BSBPMG617 Task 1 V1.1

BSB61218 Advanced Diploma
of Program Management
BSBPMG617
Provide leadership for the program
Task 1
Business College at International House

RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022
3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
info@ihBC.edu.au| www.ihBC.edu.au
Questioning Assessment
Candidate Instructions
Youwillcomplete questions for purposesof formalassessmentas per the questions outlined in the
questioning record below, and any additional probing or clarification questions required by the assessor.
The Knowledge Activity is designed to confirm your competency for all the required knowledge in the unit of
competency.
Task Details
There is no restriction on the length of the question responses, or time restriction in completing the
assessment.It is anticipated however that the assessment will take approximately 2 hoursto complete,
and word limit is unit as a guide only.
The assessment may be re-attempted on two further occasions (maximum three attempts in total).All
assessments must be resubmitted 3 days within receiving your unsatisfactory grade. You must clearly
indicate “Re-submission” on your resubmitted work.
You must complete all questions unassisted by the assessor or other personnel but may refer to reference
material as may be needed.
All questions must be answered satisfactorily for the assessment to be completed satisfactorily.
For any assessment conducted that is incomplete, or without satisfactory performance, the assessment
will need to be completed again after further training support. This may be simply to focus on question
areas not achieved in the prior assessment.
Evidence to be collected
Answer the activity in as much detail as possible, considering your organisational requirements.
In undertaking this assessment task, you as the candidate are providing consent for your work to be
reviewed for the purposes of formal assessment in the unit(s) of competency. If you have concern
regarding this permission, please discuss this with your assessor prior to undertaking the task.
To provide you with an opportunity to show you have the required knowledge
Objective
for this unit.

Candidate Declaration
Candidate name:
Trainer’s name:
Date:
Assessment declaration: I declare that no part of this assessment has been copied from another
person’s work, except where clearly noted on documents or work submitted.
I declare that no part of this assessment has been written for me by another
person. I understand that plagiarism is a serious offence that may lead to
disciplinary action.
Candidate signature:
Your trainer and assessor will be grading your work and provide you with constructive feedback
on Canvas. Please submit your document in .docx file format. For re-submission, please add
‘RESUB’ to your file name.

Task 1: Knowledge Questions (min 200 words per question)
Research behavioural models. Select two behavioural models and

Question 1 compare them in the context of their usefulness for the role of
program manager.
Answer:
There are several models of behaviour that the project manager can draw upon in his or her work.
These include Maslow’s need hierarchy theory, Herzberg’s Hygiene theory and McGregor’s theory X
and theory Y as applied to project management.
Comparison of Maslow and Herzberg’s Theory of Motivation shows the similarities and differences
between the hierarchy of needs and two-factor theory. Maslow and Herzberg provided the most
popular human motivation theories used in the workforce.
Maslow’s hierarchy of needs and Herzberg’s two-factor theory are compared and we try to find out

what makes them similar and also different.
Similarities of Maslow and Herzberg Theory of Motivation
There is a great similarity between Maslow’s and Herzberg’s models of motivation.
A close examination of Herzberg’s model indicates that for those employees who have achieved a
level of social and economic progress in the society, higher-level needs of Maslow’s model (esteem
and self-actualization) are the primary motivators.
However; they still must satisfy the lower level needs for the maintenance of the current state.
So we can say that money might still be a chief motivator for most of the operative employees and
also for some low paid managerial people.
Herzberg’s model distinguishes the two groups of factors, namely, motivational and maintenance,
and points out that the motivational factors are often derived from the job itself.
Most of the maintenance factors come under comparatively lower-order needs and motivational
factors are somewhat equivalent to higher-order needs.
Both models assume that specific needs energize behaviour.
Although there are marked similarities in the two models, many differences exist which are shown in
the following way:
Differences between Maslow and Herzberg Theory of Motivation;
Why is Maslow’s and Herzberg’s Theory of Motivation different?
Issue Maslow’s Model Herzberg’s Model
Order of needs The hierarchical arrangement of needs. No such hierarchical arrangement.
Emphasis Descriptive. Prescriptive
The essence of the Unsatisfied needs energize behaviour; this

