Level 3 CMI 312 Managing Daily Activities to Achieve Results Assignment Example
LEARNER INSTRUCTIONS
Each task in this assessment has been developed to enable you to evidence achievement of the learning outcomes and assessment criteria for Managing Daily Activities to Achieve Results.
Each of the assessment criteria must gain a pass outcome for you to successfully achieve the unit.
Preparation for the assessment
Before you begin the assessment please complete the pre-workshop/webinar and post-workshop/webinar learning
journeys available via the MOL virtual learning environment (VLE).
Completing the assessment
The assessment contains a series of tasks which are clearly referenced to the relevant assessment criteria.
Refer to the Assessment Guidance Table at the end of the assessment which outlines the requirements for a Pass or Refer.
Evidence must be provided in the main body of the assessment document. Appendices are not a requirement of this assessment brief. If appendices are included these will not be marked or moderated.
Files embedded in the booklet must not exceed 10MB.
The assessment must be completed in a professional manner (eg applying business conventions for writing formal reports) and by using Microsoft Word.
The assessment must be saved as a Word document (.doc or .docx) and not in a PDF format.
An appropriate referencing system (such as Harvard Referencing) must be used to ensure the original source(s) of quotations or models can be verified.
You must sign the Learner Authenticity statement (an electronic signature is accepted).
SCENARIO A
You are the manager of a small team which offers technical support to other departments.
Your team’s routine activities are to install, monitor and maintain IT systems, solve problems and faults, communicate with internal customers via telephone, email and livechat.Non-routine activities are to attend training
courses on updates to new IT systems Team member A works full time and has been with the team for five years.Confident and experienced, A has
developed their own way of doing things which does not follow organisational procedures.
Team member B works full time and has been with the team three months.B is just learning the job and needs extra support.
Team member C works Tuesday to Thursday, has been with the team two years, and is reliable and hard working.
Team member D works term time, school hours, and has been with the team for three years.D has not attended the training in the upgrades to the system provided over the Summer holiday period.
Scenario A can be used to answer Tasks 1a, b and c, 2a and b, 3a, b, c and d and 4a.Alternatively, you may base your response on a team you manage or an organisation/team you know well or may have researched.
TASK 1: The purpose of daily work activities in the context of an organisation When working in a management role, it is important that you understand how working efficiently contributes to the success of the individual, the team and the organisation.
TASK 1a
A working day is typically made up of a series of routine and non-routine activities:
Routine activities: these are typically completed daily or weekly, such as production, administrative and
security tasks, reporting, health and safety, equipment usage;
Non-routine activities: these may occur infrequently or unexpectedly such as training, managing emergencies and special projects Using examples, assess the scope and purpose of TWO (2) routine daily work activities and TWO (2) non-routine daily work activitiesin the context of the organisation.
(Refer to AC1.1 Assess the scope and purpose of daily work activities in the context of an organisation)
TASK 1b
Individuals and teams are required to work within legal and organisational frameworks. Some legal frameworks apply to all organisations, whilst others are specific to the organisation and the industry it is part of.
Using examples, identify TWO (2) legal and TWO (2) organisational frameworks which impact on the way a team delivers its daily work activities.
(Refer to AC1.2 Identify the legal and organisational frameworks which impact on how a team delivers daily work activities)
TASK 1c
Using examples, explain how daily work activities contribute to the achievement of organisational targets.
(Refer to AC1.3 Explain how daily work activities contribute to the achievement of organisational targets)
TASK 2: How to prioritise and set objectives for daily work activities
An important role of the manager is to know how to prioritise and set objectives for teams and individual to achieve daily work activities.
Scenario A (shown on page 3) can be used to answer Task 2a. Alternatively, you may base your response on a
team you manage or an organisation/team you know well or may have researched.
TASK 2a
In order to ensure that organisational targets can be met, it is important to understand how to prioritise daily work activities. There are a number of techniques that can be used such as RAG (Red, Amber, Green), ABC or 123 ratings.
Using examples, explain how you would identify priorities for daily work activities.
(Refer to AC2.1 Explain how to identify priorities for daily work activities)
TASK 2b
In 1981 management theorists George Doran, Arthur Miller, and James Cunningham established SMART criteria as a tool which could be used to set objectives and manage projects. The most popular definition of SMART is
“Specific, Measurable, Agreed, Realistic and Timed.”
Using examples, explain how you would set SMART objectives for teams and individuals to achieve daily work activities.
