BSBMGT605 Provide leadership across the organisation Appendix 1 Simulated Business Max Lionel Realty Document nameAppendix 1AuthorTrainer / AssessorApproved byCompliance consultationReference to SRTO 20151.8RTO Code41340Date createdJanuary 2020Date to be reviewedDecember 2020Version no1.0CRICOS Provider No03450EDocument control management – Uncontrolled when printed Page 1 of 21 BSBMGT605 Provide leadership across the organisation Table of Contents Chapter 1 – … Continue reading “leadership across the organisation | My Assignment Tutor”
BSBMGT605 Provide leadership across the organisation Appendix 1 Simulated Business Max Lionel Realty Document nameAppendix 1AuthorTrainer / AssessorApproved byCompliance consultationReference to SRTO 20151.8RTO Code41340Date createdJanuary 2020Date to be reviewedDecember 2020Version no1.0CRICOS Provider No03450EDocument control management – Uncontrolled when printed Page 1 of 21 BSBMGT605 Provide leadership across the organisation Table of Contents Chapter 1 – Business plan (excerpt)…………………………………………………………………….. 3 Chapter 2 – Organisational chart and management profiles …………………………………….. 4 Chapter 3 – Management responsibilities …………………………………………………………….. 5 Chapter 4 – Budget summary …………………………………………………………………………….. 6 Chapter 5 – Operational plan ……………………………………………………………………………… 7 Chapter 6 – Operational risk register……………………………………………………………………. 9 Chapter 7 – Work Health and Safety (WHS) Policy …………………………………………………10 Chapter 8 – Anti-discrimination policy …………………………………………………………………12 Chapter 9 – Procurement policy and procedures …………………………………………………..13 Chapter 10 – Max Lionel Realty current tenants list……………………………………………….18 Chapter 11 – List of pre-approved suppliers …………………………………………………………19 Document nameAppendix 1AuthorTrainer / AssessorApproved byCompliance consultationReference to SRTO 20151.8RTO Code41340Date createdJanuary 2020Date to be reviewedDecember 2020Version no1.0CRICOS Provider No03450EDocument control management – Uncontrolled when printed Page 2 of 21 BSBMGT605 Provide leadership across the organisation Chapter 1 – Business plan (excerpt) From Max Lionel Realty business plan FY 2012/13 About Max Lionel Realty Max Lionel Realty (MLR) was founded in 2008 by property developer Max Lionel. The company currently employs approximately 100 people, 80 of whom are licensed real estate agents. Through its client agents, the organisation manages property sales and rentals (both residential and commercial) on behalf of a range of clients. The organisation also separately engages in investment activities, such as property and land development. Max Lionel Realty has been a member of the Real Estate Institute of Victoria (REIV) since 2008 and proudly follows the REIV Code of Conduct. Mission: • to achieve the highest returns for our clients and to deliver a client experience that is second to none in the industry. Vision: • to establish, within five years, the MLR brand — the highest ethical standards with best-in breed performance for clients. Values: • integrity • client-focus • active encouragement of excellence, innovation and continuous improvement • teamwork • recognition of the diversity and expertise of MLR employees and agents. Strategic directions: The strategic context in which Max Lionel Realty will achieve its mission and vision is through: • engaging with customers and clients • building goodwill and reputation for integrity • supporting innovative thinking, management and leadership skills. • creating a high-performing, highly profitable organisation. Document nameAppendix 1AuthorTrainer / AssessorApproved byCompliance consultationReference to SRTO 20151.8RTO Code41340Date createdJanuary 2020Date to be reviewedDecember 2020Version no1.0CRICOS Provider No03450EDocument control management – Uncontrolled when printed Page 3 of 21 BSBMGT605 Provide leadership across the organisation Chapter 2 – Organisational chart and management profiles Max Lionel Realty organisational chart Document nameAppendix 1AuthorTrainer / AssessorApproved byCompliance consultationReference to SRTO 20151.8RTO Code41340Date createdJanuary 2020Date to be reviewedDecember 2020Version no1.0CRICOS Provider No03450EDocument control management – Uncontrolled when printed Page 4 of 21 BSBMGT605 Provide leadership across the organisation Chapter 3 – Management responsibilities Max Lionel, CEO Max is responsible for working with the Board of Directors to oversee the business, set overall strategic directions, manage risk, and authorise large financial transactions. Riz Mehra, Chief Financial Officer Riz is responsible for preparing quarterly financial statements and overall budgeting. Riz Is also responsible for overseeing budgets for cost centres and individual projects. At the completion of financial quarters and at the end of projects, Riz is responsible for viewing budget variation reports and incorporating information into financial statements and financial projections. Kim Sweeney, Operations General Manager Kim is responsible for the day-to-day running of the company. Kim oversees the coordination, as well as the structural separation, of the Residential, Commercial, and Investments centres. Kim is responsible for sponsoring projects which affect operations of the organisation as a whole. Kim works with the Human Resources Manager to coordinate systems and projects in order to achieve company-wide synergy. Les Goodale, Human Resources Manager • Les is responsible for the productive capacity and welfare of people at MLR. With the Operations General Manager, Kim works to coordinate projects and management systems such as performance management, recruitment, and induction. Kim will need to ensure aspects of the recently