Gratified needs cause performance.
theory behaviour causes performance.
Any need can be a motivator if it is

Motivator Only higher-order needs serve as motivators.
relatively unsatisfied.
Takes a general view of the motivational Takes a micro-view and deals with work-oriented
Applicability
problems of all workers. motivational problems of professional workers
Factors The existence of some factors creates a The positive and negative factors are completely

positive attitude and their non-existence
different.
creates a negative attitude.
Conclusion
The main difference between them is that; the basis of Maslow’s theory is human needs and their
satisfaction. On the other hand, Herzberg’s theory relies on reward and recognition.
Research communication and negotiation styles and approaches.

Question 2 Select two communication styles and two negotiation approaches
and describe them.
Answer:
Communication styles
Passive
Individuals who use the passive communication style often act indifferently, yielding to others. Passive
communicators usually fail to express their feelings or needs, allowing others to express themselves.
Frequently, a passive communicator’s lack of outward communication can lead to misunderstanding,
anger build-up or resentment. At the same time, these communicators can be safer to speak with
when a conflict arises, because they most likely will avoid a confrontation or defer to others.
Passive communicators often display a lack of eye contact, poor body posture and an inability to say
“no.” Passive communicators also act in a way that states “people never consider my feelings.”
But passive communicators are also easy to get along with as they follow others and “go with the
flow.”
Examples of phrases that those who use a passive communication style would say or may believe
include:
“It really doesn’t matter that much.”
“I just want to keep the peace”
Aggressive
It’s often apparent when someone communicates in an aggressive manner. You’ll hear it. You’ll see it.
You may even feel it.
The aggressive communication style is emphasized by speaking in a loud and demanding voice,
maintaining intense eye contact and dominating or controlling others by blaming, intimidating,
criticizing, threatening or attacking them, among other traits.
Aggressive communicators often issue commands, ask questions rudely and fail to listen to others.
But they can also be considered leaders and command respect from those around them.
Examples of phrases that an aggressive communicator would use include:
“I’m right and you’re wrong.”
“I’ll get my way no matter what.”
“It’s your entire fault.”
Negotiation approaches
Distributive negotiation

Distributive negotiation, sometimes called zero-sum negotiation or win-lose negotiation, is a
bargaining approach in which one person succeeds only if another person loses. A distributive
negotiation usually involves discussion of a single issue.
For example, a sales business wants to enter a contract with a vendor for IT services. The business
wants the most IT services for the lowest price possible, while the IT vendor wants to provide the
lowest number of resources for the highest price. Each party's desire to get a better deal represents a
distributive negotiation approach.
Below is a list of tips for success in a distributive negotiation:
 Be persistent. When you're taking a distributive approach to a negotiation, persistence and

polite assertiveness can help you fulfil your interests.
 Make the first offer. In a distributive negotiation, you can make the first offer to begin the
bargaining in your favour.
 Don't communicate your minimum favourable outcome. It's important to aim high in
distributive negotiations to ensure successful bargaining. You can withhold any information on
the minimum you're willing to accept from bargaining for the best results.
Integrative negotiations
Integrative negotiation, sometimes called win-win negotiation or collaborative negotiation, is a

bargaining approaches where negotiating party’s attempts to reach a mutually beneficial solution.
Unlike distributive negotiations, integrative negotiations can involve multiple issues.
For example, an established fashion company and a cosmetics startup company agree to collaborate
on a product geared toward their shared target market. They negotiate a contract that allows the
cosmetics start-up to gain greater exposure and the fashion company to reach its financial and
marketing goals.
Here are a few tips you can use in an integrative negotiation:
 Take a principled approach. You can discuss your principles during an integrative negotiation
to build trust with the other party.
 Discuss your needs and interests openly. Communicating about your goals in an integrative
negotiation can promote transparency and enable a positive relationship.
 Use bargaining to solve problems. In an integrative negotiation, both parties can use
negotiations as an opportunity for collaborative problem-solving.

