BSBLDR803_develop_and_cultivate_collaborative_partnerships_and_relationships__book_.pdf

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Unformatted text preview: Graduate Diploma of Management BSBLDR803 - Develop and cultivate collaborative partnerships and relationships Learner Materials and Assessment Tasks 1|Page Table of Contents About BSBLDR803 Develop and cultivate collaborative partnerships and relationships .................... 4 Generate trust, confidence and support from relevant stakeholders by demonstrating a high standard of personal performance and conduct .................................................................................. 8 Activity 1 ............................................................................................................................................... 12 Implement communication strategies to represent the organisation positively to media, local community and stakeholders .............................................................................................................. 16 Activity 2 ............................................................................................................................................... 19 Activity 3 ............................................................................................................................................... 23 Make decisions in consultation with relevant stakeholders and relevant individuals where appropriate ........................................................................................................................................... 34 Activity 4 ............................................................................................................................................... 41 Activity 5 ............................................................................................................................................... 45 Use a range of influencing strategies to increase commitment from staff and stakeholders to achieve organisational requirements and to contribute to desired culture ...................................... 46 Activity 6 ............................................................................................................................................... 62 Activity 7 ............................................................................................................................................... 69 Activity 8 ............................................................................................................................................... 77 Undertake selected community and/or professional engagements that project a positive image of the organisation to the broader community and stakeholders ......................................................... 78 Activity 9 ............................................................................................................................................... 86 Establish outcomes to be achieved from the partnership .................................................................. 88 Activity 10 ............................................................................................................................................. 96 Analyse and apply models for effective consultation and collaboration within partnerships ....... 109 Activity 11 ........................................................................................................................................... 114 Cultivate collaborative communities and partnerships through application of a range of communication solutions................................................................................................................... 125 Activity 12 ........................................................................................................................................... 133 Forge relationships, collaborative communities or partnerships between organisations .............. 135 Establish processes that contribute to the creation and maintenance of a positive culture that embraces collaboration ..................................................................................................................... 146 Activity 13 ........................................................................................................................................... 153 Establish processes to resolve conflict in a fair, equitable and collaborative manner .................... 154 Activity 14 ........................................................................................................................................... 164 Organise and allocate work activities in a cost effective and equitable manner with clear, quantifiable and agreed performance standards ............................................................................. 166 2|Page Encourage staff to undertake activities that develop their personal competence and performance ............................................................................................................................................................ 168 Activity 15 ........................................................................................................................................... 181 Empower individuals to develop their own ways of working within agreed boundaries of competence, cultural, diversity and organisational and legal requirements .................................. 183 Activity 16 ........................................................................................................................................... 190 Activity 17 ........................................................................................................................................... 206 Establish indicators and feedback processes that can be used to evaluate the health of the work environment ....................................................................................................................................... 208 Activity 18 ........................................................................................................................................... 217 Identify and address relevant organisational policies and procedures in partnership plans ......... 218 Activity 19 ........................................................................................................................................... 231 Identify and incorporate relevant legal requirements into planning............................................... 232 Activity 20 ........................................................................................................................................... 