RC - BSBINM601 Learner Workbook V1.1

BSBINM601
Manage knowledge and

information
Learner Workbook
Table of Contents
Table of Contents...........................................................................................................................1
Instructions to Learner...................................................................................................................3
Assessment instructions....................................................................................................................3
Assessment requirements.................................................................................................................6
Candidate Details...........................................................................................................................7
Assessment – BSBINM601: Manage knowledge and information.................................................7
Observation/Demonstration..........................................................................................................8
Third Party Guide...........................................................................................................................9
Third party details (required information from the learner).........................................................9
Activities......................................................................................................................................10
Activity 1A....................................................................................................................................10
Activity 1B....................................................................................................................................11
Activity 1C....................................................................................................................................13
Activity 1D...................................................................................................................................14
Activity 1E....................................................................................................................................15
Activity 1F....................................................................................................................................16
Activity 1A-1F checklist – for assessor.........................................................................................17
Activity 2A....................................................................................................................................18
Activity 2B....................................................................................................................................20
Activity 2C....................................................................................................................................21
Activity 2D...................................................................................................................................22
Activity 2E....................................................................................................................................23
Activity 2F....................................................................................................................................24
Activity 2A-2F checklist – for assessor.........................................................................................25
Activity 3A....................................................................................................................................26
Activity 3B....................................................................................................................................28
Activity 3C....................................................................................................................................29
Activity 3D...................................................................................................................................30
Activity 3E....................................................................................................................................31
Activity 3F....................................................................................................................................32
Activity 3G...................................................................................................................................33
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Activity 3A-3G checklist – for assessor.........................................................................................34
Activity 4A....................................................................................................................................35
Activity 4B....................................................................................................................................37
Activity 4C....................................................................................................................................38
Activity 4D...................................................................................................................................39
Activity 4E....................................................................................................................................40
Activity 4F....................................................................................................................................41
Activity 4G...................................................................................................................................42
Activity 4H...................................................................................................................................43
Activity 4I.....................................................................................................................................44
Activity 4A-4I checklist – for assessor..........................................................................................45
Summative Assessments..............................................................................................................47
Section A: Skills Activity...............................................................................................................48
Summative Assessments: Section A checklist..............................................................................50
Section B: Knowledge Activity (Q & A).........................................................................................52
Summative Assessments: Section B checklist..............................................................................53
Section C: Performance Activity...................................................................................................55
Summative Assessments: Section C checklist..............................................................................57
Workplace Documentation – for learner.......................................................................................59
Workplace documents checklist..................................................................................................59
Supplementary Oral Questions (optional) – for assessor...............................................................60
Competency record to be completed by assessor.........................................................................63
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Instructions to Learner
Assessment instructions
Overview
Prior to commencing the assessments, your trainer/assessor will explain each assessment task and
the terms and conditions relating to the submission of your assessment task. Please consult with
your trainer/assessor if you are unsure of any questions. It is important that you understand and
adhere to the terms and conditions, and address fully each assessment task.
Written work
Assessment tasks are used to measure your understanding and underpinning skills and knowledge of
the overall unit of competency. When undertaking any written assessment tasks, please ensure that
you address the following criteria:
 Address each question including any sub-points
 Demonstrate that you have researched the topic thoroughly
 Cover the topic in a logical, structured manner
 Your assessment tasks are well presented, well referenced and word processed
Active participation
It is a condition of enrolment that you actively participate in your studies. Active participation is
completing all the assessment tasks on time.
Plagiarism
Plagiarism is taking and using someone else's thoughts, writings or inventions and representing them
as your own. Plagiarism is a serious act and may result in a learner’s exclusion from a course. When
you have any doubts about including the work of other authors in your assessment, please consult
your trainer/assessor. The following list outlines some of the activities for which a learner can be
accused of plagiarism:
 Presenting any work by another individual as one's own unintentionally
 Handing in assessments markedly similar to or copied from another learner
 Presenting the work of another individual or group as their own work
 Handing in assessments without the adequate acknowledgement of sources used, including

