and
performance, as required to show competency in this unit. These activities should be completed
after finishing the Learner Guide. You should complete these as stated below and as instructed by
your trainer/assessor.
Skills, knowledge, and performance may be termed as:
Skills – skill requirements, required skills, essential skills, foundation skills
Knowledge – knowledge
 requirements, required knowledge, essential knowledge,
knowledge evidence
 – evidence requirements, critical aspects of assessment, performance
Section A: Skills Activity
The Skills Activity is designed to be a series of demonstrative tasks that should be assessed by
observation (by the assessor or third party, depending on the circumstances). In some cases, skills
will be demonstrated in writing, where the criteria fits.
It will demonstrate all of the skills required for this unit of competency – your assessor will provide
further instructions to you, if necessary.
Section B: Knowledge Activity (Q & A)
The Knowledge Activity is designed to be a verbal questionnaire where the assessor asks you a series
of questions to confirm your competency for all of the required knowledge in the unit of
Section C: Performance Activity
The Performance Activity is designed to be a practical activity performed either in the workplace or a
simulated environment. You should demonstrate the required practical tasks for the unit of
competency and be observed by the assessor and/or third party, as applicable to the situation. If the
third party is required to observe you, you will need to make the required arrangements with them.
If necessary for the activities, you should attach completed written answers, portfolios, or any
evidence of competency to this workbook.
BSB50420 Diploma of Leadership and Management
Section A: Skills Activity
Objective: To provide you with an opportunity to show you have the required skills for this unit.
This activity will enable you to demonstrate the following skills:
  Reading
 
 
 
 
 
o identifies and interprets
information from complex texts including organisational policies
and procedures
o addresses the context, purpose and audience when generating a range of texts
o prepares notes using appropriate structure, and accurate spelling, grammar and
o edits and corrects own work to ensure accuracy
Oral communication
participates in verbal exchanges using appropriate style, tone and vocabulary for
audience, context and purpose
listens for specific information during meetings
asks questions and listens to responses to clarify understanding
identifies and interprets numerical information related to timeframes
Enterprise and initiative
o identifies and responds to both explicit and implicit organisational procedures and
protocols and legislative and regulatory requirements
Planning and organising
applies formal processes when planning complex tasks, producing plans with logically
sequenced steps, reflecting an awareness of time constraints
o recognises and takes responsibility for addressing predictable problems in familiar work
Answer the activity in as much detail as possible.
Equipment needed
Computer/digital technologies and office equipment.
As a real or simulated workplace activity as directed by the assessor, you must perform the
following tasks.
1. Identify and read the legislation and organisational policies and procedures that describe how
meetings should be carried out for the organisation. In no more than 500 words, describe the
laws and policies that you must abide by when preparing for and conducting a meeting.
Policy and procedures for meetings are a very important part of the formal meeting process because
they set out what can and cannot be decided in meetings, as well as ensuring that certain
conventions are adhered to at that meeting. Policies and procedures for meetings are designed to
represent the interests of those who attend the meeting as well as those who are not at the
meeting, such as shareholders and the general public. In some areas, there are formal policies and
procedures, which are legal requirements and are designed to ensure that all formal meetings are
transparent and the participants are accountable. Although many policies and procedures are legal
requirements in formal business meetings, others are agreed on by the attendees of the meetings. If
meetings are regular, attendees may come up with their own agreed policies and procedures during
the first meeting. These policies may then be debated again in later meetings if the participants wish.
Some formal meetings at high levels in a company may serve to decide on an official policy which
must then be respected by all of the employees in the company. As well as being designed to ensure
that each meeting runs smoothly, some policies and procedures have been designed to protect the
rights of company shareholders and to ensure that they receive equitable treatment. The interests of
other stakeholders may also be protected. Having an entrenched set of policies and procedures also
helps to ensure the integrity and ethical behaviour of the organisation, by promoting disclosure and
transparency at all levels.
2. Carefully read through transcribed meeting notes produced by the minute-taker following a
meeting. Compare the transcribed notes with the original minutes and highlight any aspects
that you feel are inaccurate.