242 Form partnerships using collaborative and consultative processes involving public and/or private sector enterprises............................................................................................................................... 244 Plan and allocate resource requirements to accomplish a partnership program ........................... 254 Activity 21 ........................................................................................................................................... 255 Establish relevant organisational policies and procedures relating to partnerships ...................... 257 Establish reporting systems for reporting results against planned partnership outcomes ............ 262 Activity 22 ........................................................................................................................................... 263 Implement reporting systems to map progress against partnership outcomes .............................. 265 Assessment……………………………………………………………………………………………………………………………………267 3|Page About BSBLDR803 Develop and cultivate collaborative partnerships and relationships Application This unit describes the skills and knowledge required to establish collaborative partnerships and relationships with business and industry stakeholders. This unit covers communicating to influence others, cultivating new and existing partnerships, establishing positive collaborative relationships, leading the establishment of a partnership program and establishing reporting mechanisms. It applies to people who use cognitive and creative skills to review, critically analyse, consolidate and synthesise knowledge, in order to generate ideas and provide solutions to complex problems. They use communication skills to demonstrate their understanding of theoretical concepts and to transfer knowledge and ideas to others. No licensing, legislative or certification requirements apply to this unit at the time of publication. Unit Sector Management and Leadership - Leadership Elements and Performance Criteria ELEMENT PERFORMANCE CRITERIA Elements describe the Performance criteria describe the performance needed to demonstrate essential outcomes. achievement of the element. 1. Communicate to 1.1 Generate trust, confidence and support from relevant stakeholders influence relevant by demonstrating a high standard of personal performance and individuals and conduct stakeholders 1.2 Implement communication strategies to represent the organisation positively to media, local community and stakeholders 1.3 Make decisions in consultation with relevant stakeholders and relevant individuals where appropriate 1.4 Use a range of influencing strategies to increase commitment from staff and stakeholders to achieve organisational requirements and to contribute to desired culture 1.5 Undertake selected community and/or professional engagements that project a positive image of the organisation to the broader community and stakeholders 4|Page 2. Cultivate new and existing partnerships with stakeholders 2.1 Establish outcomes to be achieved from the partnership 2.2 Analyse and apply models for effective consultation and collaboration within partnerships 2.3 Cultivate collaborative communities and partnerships through application of a range of communication solutions 3. Establish positive collaborative relationships 2.4 Forge relationships, collaborative communities or partnerships between organisations 3.1 Establish processes that contribute to the creation and maintenance of a positive culture that embraces collaboration 3.2 Establish processes to resolve conflict in a fair, equitable and collaborative manner 3.3 Organise and allocate work activities in a cost effective and equitable manner with clear, quantifiable and agreed performance standards 3.4 Encourage staff to undertake activities that develop their personal competence and performance 3.5 Empower individuals to develop their own ways of working within agreed boundaries of competence, cultural, diversity and organisational and legal requirements 4. Lead establishment of a partnership program 3.6 Establish indicators and feedback processes that can be used to evaluate the health of the work environment 4.1 Identify and address relevant organisational policies and procedures in partnership plans 4.2 Identify and incorporate relevant legal requirements into planning 4.3 Form partnerships using collaborative and consultative processes involving public and/or private sector enterprises 4.4 Plan and allocate resource requirements to accomplish a partnership program 5. Establish reporting mechanisms for partnership program 4.5 Establish relevant organisational policies and procedures relating to partnerships 5.1 Establish reporting systems for reporting results against planned partnership outcomes 5.2 Implement reporting systems to map progress against partnership outcomes 5|Page Foundation Skills This section describes language, literacy, numeracy and employment skills incorporated in the performance criteria that are required for competent performance. Skill Performance Reading Criteria 2.2 Description Sources, evaluates and critiques ideas and information from a range of complex texts Writing 2.1, 3.1, 3.2, 3.6, 4.4, 4.5, 5.1 Develops texts dealing with complex concepts using specialised and detailed language to convey strategy context and intent and requirements in accordance organisational requirements Oral Communication 2.3, 3.4, 4.3 Leads discussions using language and non-verbal features to suit the audience Uses active listening and questioning to seek the views and opinions of others Numeracy 3.3 Selects and uses familiar mathematical techniques to determine costs and benefits associated with strategic resource decisions Navigate the world of work 3.5, 4.1, 4.2 Takes a lead role in the development of organisational goals, roles and responsibilities Leads adherence to organisational policies, procedures and legal requirements and considers own role in terms of its contribution to broader goals of the organisation Interact with others 1.1, 1.4, 2.3, 2.4, 3.2, 3.4, 4.3 Get the work done 1.2, 1.3, 1.5, 2.1, 3.1, 3.3, 3.6, 4.4, 5.2 Plays a lead role in building effective collaboration and trust, demonstrating high level conflict resolution skills and ability to engage and motivate others Identifies and uses a variety of appropriate conventions and protocols when communicating with colleagues and external stakeholders Develops flexible plans for complex, high impact activities with strategic implications that involve a diverse range of stakeholders with potentially competing demands Monitors agreed outcomes and required 6|Page