Bsbwor 203 Assessment 1 1 1 PDF

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BSBWOR203 Work effectively with others

Name: Luan Ferreira

Date: 12/12/20

Class:

Assessment 1

STUDENT NAME:

Luan Ferreira

STUDENT ID: (if applicable)

924

DOB:

08/05/1991

ASSESSMENT DATE:

12/12/20

STUDENT DECLARATION:

0 I certify that this is my own work.

STUDENT’S SIGNATURE:

-------------------------------------------------------------------------------------------------------------------------------------------------------------------------

ASSESSOR’S NAME: ASSESSOR’S COMMENTS: (if applicable)

0 SATISFACTORY ASSESSOR’S SIGNATURE: DATE:

Futura Group SIT12 /BSB15 Version 1.0

0 NOT YET SATISFACTORY

Instructions Read the activity questions below and provide responses as indicated: 1. You have successfully gained employment at the reception of the new Plaza Hotel. Your position description outlines the details below: Job Title

Receptionist

Employment Arrangements

Full time

Reporting to

Front Office Supervisor

Liaising

Reception staff; concierge; housekeeping

Key skill requirements

Under the direction of the Front Office Manager or Supervisor, the receptionist is responsible for all activities relevant to the Front Desk. This includes reception, check-in/out, rooming of all Hotel guests, foreign currency exchange and assisting guests with inquiries. The receptionist should promote and follow the desired work culture and ethos.

Date of commencement

01.04.2014

Desirable

Experience with international clientele and extensive knowledge of local area. Basic knowledge of English, French and Mandarin due to our client base. Diploma and 2-3 years experience in a similar role

a. What are your key duties? Responsible for all activities relevant to the Front Desk, includes reception, check-in/out, rooming of all Hotel guests, foreign currency exchange and assisting guests with inquiries. b. To whom do you report? Front Office Supervisor

Futura Group SIT12 /BSB15 Version 1.0

2. Choose a position relevant to your area of training e.g. receptionist, apprentice chef or similar and draw the typical hierarchy with roles and responsibilities from Director or General Manger down to your relevant department’ roles: Sketch of Hierarchy:

General manager: Maintain quality service by establishing and enforcing organization standards, organizes production, marketing, field, and technical services policies and practices. Kitchen supervisor: Supervise cooks and kitchen helpers, make sure all employees adhere to health and safety standards, interview, hire and fire kitchen staff, purchase food and kitchen supplies, and may file requisitions with the purchasing department for large equipment. They schedule routine linen and cleaning services, as well as equipment maintenance and waste removal.

Apprentice chef: Preparation and presentation,baking, sweets and desserts, coffee and hot beverages, engaging with our team and their daily needs, facility cleaning and maintenance, ensuring the highest standards.

3. Your workplace policy states in 3.0. – Dress code for front-of-house Positions : Shoes and foot attire All footwear must comply with Workplace, Health & Safety requirements for the area of work, as well as the following:       

Shoes must be black/navy for uniformed staff, clean and in good repair. Shoes must have non-slip rubber soles and heels which are in good condition. This is a safety requirement. Only fully closed-in shoes with heels being a maximum height of 3cm are to be worn. (– Thongs, sandals or deck shoes are not acceptable forms of footwear.) Staff required to do any style of lifting/manual handling must have flat non-slip rubber soles unless otherwise approved through Workplace, Health & Safety. Hosiery and socks must complement the uniform and be without holes or ladders. Socks must not be worn with skirts.

1. What colour shoes must be worn on the job? Black/Navy 2. Which types of shoes must be worn if you do lifting or manual handling tasks? Flat non-slip rubber soles 3. Could you wear blue socks with a black uniform? Yes 4. You have now been employed for a period of 4 months and are keen to find out how your job performance is perceived in order to identify shortfalls and improve your work and service skills.

Futura Group SIT12 /BSB15 Version 1.0

Provide 3 different methods for obtaining feedback in the workplace from colleagues and customers and describe how this can be done objectively: Customer feedback-There are many forms of evidence that help you to assess how your customers rate your service. One of them is when you obtain feedback from customer through arrange of media, personal feedback and observation, mystery shoppers and measuring compliments and complaints. Peer Review- In many cases, the people who are the more informed about the performance of employees are the other employees who work alongside them. Peer reviews are therefore useful, but if used they should be conducted anonymously. Each employee can rate the others members of their team, using rating scales or rankings 360° Feedback- Is seeking out the views and opinions of all these different parties. It should be conducted anonymously so that the person being reviewed doesn't know who said wha t

5. Your supervisor has told you to consider time and resource constraints when planning and organising your busy work schedule. Explain how your daily tasks should be planned efficiently and provide examples for resource constraints which could impact on your work.

6. Explain your responsibilities for complying with the following types of legislation and ethical standards and state where you could find information relating to these:



Workplace Health and Safety

Provide a safe, healthy and secure workplace for their employees. Every worker is required to follow the WHS procedures, practices and guidelines of their workplace



Privacy Act

Business has the right to record and keep personal details of staff members. Whenever this information is taken, it is subject to privacy laws.



Environmental Sustainability

Recycling and environmental concerns are not only good for the environment, but they also make good business sense, because they can save the business money with only small changes to work practices



Code of Conduct / Ethical Principles

Futura Group SIT12 /BSB15 Version 1.0

Some codes of conduct are voluntary, which means they are a suggestion, but some codes are mandatory, which means that you must do as they say



Anti-discrimination

Staff must ensure that their work activities and behaviour is carried out fairly and respectfully of others and that they follow the organisation's policies and procedures.