Research current ethics, equity and fairness norms and regulation
Question 3 and legislation. Select three and describe them.

Answer:
Justice versus Fairness
In its narrower sense, justice is fairness. It is action that pays due regard to the proper interests,
property, and safety of one's fellows. While justice in the broader sense is often thought of as
transcendental, justice as fairness is more context-bound. Parties concerned with fairness typically
strive to work out something comfortable and adopt procedures that resemble rules of a game. They
work to ensure that people receive their "fair share" of benefits and burdens and adhere to a system
of "fair play."
The principles of justice and fairness can be thought of as rules of "fair play" for issues of social
justice. Whether they turn out to be grounded in universal laws or ones that are more context-
bound, these principles determine the way in which the various types of justice are carried out. For
example, principles of distributive justice determine what counts as a "fair share" of particular
good, while principles of retributive or restorative justice shape our response to activity that violates
a society's rules of "fair play." Social justice requires both that the rules be fair, and also that people
play by the rules.
Deserts, Equity, Equality, and Need

The principles of equity, equality, and need are most relevant in the context of distributive justice,
but might play a role in a variety of social justice issues. These principles all appeal to the notion of
desert, the idea that fair treatment is a matter of giving people what they deserve. In general, people
deserve to be rewarded for their effort and productivity, punished for their transgressions, treated as
equal persons, and have their basic needs met. However, because these principles may come into
conflict, it is often difficult to achieve all of these goals simultaneously.
According to the principle of equity, a fair economic system is one that distributes goods to
individuals in proportion to their input. While input typically comes in the form of productivity, ability
or talent might also play a role. People who produce more or better products...either by working
harder, or by being more talented, this argument goes, should be paid more for their efforts than
should people who produce less. Note that this sort of distribution may not succeed in meeting the
needs of all members of society.
Impartiality, Consistency, Standing, and Trust

Principles of justice and fairness are also central to procedural, retributive, and restorative justice.
Such principles are supposed to ensure procedures that generate unbiased, consistent, and reliable
decisions. Here the focus is on carrying out set rules in a fair manner so that a just outcome might be
reached. Fair procedures are central to the legitimacy of decisions reached and individuals'
acceptance of those decisions.
To ensure fair procedures, both in the context of legal proceedings, as well as in negotiation and
mediation, the third party carrying out those procedures must be impartial. This means they must
make an honest, unbiased decision based on appropriate information. For example, judges should be
impartial, and facilitators should not exhibit any prejudice that gives one party unfair advantages. The
rules themselves should also be impartial so that they do not favour some people over others from
the outset.
What is So Important about the Principles of Justice

It may seem to be a simple matter of common sense that justice is central to any well-functioning
society. However, the question of what justice is, exactly, and how it is achieved are more difficult
matters. The principles of justice and fairness point to ideas of fair treatment and "fair play" that
should govern all modes of exchange and interaction in a society. They serve as guidelines for
carrying out justice.
Not surprisingly, each of the principles of justice and fairness can be applied in a variety of contexts.
For example, the principle of desert applies not only to the distribution of wealth, but also to the
distribution costs and of punishments. "Environmental justice" is a relatively new term that examines
and challenges the social tendency to site noxious facilities (such as landfills or polluting industries) in
poor areas, but not affluent areas. An unjust distribution of punishments is suggested by the
statistics that people of colour are disproportionately represented in prisons and on death row. (In
2012, people of colour made up about 30 percent of the United States’ population, but accounted for
60 percent of those imprisoned.) Likewise, the principles of impartiality and consistency might apply
to both an economic system and a decision-making body. And the principle of need plays a central
role in both distributive and restorative justice.
Research learning and development methods and strategy.

Question 4 Student lists at least 5.
Answer:
A learning and development strategy aims to achieve the following:
 Meet employee learning and development needs.
 Ensure optimal human capital development.
 Build the business management and leadership skills for a strong executive team.
Despite having the definition given, there are still questions that are left unanswered.
 What is the essence of learning & development strategy?