assessments taken totally or in part from the internet.
If it is identified that you have plagiarised within your assessment, then a meeting will be organised
to discuss this with you, and further action may be taken accordingly.
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Collusion
Collusion is the presentation by a learner of an assignment as their own that is, in fact, the result in
whole or in part of unauthorised collaboration with another person or persons. Collusion involves
the cooperation of two or more learners in plagiarism or other forms of academic misconduct and,
as such, both parties are subject to disciplinary action.
Competency outcome
There are two outcomes of assessments: S = Satisfactory and NS = Not Satisfactory (requires more
training and experience).
Once the learner has completed all the assessments for this unit of competency, the learner will be
awarded “Competent” (C) or “Not Competent” (NC) for the relevant unit of competency.
Confidentiality
The college will treat anything, including information about your job, workplace, employer, with
strict confidence, in accordance with the law. However, you are responsible for ensuring that you do
not provide us with anything regarding any third party including your employer, colleagues and
others, that they do not consent to the disclosure of. While we may ask you to provide information
or details about aspects of your employer and workplace, you are responsible for obtaining
necessary consents and ensuring that privacy rights and confidentiality obligations are not breached
by you in supplying us with such information.
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Assessment appeals process
If you feel that you have been unfairly treated during your assessment, and you are not happy with
your assessment and/or the outcome as a result of that treatment, you have the right to lodge an
appeal. You must first discuss the issue with your trainer/assessor. If you would like to proceed
further with the request after discussions with your trainer/assessor, you need to lodge your appeal
via the complaint and appeal form which is available on the college website.
Recognised prior learning

Learners will be able to have their previous experience or expertise recognised on request.
Special needs
Learners with special needs should notify their trainer/assessor to request any required adjustments
as soon as possible. This will enable the trainer/assessor to address the identified needs
immediately.
Assessment requirements
Assessment can be:
 Direct observation
 Product-based methods e.g. reports, role plays, work samples
 Portfolios – annotated and validated
 Questioning.
The assessment activities in this workbook assess aspects of all the elements, performance criteria,
skills and knowledge and performance requirements of the unit of competency.
To demonstrate competence in this unit, you must undertake all activities in this workbook and have
them deemed satisfactory by the assessor. Once you have demonstrated the required level of
performance, you will be deemed competent in this unit.
As part of the assessment process, all learners must abide by any relevant assessment policies as
provided during induction.
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Candidate Details
Assessment – BSBINM601: Manage knowledge and information
Please complete the following activities and hand in to your trainer/assessor for marking. This forms
part of your assessment for BSBINM601: Manage knowledge and information.
Name: _____________________________________________________________
Address: _____________________________________________________________
_____________________________________________________________
Email: _____________________________________________________________
Employer: _____________________________________________________________
Declaration
I declare that no part of this assessment has been copied from another person’s work with the
exception of where I have listed or referenced documents or work and that no part of this
assessment has been written for me by another person. I also understand the assessment
instructions and requirements and consent to being assessed.
Signed: ____________________________________________________________
Date: ____________________________________________________________
If activities have been completed as part of a small group or in pairs, details of the learners
involved should be provided below:
This activity workbook has been completed by the following persons and we acknowledge that it
was a fair team effort where everyone contributed equally to the work completed. We declare that
no part of this assessment has been copied from another person’s work with the exception of where
we have listed or referenced documents or work and that no part of this assessment has been
written for us by another person.
Learner 1: ____________________________________________________________
Signed: ____________________________________________________________
Learner 2: ____________________________________________________________
Signed: ____________________________________________________________
Learner 3: ____________________________________________________________
Signed: ____________________________________________________________
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Activities
Activity 1A
Objective To provide you with an opportunity to review staff and customer feedback
and business performance data.
Refer to Case Study A.
Give an explanation of the ways in which Sam could use the staff and
customer feedback to resolve business issues (no more than 350 words).
Answer:
Sam is able to determine the root reasons of company problems by looking at
feedback from customers as well as staff members. For example, it becomes
obvious that communication gaps compound the issue if staff members'
feedback indicates inadequate communication channels and customer
complaints repeatedly include a lack of responsiveness or misunderstanding.
Sam is able to address the root problem rather than merely the symptoms as a
result of this understanding.
• Improve Service quality: Customer feedback offers insightful

