Unit 4 Workbook – Submission Deadline 31 July 2014 (No Draft Review)

CSMP / Unit 4 – Leadership and Management Core Skills

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For Candidate Use

Candidate Name / [please insert]
Candidate Number / [please insert]
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Candidate Declaration

In submitting this work for assessment I hereby declare:
  1. I have read the Unit text in full.
  2. This is my own, individual work.
  3. I have not copied the work of other student(s)or engaged another person to write the answers for me.
  4. Where I have used additional sources (Internet, reference books etc) Ihave referenced theseand not presented them as myoriginal thought.
  5. I have not worked together with other student(s)to produce shared answers in whole or in part.
I understand that students who violate the rules on academic misconduct may be removed from the programme.

For Official Use

Assessor / [Assessor name] / Dates
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Overall assessment comment.
List any task numbers that have not met the assessment criteria.
Summary of required remedial action(s) and resubmission deadline.
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External Verifier / [EV name]
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Unit Outcome 4.1 / Be able to apply standard generic management practices to the security management programme.
Assessment Criteria / 4.1a / Critically evaluate traditional and modern approaches to management.
4.1b / Develop good practice for the management of security projects.
4.1c / Devise methods to demonstrate return on security investment.

For Candidate Use

The following task is designed to meet one assessment criterion, 4.1a.

Task4.1a
The early pages of the Unit present a brief insight into historical approaches to management. Focussing on Fayolin particular, what are the major shortcomings of Fayol’s model on management tasks in regard to contemporary, non-mechanistic organisations? Illustrate in relation to your own organisation.
Note 1: You will find a lot to guide you in this task in later sections of the Unit (hence the need to read the Unit in full before commencing this workbook), but you may wish to add research of your own, and you will find interesting perspectives from Argyris and Bennis. These can be used to add value to your discussion.
Note 2: A good answer to this task will likely not be less than 300 words.
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Assessor Comments
Has the candidate met, exceeded or failed to meet Task 4.1a assessment criteria?
Comments
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Unit Outcome 4.1 / Be able to apply standard generic management practices to the security management programme.
Assessment Criteria / 4.1a / Critically evaluate traditional and modern approaches to management.
4.1b / Develop good practice for the management of security projects.
4.1c / Devise methods to demonstrate return on security investment.

For Candidate Use

The following task is designed to meet one assessment criterion, 4.1b.

Delete space

Task 4.1b
You are the security manager responsible for a chain of mobile phone stores.
You have been asked to project manage the procurement and installation of a new IP-based CCTV system for a flagship store. If successful, this model will be rolled out across all of the stores.
Using the Unit, produce an outline Project Scope Document that evidences full understanding of pages 19-22 of the Unit.
Note 1: You may go beyond the scope of the Unit if you have concepts and templates you wish to bring in from elsewhere. But if you do so, do first evidence (and reference) application of the Unit content.
Note 2: The scope of the installation is left for you to determine. Assume the retail outlet is small (you should be able to visualise such a facility) and that risks include staff and customer theft, and burglary. Take care not to become too distracted by the technical details of the installation at the expense of evidencing application of core project management principles.
Has the candidate met, exceeded or failed to meet Task 4.1b assessment criteria?
Comments
Remedial actions by candidate (if required)
Comments after remedial actions
Unit Outcome 4.1 / Be able to apply standard generic management practices to the security management programme.
Assessment Criteria / 4.1a / Critically evaluate traditional and modern approaches to management.
4.1b / Develop good practice for the management of security projects.
4.1c / Devise methods to demonstrate return on security investment.
Task 4.1c
Taking the case study of Abel Bakeries, as a result of the security incident that caused a temporary drop in production, it has been recommended that the company invest in a new access management system.
The system will cost $15,000 in capital expenditure and $1,000in annual operational expenditure. It will have a useful life of 5 years. Therefore, the annual cost will be ($15,000 ÷ 5 = $3,000) + $1000 = $4,000. Assuming the bakery works for 300 days a year, this imposes an additional daily security overhead of $4,000 ÷ 300 days = $13.3 per day.
What will be the resultant new break-even point (measured in loaves of bread) assuming a previous BEP of 834?
For an added bonus “point”, can you calculate a revised retail price for a loaf of bread if management determines that the BEP should remain the same?
Hint: The models to help you with the main part of this question are in the relevant section. You should read all of the section text first, as one concept leads into another. If you can’t get your head around this, perhaps you can ask an accounting colleague, or perhaps even your children if they are of high school age!
If you prefer – and you know how – you can solve this question by using a graph, but what is important is that you show your working. We need you to evidence how you arrived at your answer for you to be awarded points. You can check your answer at any time by emailing
Has the candidate met, exceeded or failed to meet Task 4.1c assessment criteria?
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Comments after remedial actions
Unit Outcome 4.2 / Be able to lead change.
Assessment Criteria / 4.2a / Critically evaluate standard approaches to change management.
4.2b / Hypothesise circumstances where resistance to change is likely.

For Candidate Use

The following task is designed to meet two assessment criterion, 4.2a and 4.2b

Case Study

Eduard Moroz was a very successful government intelligence officer with a strong reputation for getting things done. After 20 years in government service however, he was drawn to the corporate sector, where he envisaged life being a little less hectic.