launched WHS management system, such as risk assessment, management, consulting, reporting and continuous improvement, are coordinated with all subsequent activities. Sam Lee, Manager Residential Realty Sam is responsible for the management of all aspects of residential realty. Sam manages the activities of residential agents. Pat Misfud, Manager Commercial Realty Pat is responsible for the management of all aspects commercial realty. Pat manages the activities of commercial agents. Peter Mitchell, Manager Investments Peter is responsible for the management of all aspects investment realty. Peter manages the activities of investment agents. Peter works with the Operations General Manager to ensure separation of investment from obligations to residential and commercial clients. Document nameAppendix 1AuthorTrainer / AssessorApproved byCompliance consultationReference to SRTO 20151.8RTO Code41340Date createdJanuary 2020Date to be reviewedDecember 2020Version no1.0CRICOS Provider No03450EDocument control management – Uncontrolled when printed Page 5 of 21 BSBMGT605 Provide leadership across the organisation Chapter 4 – Budget summary Max Lionel Realty 2012–13 budget by activities to be undertaken Income: Commissions, fees from clients$2,566,000Commissions and agents’ fees for the period.Investment income$1,567,000Real estate investment income.COGS$150,413Cost of provision of services.Total Income$3,982,587Gross profit. Expenses: Wages, salaries and on costs$1,567,890Wages, salaries, superannuation, work cover insurance, payroll tax.Consultancy fees$50,000Project management: WHS management system; AD awareness program.Communication expenses$42,000Telephone, ISP costs, IT support.Staff travel, transport and accommodation.$55,500Cost of staff travel and associated costs for sales, etc.Premises expenses$250,000Rent, electricity, maintenance, cleaning.Capital expenditure$120,000Purchase of new office equipment (90%), vehicles; purchase of properties, land.Depreciation and amortisation$177,569Computers and capital equipment that is depreciated.Office supplies$65,068Printing and stationery, postage, amenities.Professional fees (consultants, legal and audit), insurances, taxes and charges, subscriptions and memberships.$62,187Audit fees, external accounting costs, bank charges, insurance except workers compensation.Total Expenses$2,390,214 Surplus$1,592,373Net income before tax. Document nameAppendix 1AuthorTrainer / AssessorApproved byCompliance consultationReference to SRTO 20151.8RTO Code41340Date createdJanuary 2020Date to be reviewedDecember 2020Version no1.0CRICOS Provider No03450EDocument control management – Uncontrolled when printed Page 6 of 21 BSBMGT605 Provide leadership across the organisation Chapter 5 – Operational plan Max Lionel Realty operational plan (summary) FY 2012/2013 Objectives:Performance measuresTasks:1Engage with customers/build ethical profile: • raise organisational profile by 20% • improve client satisfaction performance by 25%.• Percentage of brand recognition in sought-after categories in periodic customer surveys. • Percentage of customers with positive view of organisational responsiveness, innovation, quality. • Number of client/tenant complaints.• Project to raise awareness of anti discrimination, WHS and other legislation/codes of conduct among agents, clients, tenants. • Conduct of quarterly surveys: clients and tenants. • Training needs analysis and training of agents. • Ensure agents disclose potential conflict of interest to clients, tenants. • Development of ethical charter, including principles all agents must follow.2Increase revenues by 20% within the third quarter.• Total income. • Agent income. • Investment income.• Investigate resourcing needs: number of agents; personnel; office equipment, cars, etc. • Fulfil resourcing needs in accordance with policies and procedures.3Reduce direct and indirect costs of operations by 10%.• General ledger accounts; financial statements: • wages • cost of agent services • consultancy fees • wastage and associated expenses.• Renegotiate with suppliers. • Research potential new suppliers. • Management engagement with employees to achieve greater employee support of organisational goals. • Include explanation of how activities work with organisational strategic goals in all communications to internal personnel. • Greater use by managers of budgets to encourage restraint. • Greater focus on budget restraint in management of projects. Document nameAppendix 1AuthorTrainer / AssessorApproved byCompliance consultationReference to SRTO 20151.8RTO Code41340Date createdJanuary 2020Date to be reviewedDecember 2020Version no1.0CRICOS Provider No03450EDocument control management – Uncontrolled when printed Page 7 of 21 BSBMGT605 Provide leadership across the organisation 4Engage workers with strategic goals of business and support professional development in line with strategic goals. (Targets to be set by individual managers.)• Percentage completion of performance plans and performance management process. • Numbers of coaching sessions completed. • Numbers of operational – related training programs completed.• Management engagement with employees to achieve greater buy in of organisational goals. • Include explanation of how activities work with organisational strategic goals in all communications to internal personnel. • Regular coaching. • Training needs analysis and training. • Strategic goals included in induction program for estate agents. • Employee incentives for performance in all areas relevant to operational and strategic goals.5Improve health of employees (range of specific areas).• Numbers of injuries (Target = 0). • Numbers of absentees (Target =