information about potential opportunities to raise the quality of
management. Sam can distinguish between common topics and
recurrent problems that customers are having by looking at feedback
from paper summaries, digital audits, product inquiries, customer
feedback, and suggestions. This information inspires Sam to take
particular efforts to raise the standard of service and satisfy customers.
For example, Sam can take action to speed up the response time or
provide self-management alternatives if other customers report having
trouble reaching customer care.
• Enhance employee commitment and satisfaction: Employee feedback

indicates up areas that may be improved to boost staff satisfaction and
dedication. By considering employee feedback on their working
circumstances, opinions on their employment, and general satisfaction,
Sam is able to tackle issues that affect representative assurance and
efficiency. For example, Sam can plan extra training initiatives to
strengthen the competence of representatives and foster their
confidence in giving high-quality help in the case that staff feedback
indicates worries about insufficient training.
• Monitor progress and evaluate effectiveness: By routinely reviewing the

input of personnel and consumers, Sam is able to track the progress of
concluded initiatives and assess whether or not they are sufficient. By
comparing the new feedback with prior criticism, Sam may establish if
the implemented adjustments had a meaningful influence on fixing the
identified business concerns. Sam is able to implement out opportune
changes and consistently work on the association's performance due to
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this progressive feedback circle.
Activity 1B
Objective To provide you with an opportunity to identify, define and analyse business
problems and issues.
With reference to staff feedback, customer feedback, and business
performance data, give an example of how you would identify, define, and
analyse a business problem or issue.
Answer:
Identification:
• Staff feedback: During routine staff input meetings, a few workers
express concerns about an increase in customer complaints,
unfavourable surveys, and an overall fall in customer loyalty rankings.
They see issues like lengthy queues for checkout, difficulty accessing
certain items, and employee conduct that serves no purpose.
• Customer Feedback: Online surveys, customer evaluations, and

comments provide an unavoidable demonstration of dissatisfaction
that results from poor service quality, restricted access of sought
products, and a lack of employee support. Additionally, during the
previous few months, the retailer's customer loyalty rankings have
significantly decreased.
• Business performance data: Sales records show that overall sales and
customer expectations for reliability have both declined. Additionally,
the indicators for the store's customer service, such typical reaction
times and achievement rates, have deteriorated.
Definition:
The business issue may be characterized as a decline in consumer retention as a
result of problems including major interruptions, product inaccessibility, and
inadequate customer service, according to the data that have been obtained.
The problem is negatively affecting customer retention, sales, and the
reputation of the store.
Analysis:
• Root Cause Analysis: More research indicates that the lengthy checkout
delays were caused by inadequate staffing during times of high
demand. The main reasons of a shortage of product availability are
ineffective restocking methods and inefficient stock management. Poor
customer service may be the result of inadequate planning, a
representative's lack of passion, or the absence of defined policies for
client help.
• Impact Assessment: As a result of diminishing consumer loyalty, sales

and client loyalty have declined. The reputation of the business and
future retention of customers may potentially be suffering from
negative online ratings and open criticisms.
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Solution formulation:
• Addressing checkout wait times: Take into account providing self-
checkout choices, put effective line management frameworks into
place, and boost personnel levels during busy hours.
• Increasing product availability: To guarantee sufficient stock levels,