indicators Unit Mapping Information Code and title Code and title current version BSBLDR803 Develop and cultivate collaborative partnerships and relationships previous version BSBREL701A Develop and cultivate collaborative partnerships and relationships Comments Equivalence status Updated to meet Standards for Training Packages Equivalent unit Assessment requirements Modification History Release Comments Release 2 This version first released with BSB Business Services Training Package Version 1.1. Version created to correct mapping table information Release 1 This version first released with BSB Business Services Training Package Version 1.0. Performance Evidence Evidence of the ability to: demonstrate and model skills and knowledge to foster partnerships, conduct stakeholder consultation and use strategic and personally enhancing communication skills develop collaborative approaches to enhance individual, team and organisational outcomes initiate and implement partnerships in line with relevant regulatory, employment and organisational requirements. Note: If a specific volume or frequency is not stated, then evidence must be provided at least once. Knowledge Evidence To complete the unit requirements safely and effectively, the individual must: outline the legislative and regulatory context of the organisation outline the organisation's mission, purpose, values, objectives and strategies explain techniques that cultivate collaborative relationships and partnerships describe data collection methods explain the external context including social, political, economic and technological developments explain emotional intelligence and its relationship to individual and team effectiveness explain organisational transformation and the management of the stages of change. 7|Page Generate trust, confidence and support from relevant stakeholders by demonstrating a high standard of personal performance and conduct Building trust with stakeholders and colleagues1 A stakeholder is any person or group that affects, or is affected by, a particular project. Along the path to completing your project, stakeholders can be partners, resources or roadblocks -- and potentially all three rolled into one. As project management develops as a concept, stakeholder management emerges as an element common to the planning and execution of any project. Stakeholder buy-in, the cooperation or positive participation of a stakeholder, is the preferred condition for any successful project. Step 1 Identify and list all possible stakeholders. Evaluate the scope of your project to assess what people and departments might be affected by both the project and its favorable outcome. The project manager and team are obviously involved. Employees and unions, if applicable, may be affected. Suppliers, bankers and customers may be other potential stakeholders. Step 2 Organise your stakeholder list. Some stakeholders have more influence and their buy-in becomes crucial to the success of the project. Establish a hierarchy of stakeholder importance to focus your management efforts. Step 3 Involve your key stakeholders early in the project. For external stakeholders such as consumers, this may be by way of marketing surveys. Meeting with internal stakeholders may reveal previously unknown roadblocks or opportunities. Step 4 Establish expectations for both stakeholder participation and updating, and stick to expectations. For example, if you commit to weekly reports, ensure you issue weekly reports. Loss of trust will erode stakeholder confidence. Recognize that stakeholder buy-in is not a one-time event and must be maintained. 1 Source: Chron, as at , as on 7th October, 2016; Content Extra, as at , as on 7th October, 2016. 8|Page Step 5 Communicate the good with the bad. Do not focus on only benefits from your project. Describe compromises and potential negative outcomes. An outlook that is too positive can generate suspicion and reserve stakeholder buy-in. Character traits Whether building trust with internal or external stakeholders, you need to exhibit the same qualities of professional conduct. These include: integrity – are you always honest in your dealings with others? credibility – can you be trusted to have the knowledge to back up your honesty, is what you are saying or proposing credible? accountability – are you always ready to take responsibility for your actions? reliability – can you be depended on to deliver what you have promised? transparency – are you always clear about what you say and are your professional workings always simple to understand? courtesy – do you always have the manners to listen to other people’s points of view, and remember to thank them for their input? By exhibiting these character traits you will earn the respect of your colleagues and other professionals you come into contact with. 9|Page Codes of conduct Professionals have in the past been accused, perhaps unfairly, of not exhibiting the traits mentioned above. The CIPR (Chartered Institute of Public Relations) and other professional bodies have now included these traits in their codes of conduct. In your organisation there may be other codes of conduct; these might be found within your contract. Often these codes include things such as client confidentiality and relate to how you need to keep client campaigns and communication confidential unless specified otherwise. Many internal codes of conduct will also list things such as the need to be on time to work, how to conduct interactions with colleagues and clients, and what personal conduct is and is not permitted within office hours – for example, making personal calls. Creating an environment of trust with colleagues Colleagues working closely together often form impressions based on what they see, so actions are important to building trust and respect within the team. Look at Figure 13.3.1 to see how you can create a positive impression. Building trust and respect Creating an environment of trust with your colleagues involves a much more personal level than previously discussed but the underlying concepts are the same. In order for you to build good relationships with your colleagues and earn their trust, you must monitor your working practices and behaviours, and ensure that you do the following. Always communicate information clearly and consistently in a timely manner when asked for it. At the beginning of your career especially, you will be a junior member of a larger team and other members in the team will be relying on you to complete your work so that they can complete theirs. Work together with other members of your team to support the whole team in the comple...
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