 What are the key considerations in creating learning and development strategies?
 How can we enhance learning and development in the corporate workforce?
1st Consideration: Alignment with Overall Business Strategy

Ensure that your learning and development strategy is aligned with an overall business strategy, because your
organization's learning and development needs are unique. If, for example, your organization has placed a priority on
brand marketing strategy, be sure to incorporate marketing courses into your L&D strategy. The design of
your organizational development must be consistent and anchored towards your long-term business strategy.


2nd Consideration: Organizational Priorities

Make your learning and development strategy an organizational priority. Senior officers, such as a corporate learning
officers or education executives should be able to drive their professional development and be awarded adequate
budget, resources and support. Career development of senior management officials must be one of the main priorities.

3rd Consideration: Resource Use Considerations

Include resource use considerations in your learning and development strategy to create an effective corporate training
package as well as leadership development programs.
Consider whether you will have better gains from in-house training management courses and workshops or if you can
make better strategic use of resources by accessing business classes at top business schools. The former may offer
advantages such as team unity and speed of program delivery; the latter enables you to tap into leading-edge business
expertise. A mix of both may prove to be the winning L&D strategy.

4th Consideration: Internal Stakeholder Assessment

Conduct an internal stakeholder assessment to identify the various stakeholders and understand what they require from
your learning and development strategy. Gain buy-in by making them a part of the employee training and
development process. To take the above example of a marketing and branding priority, consult the marketing team to
know and incorporate their learning and development needs.

5th Consideration: Availability of Corporate Learning Tools & Techniques

Consider the best corporate learning tools and technique within your learning and development
strategy. Some of today's best tools for integrative corporate learning include leadership
exercises, leadership coaching, guided case study analysis, and flexibly balanced distance and campus
learning, and real-world learning in global business hot-spots.

6th Consideration: Employee Recruitment & Retention Rate

Don't forget that employee recruitment and retention are interconnected and that learning and
development programs should contribute to these as part of your value proposition to employees.
Ensure that expected impact on recruitment and retention is set out in your learning and
development strategy.
7th Consideration: Future Requirements

Consider the future of your learning and development strategy. As learning and development needs
and management training tools and resources evolve, so should your L&D strategy. Build your
management development objectives and enhancement goals into your learning and development
strategy.

Question 5 Describe 2 types and formats of program vision and compare them
Answer:
Organizations summarize their goals and objectives in mission and vision statements. Both of
these serve different purposes for a company but are often confused with each other. While a
mission statement describes what a company wants to do now, a vision statement outlines what
a company wants to be in the future.
The Mission Statement concentrates on the present; it defines the customer(s), critical processes
and it informs you about the desired level of performance.
The Vision Statement focuses on the future; it is a source of inspiration and motivation. Often it
describes not just the future of the organization but the future of the industry or society in which
the organization hopes to effect change.
Comparison chart
Mission Statement versus Vision Statement comparison chart
Mission Statement Vision Statement
About A Mission statement talks about HOW you will get to A Vision statement outlines WHERE you want to
where you want to be. Defines the purpose and be. Communicates both the purpose and values
primary objectives related to your customer needs of your business.
and team values.
Answer It answers the question, “What do we do? What It answers the question, “Where do we aim to
makes us different?” be?”
Time A mission statement talks about the present leading A vision statement talks about your future.
to its future.
Function It lists the broad goals for which the organization is It lists where you see yourself some years from
formed. Its prime function is internal; to define the now. It inspires you to give your best. It shapes
key measure or measures of the organization's your understanding of why you are working
success and its prime audience is the leadership, here.
team and stockholders.
Change Your mission statement may change, but it should still As your organization evolves, you might feel
tie back to your core values, customer needs and tempted to change your vision. However,
vision. mission or vision statements explain your
organization's foundation, so change should be
kept to a minimum.
Developing a What do we do today? For whom do we do it? What Where do we want to be going forward? When
statement is the benefit? In other words, Why we do what we do we want to reach that stage? How do we