Eduard accepted a role in a data processing centre. The role given to him was to improve the performance of the security department, which was too reliant on its 20-strong team of inefficient proprietary guards and significantly under-reliant on technology. There were persistent rumours that the guards’ stubborn attitude had driven the previous security head to the edge of a nervous breakdown. They were difficult to manage and typically chose the tasks they liked or were able to do.

Within a week of joining, he gathered together the team members, warned them that the poorer performing guards would be retired or transferred, that employment contracts would be renegotiated and that the team would be augmented by contract guards. He also forewarned the team that increased reliance on technology would reduce the overall number of guards required. Furthermore, he also announced his plans to introduce cross-skills training, so that everybody could do each other’s jobs, and change the existing shift pattern to a much shorter cycle of evening/day/night/off/off.

The following week, 5 of his guard force reported sick with “stress” and “backache”. The remaining guards refused to do overtime to compensate for the absences.

Task4.2 (a. & b.)
Critically analyse Eduard’s approach to this problem in relation to the good practice for change management set out in the Unit.
Specifically, why did he encounter resistance, and how could he have planned the process to ensure a greater chance of success?
In formulating your answer, apply the Kubler-Ross Change Curve and the Kotter model to the case.
For Official Use
Assessor Comments
Has the candidate met, exceeded or failed to meet Task 4.2 assessment criteria?
Comments
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Unit Outcome 4.3 / Be able to develop leadership best practice.
Assessment Criteria / 4.3a / Synthesise standard approaches to leadership to make applicable to security management.
4.3b / Synthesise innovative ways to develop teamwork.
4.3c / Diagnose, through case study, shortcomings in application of motivation and leadership.

For Candidate Use

The following task is designed to meet one assessment criterion, 4.3a.

Task 4.3a
There is a discussion as to whether leaders are born or made, and there is further discussion as towhether, if the latter is true, leaders are made through experiential or formal learning.
Having read the relevant sections on leadership,apply the contents of the Unit to summarise the key arguments in support of, or against the assumptions about the nature of good leadership. Then, present notes of your own to support your view.
Be sure to page reference. / Assumption / Points in Support (be sure to page reference) / Points Against (be sure to page reference)
Good leadership can be learnt. It is therefore important that security managers undergo leadership training.
On-the-job testing is the best way to identify leadership potential.
Constructing special tests and training courses are the best way to develop leadership capability.
Recruiting senior ex-service personnel ensures that you will recruit good leaders, as the services only promote those with natural leadership talent.
A “leader is a reader”. There are many books that the security manager can read to improve leadership ability.
Leadership can’t be learnt. It is a talent that you are born with. You either have it or you don’t.
For Official Use
Assessor Comments
Has the candidate met, exceeded or failed to meet Task 4.3a assessment criteria?
Comments
Remedial actions by candidate (if required)
Comments after remedial actions
Unit Outcome 4.3 / Be able to develop leadership best practice.
Assessment Criteria / 4.3a / Synthesise standard approaches to leadership to make applicable to security management.
4.3b / Synthesise innovative ways to develop teamwork.
4.3c / Diagnose, through case study, shortcomings in application of motivation and leadership.

For Candidate Use

The following task is designed to meet one assessment criterion, 4.3b.

Task 4.3b
The Unit presents many ideas for developing leadership skills and places great emphasis on developing teams and teamwork.
Select 10 specific points relating to leadership and a further 10 points relating to teamwork and explain how you have (or would) put each into practice in a setting of your own choice.
Note 1: A strong answer will typically evidence understanding and application of the theories of prominent thinkers such as Taylor, Fayol, Mintzberg, Marcouse, Bennis, Lussier and Achua, Chambers etc.
Note 2: You can use more than one setting, as long as you explain (so it is clear to the marker).
For Official Use
Assessor Comments
Has the candidate met, exceeded or failed to meet Task 4.3b assessment criteria?
Comments
Remedial actions by candidate (if required)
Comments after remedial actions
Unit Outcome 4.3 / Be able to develop leadership best practice.
Assessment Criteria / 4.3a / Synthesise standard approaches to leadership to make applicable to security management.
4.3b / Synthesise innovative ways to develop teamwork.
4.3c / Diagnose, through case study, shortcomings in application of motivation and leadership.

For Candidate Use

The following task is designed to meet one assessment criterion, 4.3c.

Case Study

You are the security manager at a manufacturing site. You are aware that one of your supervisors, Ahmed, is unpopular with his officers. Although efficient in his own tasks, you are aware from observations that he is fairly cold towards the personal needs of his team members. For example, he dictates when staff will be allowed holidays rather than allowing them to apply for dates to suit themselves. You have raised this issue with Ahmed, to which the reply was “leadership isn’t a popularity contest”, and he is adamant he knows what is best for his team.

Conversely, Khaled, Ahmed’s back-to-back supervisor colleague isa very likable personality, but is inefficient and is always late with his tasks. He has a tendency to delegate everything he possibly can, including his responsibilities. He argues that the key to good leadership is effective delegation and that delegation and added responsibility motivate staff. This then allows Khaled to get on with what he considers to be more important issues, such as arranging social and sporting events for his team. His team considers him to be a “likeable rogue” and somewhat paternalistic, but they have little respect for his skills and abilities.

Task 4.3c
Analyse the problem in relation to the relevant Unit content, and produce a strategy of actions to create more consistent performance between the two supervisors.
Be sure to page reference so that application of the Unit is clearly visible to the marker.
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