There were some minor things missing such as mentioning if the agenda was approved before
starting or not, also, there was a vague description of he resolution of the issues discussed on the
meeting, it was too general and I think it should have been more detailed to actually understand and
record the decisions and commitments arranged during the meeting in order to discuss those
commitments in future meetings.
3. Prepare an agenda for an upcoming meeting that you will be chairing. This should include
the following:
Meeting purpose
Intended participants
Supporting texts that participants need to read.
Agenda Staff Meeting
Meeting Date:
Meeting Time/duration:
11:00 am – 12:00 pm
Meeting Location:
Meeting Room 101, Grow Management Consultants
Meeting purpose:
To discuss on budget on advertising to boost sales.
Senior Management Consultant
Marketing Manager
Marketing executive
Advertising Manager
Sales Manager
Supporting texts that
participants need to
- Marketing report
- Sales report
- Previous sales meeting minute.
Once the agenda is checked and completed, this must be sent to the intended participants.
For this meeting, you must also plan how this will take place and make arrangements to
prepare for this, including a minute-taker. You should invite participants, prepare any required
resources or documentation, and accommodate participant and organisational needs.
BSB50420 Diploma of Leadership and Management
4. Conduct the meeting that you prepared the agenda for and demonstrate the following:
Participating in verbal exchanges using appropriate style, tone and vocabulary for the
audience, context, and purpose
Listening for specific information
Asking questions and listening to answers.
5. In no more than 200 words, describe the numerical information that you must take into
account in relation to timeframes and budgets when preparing and conducting meetings.
The budget is generally prepared for a set period of time, commonly for one year, and the
annual budget is subdivided into months or possibly quarters. Budgets can also be prepared on
a continuous basis. At all times, the budget covers a set number of months, quarters or years
into the future. Each month or quarter, the month or quarter just completed is dropped and a
new month or quarter's budget is added on to the end of the budget. It is important to take
into account the information reflected on the different periods in the budget to know the
current financial situation and confirm the cost if you are hiring a venue and find out the
payment terms.
Regarding timeframes, the duration of the meeting, the number of participants and the
meeting’s purpose will dictate how long you require the venue. Thus, it is important to take
into account this information and to indicate the proposed duration when you book the room
and send the invitations to the participants.
6. In roughly 400 words, explain how explicit and implicit organisational procedures and
protocols and legislative/regulatory requirements impact your actions when preparing for and
leading a meeting.
All organisations are required to comply with relevant legislation to which they are subject in
order to comply with Legislative and Regulatory Requirements. This includes prescribed laws,
regulations and by-laws. Organisations need to determine their legislative obligations. Policies
and procedures are designed to influence and determine all major decisions and actions, and
all activities take place within the boundaries set by them. The procedures are the specific
methods used to express policies in action in day-to-day operations of the organization. There
are some simple ways to ensure employees follow policies and procedures such as writing
procedures down, re-telling employees why procedures are necessary, also making procedures
easily accessible and rewarding compliance can help to comply this. A well-run meeting can be
used to effectively train employees, close an important sale, set business goals and keep major
projects on the right track. Thus, a successful meeting starts once everyone is gathered in a
conference room, then the person running the meeting needs to make arrangements while
participants need to be prepared to handle any required tasks, provide feedback, make
presentations or brainstorm ideas. Doing the groundwork ahead of time will keep the meeting
running smoothly and help you meet the established goals.
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Section B: Knowledge Activity (Q & A)
Objective: To provide you with an opportunity to show you have the required knowledge for
this unit.
The answers to the following questions will enable you to demonstrate your knowledge of:
Meeting terminology, structures and arrangements
Responsibilities of the chairperson and key features of group dynamics in relation to
managing meetings
Key features of options for meetings including face-to-face and virtual meetings
Methods for recording meeting notes including relevant organisational requirements
and conventions for type of meeting
Organisational procedures and policies regarding meetings, chairing and minutes
including identifying organisational formats for minutes and agendas.
Answer each question in as much detail as possible.
1. When planning and attending meetings, you might be required to make use of a range of
For each of the terms or phrases listed below, summarise their meaning.
Apologies: Apologies from the people who missed the meeting. They are written at the
beginning of the meeting and included in the record of the Minutes.
By invitation: An invitation is a written or verbal request to attend an event, such as a
meeting, and in this context is an invitation to a business meeting.