(Refer to AC2.2 Explain how to set SMARTobjectives for teams and individuals to achieve daily work activities)
TASK 3: How to organise and allocate workTo successfully organise and allocate daily work activities to team members, it is critical for a manager to
understand the tools they could use and to identify the support and resources they may need.
Scenario A (shown on page 3) can be used to answer Tasks 3a, b, c and d. Alternatively, you may base your response on a team you manage or an organisation/team you know well or may have researched.
TASK 3a
There are a wide variety of time management tools can be used to effectively manage workload and pressure.
These include:
Diaries, calendars and planners To do list Lean tools
PDCA (Plan, Do, Check, Act) Cycle
(Deming, c1950s)
Standardised work procedures Time task sheets Collaboration tools Spreadsheets Apps SelectTWO (2) tools from the list and explaining how they can contribute to the efficient completion of daily work activities.
(Refer to AC3.1 Identify tools which contribute to the efficient completion of daily work activities)
TASK 3b
Team members may need support to maintain and improve their performance and this may be provided by a manager providing instructions, guidance and feedback, role modelling values and behaviours or providing access
to coaching, mentoring, buddies and peer support.
Using examples, outline the support the manager may provide to ensure the team completes its daily work
activities.
(Refer to AC3.2 Outline the support provided to the team to complete daily work activities)
TASK 3c
In order to do their job, the team will need to use resources (e.g. equipment, materials, budget, vehicles, facilities, production line or business premises) effectively.
Using examples, identify THREE (3) types of resources that are provided to teams to enable them to complete daily work activities.
(Refer to AC3.3 Identify the resources provided to the team to complete daily work activities)
TASK 3d
When allocating work to the team, the team leader will need to consider the nature of the task (for example, how complex it isand who is accountable for it) as well as the skills, experience and work patterns of team members.
Using examples, explain how work is allocated to team members.
(Refer to AC3.4 Explain how work is allocated to the team members)
TASK 4: Monitoring outcomes and responding to problems
In order to ensure that daily work activities are completed in a timely manner, it is vital for the team leader to monitor outcomes, respond to problems and know when to escalate issues that may be beyond their limits of authority.
Scenario A (shown on page 3) can be used to answer Task4a. Alternatively, you may base your response on a
team you manage or an organisation/team you know well or may have researched.
TASK 4a
A range of methods can be used to monitorthe progress of work activities. These include:
Compiling data and information Quality measures Visual controls (e.g. charts, display boards, scorecards, dashboards, visibility wall) One to one meetings Huddles Problem tracking Activity tracking tools Feedback
SelectTHREE (3) methods from the list and explaining how to use each of these methods to monitor actual progress of work activities against planned performance.
(Refer to AC4.1 Explain how to monitor actual progress of work activities against planned performance)
SCENARIO B
You are the manager of a small team which offers technical support to other departments.
Team member A works full time and has been with the team for five years. Confident and experienced, A has
developed their own way of doing things which does not follow organisational procedures.
Team member B works full time and has been with the team three months. B is just learning the job and needs
extra support.
Team member C works Tuesday to Thursday, has been with the team two years, and is reliable and hard working.
Team member D works term time, school hours, has been with the team for three years. D has not attended the training in the upgrades to the system provided over the Summer holiday period.
On the whole the team works well together, however a few issues have emerged. For example, you have noticed that team members A and B are working quite closely together. However, there is little contact between all four
members of the team, and team members C and D are frequently left out of conversations. This has resulted in team members C and D not being fully aware of day to day problems with the IT systems.
You notice that team member B has started to use some short cuts, which are not standard practice, and which they seem to have learned from team member A.
Also, you have seen a document on the photocopier which seems to be a flyer for a business run by team member C’s partner.
Scenario B can be used to answer Tasks 4b and c. Alternatively, you may base your response on a team you manage or an organisation/team you know well or may have researched
TASK 4b
As important role of the manager is to understand how torespond to problems which may impact on the delivery of daily work activities, when to take corrective action and where they may need to escalate and report issues to a
more senior manager.
Using examples, explain how to respond toTHREE (3) problems which may impact on the delivery of daily work activities.
(Refer to AC4.2 Explain how to respond to problems which may impact on the delivery of daily work activities)
TASK 4c
From time to time it may be necessary to have difficult conversations with team members, which may include topics of a personal nature, under-performance or unethical behaviour.
Using examples, explain in your own words how you would have difficult conversations with individuals and how you would deliver constructive feedback.
(Refer to AC4.3 Explain how to provide constructive feedback and have difficult conversations with individuals)
