CANDIDATE RESOURCE & ASSESSMENT BSBADM409Aanrl.com.au/samples/NADM409AC_S.pdf · Provide opportunities to individuals and workgroups to contribute to the ... Candidate Resource BSBADM409A

CANDIDATE RESOURCE & ASSESSMENT BSBADM409A

COORDINATE BUSINESS RESOURCES

Precision Group (Australia) Pty Ltd9 Koppen Tce, Cairns, QLD, 4870 Email: [email protected]: www.precisiongroup.com.au

© Precision Group (Australia) Pty Ltd

BSBADM409A

Coordinate Business Resources

ISBN: 978-1-74238-

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1Candidate Resource BSBADM409A Coordinate Business Resources© Precision Group (Australia) Pty Ltd

Table of Contents

2 Legend3 Qualification Pathways4 Qualification Rules5 Introduction7 BSBADM409A/01 Determine Resource Requirements Key Points

Determine resource requirements in accordance with business and operational plans, and organisational requirements

Provide opportunities to individuals and workgroups to contribute to the identification of resource requirements

Ensure resource expenditure is realistic and makes efficient use of available budget resources

Present recommendations on resource requirements in the required format, style and structure using relevant business equipment and technology

15 ‘True’ or ‘False’ Quiz

17 BSBADM409A/02 Acquire and Allocate Resources Key Points

Acquire physical resources and services in accordance with organisational requirements

Check resources to ensure quality and quantity, in line with service agreements

Allocate resources promptly to enable achievement of workgroup objectives

Ensure consultation with individuals and teams on allocation of resources is participative and is conducted using appropriate interpersonal skills


27 BSBADM409A/03 Monitor and Report on Resource Usage Key Points

Measure effectiveness of resource planning, and assess against actual costs, identified shortfalls and surpluses

Develop and implement methods of monitoring resource use to enable timely and accurate reporting against business and operational plans

Identify improvements in resource planning through consultation and feedback, and implement in accordance with organisational requirements

Maintain records concerning equipment and resource purchases, in accordance with organisational requirements


34 Summary35 Bibliography37 Assessment Pack

2 Candidate Resource BSBADM409A Coordinate Business Resources© Precision Group (Australia) Pty Ltd

Legend

This symbol indicates the beginning of new content. The bold title matches the content of the competency and they will help you to find the section to reference for your assessment activities.

Activity: Whenever you see this symbol, there is an activity to carry out which has been designed to help reinforce the learning about the topic and take some action.

This symbol is used at the end of a section to indicate the summary key points of the previous section.

This symbol is used to indicate an answer to the Candidate’s questions or notes to assist the Facilitator.

Use considered risk taking in your ‘grey’ area...and others will follow you!


“There are always two choices. Two paths to take. One is easy. And its only reward is that it’s easy”. Source Unknown

This unit of competency is provided to meet the requirements of BSB07 Business Services Training Package although it can be used in a range of different qualifications. The BSB07 Business Services Training Package does not state how a qualification is to be achieved. Rather, Registered Training Organisations are required to use the qualification rules to ensure the needs of the learner and business customer are met. This is to be achieved through the development of effective learning programs delivered in an order that meets the stated needs of nominated Candidates and business customers.

Qualification Pathways


Qualification requirements include core and elective units. The unit mix is determined by specific unit of competency requirements which are stated in the qualification description. Registered Training Organisations then work with learners and business customers to select elective units relevant to the work outcome, local industry requirements and the qualification level.

All vocational education qualifications must lead to a work outcome. BSB07 Business Services Training Package qualifications allow for Registered Training Organisations (RTOs) to vary programs to meet:

Specific needs of a business or group of businesses.

Skill needs of a locality or a particular industry application of business skills.

Maximum employability of a group of students or an individual.

When packaging a qualification elective units are to be selected from an equivalent level qualification unless otherwise stated.

Qualification Rules

“You’re either part of the solution or part

of the problem.”Eldridge Cleaver


Introduction

“Whether as an individual, or as part of

a group, real progress depends on entering whole-heartedly into

the process and being motivated to make you a

more deeply satisfiedhuman being.”

Source Unknown

This unit of competency is about being able to determine and analyse existing and required resources, their effective application and the accountability for their use. It will help you with the skills you need to demonstrate competency for the unit BSBADM409A Coordinate Business Resources. This is one of the units that make up the Certificates in Business.

This manual is broken up into three sections. They are:

1. Determine Resource Requirements

2. Acquire and Allocate Resources

3. Monitor and Report on Resource Usage

At the conclusion of this training you will be asked to complete an assessment pack for this unit of competency. The information contained in this resource will assist you to complete this task.

On competent completion of the assessment, you will have demonstrated your ability to coordinate business resources.



Key Points Section 1In order to determine what resources you need you must:

Determine the requirements after consulting business and operational plans as well as any other appropriate requirements.

Provide your staff with an opportunity to provide feedback.

Ensure your budget is appropriate and makes efficient use of resources.

Presents appropriate recommendations with regard to resources allocated.