enhance stock management processes, boost anticipatory accuracy,
and simplify restocking processes.
• Improving Customer Service Quality: Provide extensive training on

client service skills to staff members, develop clear guidelines for
handling customer requests and objections, and create a pleasant
working culture to boost employee confidence.
Information about how business performance data, feedback from customers,

and staff engagement may be used to describe and explore the specific
problem of declining customer loyalty. This will make it possible to determine
the main factors and create certain layouts. The adoption of these agreements
should lead to greater transaction size, expanded business operations, and
enhanced customer satisfaction.
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Activity 1C
Objective To provide you with an opportunity to identify information required to reach
a decision on problems/issues.
Give two examples of workplace problems/issues and identify the types of
information that should be referred to for the purpose of deciding
appropriate courses of action.
Answer:
Example 1: Decreased employee productivity
Problem/Issue: Over the course of the last few months, staff productivity has
generally declined, which has a negative impact on corporate operations.
Types of information:
• Performance Metrics: Examine individual as well as team performance
measures including production, customer comments, marketing
forecasts, and quality control information. Find any trends or instances
of diminished productivity.
• Employee feedback: Compile feedback through research, sessions, or

group discussions to understand the difficulties representatives
confront, their interests, and any possible barriers to effectiveness. This
arbitrary information could provide insight into the root reasons of the
issue.
Appropriate course of actions:
• Organizing training sessions or meetings to advance the knowledge and

abilities of staff members.
• Identifying and resolving any operational or asset-related problems that

could be impeding production.
• Executing measures into action to enhance performance or individual

goal-setting exercises to encourage and assist representatives
• Examine opportunities for flexible work plans or efforts to, if important,

promote harmony between work-life activities.
• Establishing an effective and positive work atmosphere that encourages

commitment and productivity from representatives.
Example 2: Customer complaints about product quality
Problem/Issue: A certain product's quality has been regularly criticized by

customers, which has a negative impact on the brand reputation and client
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loyalty of the organization.
Types of information:
• Customer comments and feedback: Analyse customer complaints
research methodologies, online reviews, as well as online
entertainment sources are linked to the particular item. Establish
contrasts between the frequent problems that consumers raise, the
volume and gravity of their grievances, and any instances or trends.
• Product Quality Control Data: Examine quality control data such as

evaluation reports, production records, and experiment results to spot
any inconsistencies or problems in the process of manufacturing that
could be influencing product quality.
Appropriate course of action:
• Investigating the process of production thoroughly to find any flaws or

problems with quality control.
• Cooperating with suppliers to ensure the quality of the components or

raw materials utilized in the product.
• Putting in place stricter quality control measures, such as broader tests

or more thorough testing procedures.
• Providing additional materials or preparations to the manufacturing

process participants in order to increase their knowledge of and
compliance to quality concepts.
• Offering alternatives, discounts, or additional kinds of reimbursement

to impacted customers and being transparent about the actions taken
to remedy the quality issue.
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Activity 1D
Objective To provide you with an opportunity to source and gather reliable information.
Refer to Case Study B.
1. Specify four criteria in relation to credible sources that Dylan might refer
to when carrying out his research.
Answer:
They are as follows:
• Industry distributors and reputable manufacturers: Dylan could cite

sources like reputable bike manufacturers and distribution firms in the
sector that are recognized for their domain competence. These sources
can offer insights into market trends and customer presumptions and
are likely to be accurate sources of information on the half-breed
bicycles of the competitors.
• Audits and expert opinions: Dylan should get competent advice from
respected members of the cycling industry. This can be seasoned
bikers, bicycle designers, or merchants with in-depth expertise in hybrid
bicycles. Dylan may utilize their audits and points of view to gain critical
insights on the most crucial elements, the implementation, and the
customer requirements for hybrid bikes.
• Academic research and studies: Dylan should check into academic