Motion: A proposal that is presented to a meeting for discussion and decision. If a motion
passes, it becomes a resolution. Resolutions are important and should be recorded in the
minutes of the meeting.
Proposer: Someone who formally suggests something in the middle of a meeting.
Secretary’s note: It is the secretary of the company or in particular cases is the person in
charge of taking the notes in the minutes designated by the president of the meeting.
2. What does meeting structure refer to? (Max. 50 words)
The structure of a meeting is the order in which the activities and points of the agenda are going
to be carried out; it describes how the meeting is planned and organized ahead in order to make
it easier to the participants to have a concise discussion.
3. Give one example of how meetings might be structured.
It is important to have a clear purpose for the meeting and a groundwork done before ahead
preparing and agenda to follow, since these allow the members of the meeting to lead the
discussions along a clear path and deal with specific issues, avoiding wasting time. A meeting
then, should start with the attendance, then move through the different established points to
discuss and then reaching to clear conclusions or decisions that arise from the meeting
4. Make a list of three of the steps you might take when organising meeting arrangements.
1- Identifying the purpose of the meeting (Make sure it is important to have a meeting)
2- Developing a preliminary agenda including time, location, and intended participants.
3- Booking or confirming availability of the intended space for the meeting.
5. The chair of a meeting has a very specific role. Identify three of the responsibilities
commonly taken on by the chair.
- Arrange and lead the meeting
- Make sure to get through the business of the meeting on time
- Involve everyone while maintaining order during the meeting.
6. Suggest five factors that could have a negative impact on group dynamics within meetings.
Lack of leadership by the chair.
Lack of interest by the participants.
Lack of knowledge about the topics to discuss.
Participants with personal biases.
Not having a clear purpose for the meeting.
7. There are many different options for meetings in the modern workplace. Identify
three benefits of the two following options:
 Face-to-face
- Human connection and understanding of expressions or attitudes in the act.
Help members participate and attend meetings.
By occupying a specific time and place, the meeting will be more efficient and structured.
It is not necessary for people to travel or commute and it does not involve loss of time.
Allows flexibility in terms of time and location. (Does not require an specific location)
Allows recording for later revisions.
8. When taking meeting minutes, it won’t always be possible to write every single
comment which is made.
Suggest four ways to approach minute taking to make sure key details can be documented.
1. Meeting before with the Chair to clarify some details about the topics to discuss and possible
questions that may arise.
2. Create a minute template to make it easier and faster to record the information there and
make sure not to lose important information.
3. Sit next to the Chair for a better listening of him and all the attendees.
4. If the participants agree and its possible the meeting could be recorded in order to avoid
missing any details; if it’s not possible just try to write down everything as soon as possible
and complete the final details right after the meeting before you forget it.
9. Reflect on your current or most previous role and outline one organisational procedure
in place related to recording meeting notes.
We had a template for the meeting notes where there should be placed date and time,
attendees, acceptance of the agenda, and the previous meeting´s minutes. Finally, there was a
place to write down the topics that were discussed and another space for the decisions reached
at the end of the meeting. In this way, even the slightest idea would be recorded and taken into
account when reviewing meeting notes.
(Max. 75 words)
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10. From your own thinking, suggest one way in which methods for taking meeting minutes might
differ depending on the type of meeting taking place.
Note-taking methods will be affected by the type of meeting taking place since there could be
differences regarding the order or structure and the purpose of it. Depending on this, there
could be different templates to make sure to record the main issues or topics, and the relevant
conclusions reached, according to the main purpose of the meeting.
11. Referring to your current or most recent workplace, outline the procedures the organisation
follows for chairing a meeting, including who is assigned the role and the responsibilities
they have.
Where I used to work, different people could call for a meeting depending on the focus of the meeting
(sales, marketing, operations, advertising, shareholding, etc) The person who wanted to gather the
people was in charge to prepare the agenda and send it by email to all the intended participants at least
one week before the meeting. This person should also book the room and specify the time he would stay
in there.
Developing and distributing agendas and papers
Identifying and inviting meeting participants
Organizing and confirming meeting arrangements
Running the meeting and following up.
(Max. 100 words)
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