PART 1: Determine Resource Requirements


Part 1: Determine Resource Requirements

Resource Requirements

Resources are the things and the people that will allow your business to produce goods or perform services for your customers. In business planning jargon they are categorised as ‘physical’ and ‘human’ resources.

Physical Resources

Make a list of the physical resources you will need and the associated costs of each item:

Human Resources

The bulk of your outlay on staffing will be wages and workplace insurance contributions. But you should also consider the other costs of recruiting and employing staff:

Newspaper or other advertisements.

Interview arrangements (maybe travel, room hire, refreshments).

Training budget (induction, skills development, courses).

Insurance.

How Much Capital?

Once you have detailed your physical and human resources requirements, you can work out how much capital you will need to finance the plan. The capital you will need is made up of:

Fixed capital – ‘One-off ’ payments to purchase physical resources like vehicles, equipment, office furniture, computers and telephone systems.

Working capital – The money you will need to cover the regular expenses such as service costs or wages until your business starts to make a profit.

Physical Resources

PremisesRent; rates; service costs (heating, lighting, cleaning, security) and

structural alterations

Equipment Costs of purchase, hire or lease; insurance, running costs (service, repair)

VehiclesCosts of purchase, hire or lease; insurance, road tax; running costs

(service, repair)

Raw MaterialsPurchase cost (investigate discount for bulk orders), cost of storage

(any special requirements for refrigeration or hazardous substances)



Do your projection on a month-by-month basis recognising that some costs (like wages) will be the same each month while others will vary. For example your heating bill will be higher in the winter than in the summer and you may only incur training costs once every few months.

It’s important to be as accurate as possible in your costings. Undercapitalised businesses often fail when they run out of cash. On the other hand, if you borrow too much, you will be saddling yourself with unnecessary debt. Once again, investors will want to know exactly how much you will need and what you will be spending this money on.

Be Realistic

It’s vital to be realistic, even though the sums may look terrifying. You and your business will no doubt have a certain amount of finance to invest in your plan. The rest you must beg or borrow from one or more of a number of possible sources.

“When you come to a roadblock, take a detour”.

Mary Kay Ash



Maximising Resource Use

Process and resource planning and design means looking at the specific steps in the production process and examining how each step is linked. You can then determine a system that will allow you to produce products and / or services of the desired quality, in the required quantities, at the time customers want them, and at the budgeted costs. That is, the process should effectively utilise the physical resources of the organisation to maximise human resources use.

The nature of the processes that you employ must directly follow on from the operation’s strategy for the organisation. For example if the product strategy is to produce custom designed products, the production processes should be able to have flexibility, allowing for quick shifting between products, and for cost effective production of small batches. This will mean a different production process design will need to be employed than say a strategy focussing on one mass-produced product. The resources you decide to use will differ significantly.

Resource planning brings together knowledge about operational strategy, product design, and technologies in order to design a process which best suits the needs of the product or service being produced. This ensures that the plan for producing the products or services best utilises the physical resources of the organisation, and minimises waste.

Flexibility is a vital consideration when determining the most appropriate resource plan. Flexibility means being able to respond quickly to customers’ needs. If you are not meeting the needs of the customer, you are not using the firm’s physical resources most appropriately. There are two major forms of flexibility, product / service flexibility and volume flexibility.

Product / service flexibility is the ability of the business process to change its focus quickly from one area to another. This is required when your business strategies call for many custom-designed products or services each with relatively small volumes or when new products must be introduced quickly. In cases such as this, processes must be planned and designed to include general-purpose equipment and versatile employees who can quickly change from one process to another. The idea of a flexible workforce involves training and cross-training workers in many types of jobs. Although training costs increase, the pay-off is work that is perhaps more interesting for workers and a workforce that can quickly shift from one job to another. This is important, because if the workforce or production process is unable to cope with these changes, then there will be wasted time in changing processes, and you will not best utilise your firm’s resources.

Volume flexibility means the ability to quickly increase or decrease the volume of output produced by a given process. This is needed when demand is subject to peaks and troughs and when it is impractical to inventory products in anticipation of customer demand (in that case, inventorying product which may become spoiled would be seen as a good example of not utilising the resources appropriately). Here you are looking to develop processes with resources that enable you to quickly increase or decrease output. If we look at manufacturing operations, they are usually capital intensive, which simply means that the predominant physical resource is capital, rather than labour. So when designing processes with variable production capacities, you should attempt to build the process with maximum capacity. Options for achieving volume flexibility of employees include layoffs, use of temporary or part time workers, and permanent over-staffing.



Consideration of the levels of flexibility that you are required to employ is important, because it will determine whether or not the firm is fully utilising, over-utilising, or under-utilising their resources.

There are a number of process designs which firms can implement in order to best meet the needs of their customers and best utilise their current resources.

Product-Focussed: Product focussed processes describe a system where all departments are organised according to the type of output being produced by a given set of resources. It is also sometimes called line-flow or continuous process. Both of these terms describe the nature of the routes that output follows through a process – and thus also indicates the nature of the resources that are required. In line-flow processes, output tends to follow along direct routes without backtracking or side-tracking. In continuous processes, output tends to proceed though the process without stopping.