research articles and studies on hybrid bikes, market analysis, and
consumer behaviour. These sites usually carry out comprehensive polls
of friends and offer fact-based perceptions into market elements,
consumer preferences, and new trends. Academic study can offer a
more thorough and impartial view of the business environment.
• Market research reports: Dylan should make reference to results of

statistical surveys carried out by respectable businesses that have a
sizable amount of experience in the biking sector. These studies offer a
thorough examination of the economy, competition, customer
demands, and prospective opportunities for learning. Dylan may make
judgments that are well-informed in light of market trends and
customer presumptions with the assistance of the information-driven
fragments of expertise that are typically provided in statistical research
reports.
2. Specify three aspects which Dylan might consider in relation to the

purpose of websites that he refers to.
Answer:
• The manufacturer's website: Dylan has to consider the reason he visits

the website of the manufacturer. The main purposes of a reputable
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manufacturer's website are to display their goods, give thorough
descriptions of their hybrid bikes, and offer original marketing advice.
These websites provide Dylan with information about the main points,
specifics, and advancements of the hybrid bikes used by the
competitor.
• Review websites and forums: Dylan should research certain audit

websites and online forums where people discuss their opinions and
experiences with hybrid bikes. These sites usually offer impartial polls,
assessments, and conversations about various hybrid bike designs that
have been produced by clients. By analysing numerous surveys and
their results, Dylan may better understand consumer loyalty,
performance problems, and potential improvement areas in the current
hybrid bikes.
• Cycling websites: Dylan could refer to websites that are dedicated to

cycling adherents and offer in-depth information, updates, and
discussions regarding hybrid bikes. These websites often centre on the
most recent developments, trends, and customer expectations in the
cycling world. Dylan can acquire information from hybrid biking
enthusiasts who are involved in the activity and are likely to have
valuable opinions on desired outcomes, performance standards, and
new trends.
3. Specify two processes that Dylan should follow when sourcing relevant
information from people.
Answer:
• Seek expertise and credibility: When obtaining information, Dylan

should pay particular attention to those who are knowledgeable about
and well-respected in the cycling industry. This may include
accomplished cyclists, bicycle engineers, subject-matter specialists, or
well-known bike retailers. Dylan benefits from the skills and
understanding of those he works with in order to acquire accurate and
dependable information.
• Conduct interviews or surveys: Dylan can plan discussions or reviews

with prospective clients, bicycle merchants, or bicycle enthusiasts to
acquire knowledge and suggestions regarding hybrid bikes. Dylan can
create targeted questions and gather replies to learn first-hand
knowledge about client preconceptions, desired components, and
prospective market opportunities. It is crucial to ensure a careful and
uninformed delegate exam and data gathering in order to receive
accurate navigational information.
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Activity 1E
Objective To provide you with an opportunity to test information for reliability and
validity and reject where contradictory or ambiguous.
Identify three different pieces of information that are relevant in your
workplace. For each piece of information, identify an official and authoritative
source that should be accessed. Explain why each source is reliable and
identify who is responsible for writing and maintaining the information at the
source.
Answer:
1. Company financial statements

Official and authoritative source: Annual report
Reliability: The Annual Report is produced by the organization's

finances and accounting division in line with international financial
reporting standards (IFRS) or generally accepted accounting principles
(GAAP). It comprises comments to the budget overviews, balance
sheets, income statement, and financial notes, all of which give detailed
information about the organization's financial performance.
Responsibility for writing and maintaining the information: The financial

summaries for the Annual Report are planned and updated by the
finance and accountancy division in collaboration with external
reviewers. They ensure accuracy, simplicity, and adherence to financial
reporting standards.
2. Employee benefits and compensation information:

Official and authoritative source: HR Portal or Intranet
Reliability: The HR Portal, also known as the Intranet, is a reliable

resource for information on representative compensation and benefits
since it is the authorized stage that is administered by the HR
department. It offers authoritative and progressive details on a range of
employee perks, including health insurance, retirement schemes,
vacation policies, and scales of compensation.
Responsibility for writing and maintaining the information: The HR

department is accountable for recording and maintaining information
on employee benefits and compensation on the HR Portal or Intranet.
They work together with pertinent partners including benefits providers
and financial managers to ensure precise and practical updates.
3. Occupational health and safety guidelines:

Official and authoritative source: Occupational health and safety
administration (OHSA) guidelines
Reliability: OSHA standards are a reliable source of information on

health and safety since they were developed by a legislative governing
body committed to safeguarding the health and safety of workplace
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settings. A wide range of subjects are covered by OSHA laws, including
communicating risks, personal protective equipment, emergency
response strategies, and ergonomics procedures.
Responsibility for writing and maintaining the information: OSHA is in

charge of creating and maintaining health and safety rules. Their team
of professionals updates the rules often to reflect current best
practices, logical analysis, and administrative needs.
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Activity 1F
Objective To provide you with an opportunity to utilise formal and informal networks to
access corporate knowledge/memory not held in formal systems and review
appropriately.
1. Specify four different formats in which information might be accessed.
Answer:
 Electronic database
 Records/files in hardcopy form
 Telephone
 Email
2. Describe the importance of formal and informal networks and how they
are utilised to access knowledge or memory not held in the system.
Answer:
Importance of formal networks:
Formal networks are used to organize communication and collaboration

inside a company. These networks are set up using legitimate hierarchy,
offices, teams, and specific comprehensive lines. They are required for
gaining access to memory or data that has been properly preserved and
stored within the requisite frameworks. Significant concerns about the
importance of formal organizations include the following:
• Consistency and efficiency: Formal networks make sure that data flows
in a predictable and structured way so that representatives may access
pertinent information promptly and efficiently.
• Centralized repositories: Formal systems usually feature centralized

repositories, such as databases, intranets, or information management
platforms, where particular information is reported, coordinated, and
efficiently retrievable by authorized personnel.
• Standardization: Formal networks encourage a standardization of data

exchange to make sure that correct and current information is available
to everyone who needs it. In both the work processes and the direction,
this aids in maintaining uniformity.
Importance of informal networks:
Conversely, informal relationships and connections that people establish

inside an association are known to be informal networks. These
networks are built on individual collaborations, group interactions, and
interpersonal relationships. They are necessary for collecting context-
specific data, unwritten rules, inferred values, and implied knowledge that
may elude proper frameworks. Specific concerns pertaining to the
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importance of informal networks include:
• Knowledge transfer: Informal networks share implied information using

their collective experience and knowledge through personal
connections and cooperation. Even though this type of material is
sometimes challenging to capture and comprehend, it provides
valuable facts and practical advice.
• Collaboration and problem solving: Informal networks encourage its

representatives to collaborate, exchange ideas, and think critically. It is
feasible for individuals with varied backgrounds, degrees of skill, and
points of view to collaborate and share their knowledge in order to
tackle challenging issues and develop creative solutions.
• Learning and mentoring: Informal networks offer opportunities for

mentoring connections and informal learning.
Professional proceedings and ongoing learning are promoted by
representatives with expertise who can share their knowledge and
mentor individuals with less experience.
Both formal and informal networks must be used in order to access

memory or data that is not kept in the formal systems. It demands an
ongoing commitment to employees, seeking out the opinions and
experiences of experts, taking part in training networks, and being
receptive to informal knowledge and information exchanges. By leveraging
both formal and informal networks, businesses may increase the wealth of
resources and collective knowledge within their workforce, fostering
increased critical thinking, continuous learning, and progress.
3. How can you gain a better understanding of how knowledge management