Futura Group SIT12 /BSB15 Version 1.0

7. Provide 3 examples how you could support to your colleagues in the team to ensure work goals are met: Combine skill sets and provide an opportunity to learn from others, and incorporate different skills into one team increases the effectiveness of the team. Provide a sense of togetherness and camaraderie to increase morale and encourage a fun atmosphere. Create extra motivation for others members by making the work environment a beautiful place to work, rest and have fun at the same time.

8. Provide 5 examples how the performance of individual team members in a work group can be improved to enhance knowledge, skills and enhanced delivery of products and services: Coaching and Mentoring A coach or mentor is another member of staff who can help out other staff by sharing their knowledge and experience. They may be a supervisor or a more senior staff member of the team. Coaches and mentors are important to a team as they pass on the correct ways of doing the tasks required. They can also identify weaknesses and areas for improvement, which can then be incorporated into future training. Skills Assessment Analysing the skills that you have and comparing them to the skills that are required or desirable is known as a skills assessment. By identifying the gap between the skills you have and the skills you need, you and the business can determine what training is appropriate. Performance Appraisals Most businesses implement some form of performance appraisal, which involves analysing your work performance and comparing it to the goals and KPIs. A formal review may be done annually with less formal reviews done periodically. At the start of your job you may be on a probation period, which will have a review at the end of it. Work Experience In many companies, there is an opportunity to gain experience doing different roles or to experience similar roles in different properties. International companies with properties in different countries often provide international exchange opportunities. Skills Recognition As part of a formal training course, your existing skill set may be assessed. This can help determine your current competence level and also recognise your existing skills. This may mean that you receive recognition of certain skills and therefore only have to complete the training in skills you do not already have

Futura Group SIT12 /BSB15 Version 1.0

9. Provide 3 common reasons for conflict in the workplace:     

Jealousy Communication problems, Clashes of culture, Religious differences Sexuality.

  

Personality differences. Non-compliance with rules and policies. Misunderstandings.

10. What is loafing? How can loafing be managed? Loafing is often due to a lack of motivation and can be overcome by management providing the 3Cs: Collaboration - Giving people specific tasks that contribute to the success of the team will make them feel an integral part of it. By giving them a specific role, they will feel an obligation to complete their tasks.

11. How could the following communication barriers affect effective communication or cause problems in a team •

Assumptions: Assuming others see the situation the same as you or have the same feelings about the subject can lead to miscommunication.



Perceptions: Defensiveness, distorted perceptions from the past and guilt can all change the message. For example, if you do not like a person you are often interpreting their message negatively

•

Distrusted source: Stereotyping and projecting your beliefs onto other people often results in a misunderstanding. Just because you think one way about a particular subject doesn’t mean that the other party thinks the same way



Cultural differences: There are differences in approaches to communication across cultures which include how close we stand to a person, the eye contact when speaking and the forms of address

Futura Group SIT12 /BSB15 Version 1.0

Futura Group SIT12 /BSB15 Version 1.0

12. Provide 3 examples how you can overcome communication barriers. What would this require from you? 1.checking whether it is a good time and place to communicate with the person.

2.Checking that the person has understood you correctly 3.Being clear and using language that the person understands

13.

List the steps and procedures for effective conflict resolution as part of a team:

Clarify what the disagreement is. Clarifying involves getting to the heart of the conflict. The goal of this step is to get both sides to agree on what the disagreement is. To do this, you need to discuss what needs are not being met on both sides of the conflict and ensure mutual understanding. During the process, obtain as much information as possible on each side’s point of view. Continue to ask questions until you are certain that all parties involved (you and those on either side of the conflict) understand the issue. Establish a common goal for both parties. In this step of the process, both sides agree on the desired outcome of the conflict. “When people know that they’re working towards the same goal, then they’re more apt to participate truthfully to make sure that they reach that end goal together.” Kimberly A. Benjamin explained in a recent BLR webinar. To accomplish this, discuss what each party would like to see happen and find a commonality in both sides as a starting point for a shared outcome. That commonality can be as simple as “both sides want to end the conflict.” Discuss ways to meet the common goal. This involves listening, communicating, and brainstorming together. Continue with both sides working together to discuss ways that they can meet the goal they agreed on in step 2. Keep going until all the options are exhausted. Determine the barriers to the common goal. In this step of the process, the two parties acknowledge what has brought them into the conflict and talk about what problems may prevent a resolution. Understanding the possible problems that may be encountered along the way lets you proactively find solutions and have plans in place to handle issues. Define what can and cannot be changed about the situation. For the items that cannot be changed, discuss ways of getting around those road blocks. Agree on the best way to resolve the conflict. Both parties need to come to a conclusion on the best resolution. Start by identifying solutions that both sides can live with. Ask both sides and see where there is common ground. Then start to discuss the responsibility each party has in maintaining the solution. It’s also important to use this opportunity to get to the root cause to ensure this conflict will not come up again. “A lot of times when we try to fix problems, we get so caught up in fixing it that we do not identify what we need to do so it doesn’t happen.” Benjamin cautioned. Acknowledge the agreed upon solution and determine the responsibilities each party has in the resolution. Both sides need to own their responsibility in the resolution of the conflict and express aloud what they have agreed to. After both parties have acknowledged a win-win situation, ask both parties to use phrases such as “I agree to…” and “I acknowledge that I have responsibility for

Futura Group SIT12 /BSB15 Version 1.0

Futura Group SIT12 /BSB15 Version 1.0...