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Title / Demonstrate knowledge of team management and team building methods appropriate for real estate firms
Level / 5 / Credits / 4
Purpose / This unit standard is for people who intend to operate as branch managers or agents in the real estate industry.
People credited with this unit standard are able to:
–identify and explain team building methods appropriate to real estate firms;
–identify possible areas for conflict and explain possible resolutions;
–outline the process and plan for team resolution meetings in real estate firms; and
–explain one change management process appropriate to team building in real estate firms in simple terms.
Classification / Real Estate > Real Estate Management
Available grade / Achieved
Guidance Information
1References
Employment Relations Act 2000;
Fair Trading Act 1986;
Holidays Act 2003;
Human Rights Act 1993;
Privacy Act 1993;
Real Estate Agents Act 2008;
and all subsequent amendments and replacements.
2Definitions
Change is any alteration of the status quo.
Client means the person on whose behalf an agent carries out real estate agency work and is commonly known in the industry as a vendor or seller.
Customer means a person who is a buyer or potential buyer of land or a business and is commonly known in the industry as purchaser or buyer.
Conflict is a perceived difference between two or more parties that results in mutual opposition.
Innovation is the process of creating new ideas and putting them into practice.
Problem is a perceived discrepancy between an actual situation and a desired situation.
Team building activities are a sequence of planned activities to gather and analyse data on the functioning of a group and implement constructive changes to increase its operating effectiveness.
Teamwork is the process of people working together in groups to accomplish common goals.
3Assessment
This unit standard must be assessed on the basis of evidence of demonstrated performance in the workplace or in simulated work situations designed to draw upon similar performance to that required in the workplace.
Outcomes and performance criteria
Outcome 1
Identify and explain team building methods appropriate to real estate firms.
Performance criteria
1.1Four team building methods appropriate to real estate firms are identified.
1.2The expected outcomes from the range of identified team building methods are explained.
1.3Two stages of team development and team building activities are described.
Outcome 2
Identify possible areas for conflict and explain possible resolutions.
Rangeconflict may include – between employees, between employers and employees, between salespeople, between salespeople and agent, between salesperson and client or customer.
Performance criteria
2.1Destructive and constructive conflict situations are identified and resolutions are explained to maximise the benefits of constructive situations in terms of facilitating teamwork in a real estate firm.
Rangedestructive conflict situations – excessive interpersonal hostility, withholding information and resources, failing to agree on goals, other destructive behaviour;
benefits – increased creativity and innovation, greater effort, increased cohesion, reduced tension, other positive outcomes.
2.2Causes of conflict are identified and possible resolutions are identified and explained in terms of expected outcomes.
Rangemay include – role ambiguity, resource scarcities, competing objectives, unresolved prior conflict, task interdependencies, inequities, communication failures, cultural issues, poor reward systems, leadership style, contractor/employee status, other causes;
evidence is required for six causes of conflict and a possible resolution for each.
2.3Two strategies for reducing conflict in a team are described as appropriate for a real estate firm.
Outcome 3
Outline the process and plan for team resolution meetings in real estate firms.
Performance criteria
3.1Objectives for problem solving team resolution meetings are defined for three different possible issues.
3.2Documentation for the meetings is identified and explained in terms of the reasons for the required documentation for the three different possible issues.
3.3Problem solving tools and techniques are explained in terms of expected outcomes.
3.4A plan to resolve issues within the team is outlined.
Outcome 4
Explain one change management process appropriate to team building in real estate firms in simple terms.
Performance criteria
4.1Change management roles are identified and explained in simple terms.
4.2Steps or phases of a change management process are identified and explained.
4.3Areas of possible resistance are identified and resolutions proposed are appropriate to enabling a team environment.
Replacement information / This unit standard and unit standards 4696, 4699 and 4702 were replaced by unit standard 30494.This unit standard is expiring. Assessment against the standard must take place by the last date for assessment set out below.
Status information and last date for assessment for superseded versions
Process / Version / Date / Last Date for AssessmentRegistration / 1 / 27 July 1995 / 31 December 2013
Revision / 2 / 13 November 1997 / 31 December 2013
Review / 3 / 19 January 1999 / 31 December 2013
Review / 4 / 18 December 2006 / 31 December 2013
Review / 5 / 12 February 2010 / 31 December 2013
Rollover and Revision / 6 / 16 August 2012 / 31 December 2020
Review / 7 / 26 October 2017 / 31 December 2020
Rollover / 8 / 1 November 2018 / 31 December 2020
Consent and Moderation Requirements (CMR) reference / 0003
This CMR can be accessed at
The Skills OrganisationSSB Code 100401 / New Zealand Qualifications Authority 2018 / / New Zealand Qualifications Aut