do? What, For Whom and Why? want to do it?
Features of Purpose and values of the organization: Who are the Clarity and lack of ambiguity: Describing a bright
an effective organization's primary "clients" (stakeholders)? What future (hope); Memorable and engaging
statement are the responsibilities of the organization towards expression; realistic aspirations, achievable;
the clients? alignment with organizational values and
culture.
Purpose
The mission statement guides the day-to-day operations and decision-making of the
organization. It helps in tactical planning and "rallying the troops" around a common near- to
medium-term goal. The mission statement helps members of the organization get on the same
page on what they should do and how they should do it.
The vision statement is, in a sense, loftier. It outlines the worldview of the organization and why
it exists. It attracts people — not just employees but also customers and vendors — who believe
in the vision of the organization.
What's in a Vision Statement?
When developing a vision statement, it should be seen that the following questions are
answered:
 What do we want to do going forward?

 When do we want to do it?
 How do we want to do it?
Features of an effective vision statement include:
 Clarity and lack of ambiguity

 Paint a vivid and clear picture, not ambiguous
 Describing a bright future (hope)
 Memorable and engaging expression
 Realistic aspirations, achievable
 Alignment with organizational values and culture
 Time bound if it talks of achieving any goal or objective
What to Include in a Mission Statement

When developing a mission statement, it should be seen that the following questions are
answered:

 What do we do today?
 For whom do we do it?
 What is the benefit?
Features of an effective mission statement are:
 Purpose and values of the organization

 What business the organization wants to be in (products or services, market) or who are
the organization's primary "clients" (stakeholders)
 What are the responsibilities of the organization towards these "clients"
 What are the main objectives that support the company in accomplishing its mission


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BSB61218 Advanced Diploma

Business College at International House

Business College at International House

Business College at International House

Research behavioural models. Select two behavioural models and

Maslow’s hierarchy of needs and Herzberg’s two-factor theory are compared and we try to find out

Similarities of Maslow and Herzberg Theory of Motivation

There is a great similarity between Maslow’s and Herzberg’s models of motivation.

Both models assume that specific needs energize behaviour.

Differences between Maslow and Herzberg Theory of Motivation;

Why is Maslow’s and Herzberg’s Theory of Motivation different?

Issue Maslow’s Model Herzberg’s Model

Order of needs The hierarchical arrangement of needs. No such hierarchical arrangement.

Emphasis Descriptive. Prescriptive

The essence of the Unsatisfied needs energize behaviour; this

Any need can be a motivator if it is

Business College at International House

Research communication and negotiation styles and approaches.

“It’s your entire fault.”

Business College at International House

Below is a list of tips for success in a distributive negotiation:

 Be persistent. When you're taking a distributive approach to a negotiation, persistence and

Integrative negotiation, sometimes called win-win negotiation or collaborative negotiation, is a

Here are a few tips you can use in an integrative negotiation:

Business College at International House

Business College at International House

Deserts, Equity, Equality, and Need

Impartiality, Consistency, Standing, and Trust

What is So Important about the Principles of Justice

Research learning and development methods and strategy.

 What is the essence of learning & development strategy?

1st Consideration: Alignment with Overall Business Strategy

Business College at International House

2nd Consideration: Organizational Priorities

3rd Consideration: Resource Use Considerations

4th Consideration: Internal Stakeholder Assessment

5th Consideration: Availability of Corporate Learning Tools & Techniques

6th Consideration: Employee Recruitment & Retention Rate

7th Consideration: Future Requirements

Business College at International House

Mission Statement versus Vision Statement comparison chart

Mission Statement Vision Statement

Business College at International House

What's in a Vision Statement?

 What do we want to do going forward?

Features of an effective vision statement include:

 Clarity and lack of ambiguity

What to Include in a Mission Statement

Business College at International House

Features of an effective mission statement are:

 Purpose and values of the organization

Business College at International House

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