Compared with other types of process, product-focussed systems usually require higher initial investment levels due to the significant resources required to undertake them. In particular, this increased investment need is due to the higher use of more expensive materials-handling equipment. The resources may also have to be specially modified to deal with just a specific type of required output, adding to the expense. Offsetting these drawbacks are the advantages of lower skill requirements, lower staff training, reduced supervision, and ease of planning and controlling the process.

Process-Focussed: This form of process is used to describe any process that groups tasks together according to the type of work involved. In other words, all tasks that have similar technological processes are grouped together to form a work unit. For example, all production operations throughout a factory that involve painting are grouped together to form a painting department. All processes associated with printing may form a printing department, and so on.

Process-focussed systems are also sometimes known as intermittent systems because they have a start-stop basis, or because the output of the process moves from department to department in batches that are usually determined by the needs of the organisation. In this form of process you will find that the output of the system does not follow a continuous route; rather, it takes a highly irregular stop-and-go route throughout the process. The key advantage of this type of system is its flexibility. Additionally, they usually require less initial investment since they typically use general equipment. This type of process does require a higher level of employee skill and more supervision of the human resources associated with the system.

The key requirement when selecting a process is to maximise the use of resources that you currently have and reduce the need for further resources to be purchased as much as possible. This is crucial, because if your firm is operating at less than its required capacity, and thus under-utilising its resources, you are wasting an opportunity to be producing at a level which best meets the organisation’s and your customer’s requirements.



Estimating Resource Use

At the initial planning stage of resource proposals the main objective is to get a realistic estimate of the amount of resources (time, materials, and people) involved in the business processes. You must establish this in order to help with your overall planning and to reduce the likelihood that your team will become overworked. You attempt to do this by trying to determine the best resource allocation by estimating using your best guess.

Some people find estimating resource use extremely difficult – especially if you are unfamiliar with the process being discussed. Let us consider an example – making a lasagne. If you are not an experienced cook and you are asked to make this without knowing a recipe, you would need to guess what resources to put in to it and how long to cook it. So, one approach you may take is to list down all of the ingredients that you think are in the lasagne – you may guess pasta, minced beef, tomato, cheese. So now, you have a starting point to work from. At this stage you do not need to be perfect – you are just trying to get a starting point to go from.

Once you have a list of ingredients, you need to estimate how much of each you would need. Think about the size of the pan and then think about how much of each you would need to fill it. Think how confident you are with your estimates – you may be surprised at just how close you can get by thinking things through logically. This is what ‘guesstimating’ resource use is all about – making a best estimate based on the information that you have.

There are some issues that you need to examine when discussing a best guess. Often you will find that you are too optimistic. It is simply our nature that makes us look at what is most likely to be the best case scenario in terms of what resources we will require. In making your estimates, be realistic – be a little pessimistic. What resources do we need if not everything goes to plan? What about contingency planning?

You may also find yourself under pressure from managers and the dreaded budget. Ensure that you are aware of any pressures that you are under and look for ways of improving your processes.

Information Systems in Resource Planning

When attempting to bring together the information you need, you may find it useful (if your organisation has one) to access your Enterprise Resource Planning (ERP) system. Such a system is involved in all aspects of resource use within an organisation. This may include manufacturing, process control, logistics, inventory control, and accounting for a company. Enterprise Resource Planning software can also assist in the control of many business activities such as billing, processing, inventory management, and human resources management.

ERPs generally are cross-functional and encompass the entire organisation – rather than a specific department within it. All departments that are involved in operational areas of the organisation are integrated in this one processing system.



Initially, such software to control resource use and allocation was a specific piece of software written just for the specific organisation. This is an extremely expensive and time-consuming approach. There are now ERP packages that cater for specific organisation types that can aid your organisation in developing appropriate resource use plans.


Activity OneMake best guesses on the amount of the following that an organisation familiar to you would use:

Paper

Electricity (in terms of dollars spent)

Pens

Explain the process you used when ‘guesstimating’ each.

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Section 1 - ‘True’ or ‘False’ Quiz


Please tick True False

Resource planning involves describing the specific steps in the production process and the linkages among the steps that will enable the production system to produce products and / or services of the desired quality, in the required quantities, at the time customers want them, and at the budgeted costs.

Production and resource processes are not related to organisational goals.

Flexibility is important in determining resources.

When analysing flexibility of resources you only need to consider the products that you make.

Volume flexibility is the ability to quickly increase or decrease the volume of products or services produced.

Manufacturing operations are usually labour intensive.

Product-focussed production processes are a form of production process organisation in which production departments are organised according to the type of product or service being produced.

Process-focussed systems are sometimes known as continuous production systems.

At the initial planning stage of resource proposals the main objective is to get a realistic estimate of the amount of resources involved in the project.

Resources are often estimated using the Enterprise Resource Planning information system.

Documents

CANDIDATE RESOURCE & ASSESSMENT BSBADM409Aanrl.com.au/samples/NADM409AC_S.pdf · Provide opportunities to individuals and workgroups to contribute to the ... Candidate Resource BSBADM409A