affects the daily tasks of different members of staff? What type of
information might you need to ask about to review corporate knowledge?
Answer:
To better comprehend the knowledge management intend for the daily tasks of
the different workers, a number of techniques that take into consideration a
thorough examination must be used. It's a good idea to use questionnaires or
staff member feedback overviews to get their opinions. Asking specific
questions about how people access data, how they struggle to discover or share
information, and how they offer their expertise to the group will help you get
valuable input on their experiences. Surveys offer a methodical way to collect
data from a wider range of people and can help identify common problems and
instances.
• By taking part in interviews or focus groups, employees may express

their opinions on how the information provided by executives has
affected the way they work. You may find out more about their
knowledge and the nature of their work, as well as things like their
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access to pertinent information, the problems that occur when
knowledge cannot be shared or coordinated, and the administrators'
strategies for developing knowledge management system. At meetings
and centre gatherings, members may offer particular examples,
experiences, and take part in insightful conversations.
• Another strategy is to engage in job shadowing or perceptions, which

involves spending time watching staff members as they conduct tasks.
It is possible to gain first-hand knowledge of their work procedures,
data requirements, and linkages to information sources owing to this
elaborate technique. By carefully examining their work, you can see
information gaps, errors, and places where the management's
processes need to be improved. Work shadowing similarly takes into
account direct responsibility and communication with delegates,
enabling you to express demands actively and develop a deeper
understanding of their everyday struggles and difficulties.
• Additionally, reviewing the organization's current documents, manuals,

reports, and standard operating procedures can provide crucial details
on how data is gathered, shared, and used. This archive assessment can
assist in identifying gaps, anomalies, or outdated information that can
make it challenging to carry out routine duties or make autonomous
decisions. By looking at their subject matter and layout, you may judge
the importance, accessibility, and feasibility of these resources in
satisfying the information demands of staff members.
• Last but not least, establishing feedback mechanisms like suggestion

boxes, online phases, or frequent meets allows staff members to offer
their expertise, experiences, and thoughts about the
knowledge management. By properly requesting their opinion and
suggestions for improvement, you can promote a culture of continuous
learning and pinpoint particular areas where the board's information
practices may be improved. Additionally, frequent meetings offer a
chance to discuss best practices, study information-related subjects,
and resolve any problems or difficulties that staff members have
brought up.
It's important to understand various points of view when analysing corporate

data, including data sources (both formal and informal), information gaps that
prevent them from functioning, coordinated efforts and sharing sessions among
co-workers, information use in dynamic processes, and the effect of
information accessibility on work outcomes. By utilizing these techniques to
acquire information and by posing crucial questions, you may fully comprehend
how the management reflects for regular work. Additionally, you may discover
worthwhile chances for advancement and promote a workplace that makes use
of more hierarchical data in order to be more productive and efficient.
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Activity 1A-1F checklist – for assessor
This should be used by the trainer/assessor to document the learner’s skills, knowledge and
performance as relevant to the unit activity. Indicate in the table below if the learner is deemed
satisfactory (S) or not satisfactory (NS) for the activity or if reassessment is required.
Checklist
1A-1 Did the learner give an explanation of the ways in which Sam could Yes No
use the staff and customer feedback to resolve business issues? (Please circle)
Did the learner give an example of how he/she would identify, define,
1B-1 Yes No
and analyse a business problem or issue
(Please circle)
Did the learner give two examples of workplace problems/issues?

1C-1 Yes No
(Please circle)
Did the learner identify the types of information that should be

1C-2 Yes No
referred to for the purpose of deciding appropriate courses of action?
(Please circle)
Did the learner specify four criteria in relation to credible sources that
1D-1 Yes No
Dylan might refer to when carrying out his research?
(Please circle)
Did the learner specify three aspects which Dylan might consider in
1D-2 Yes No
relation to the purpose of websites that he refers to?
(Please circle)
Did the learner specify two processes that Dylan should follow when
1D-3 Yes No
sourcing relevant information from people?
(Please circle)
Did the learner identify three different pieces of information that are
1E-1 Yes No
relevant in his/her workplace?
(Please circle)
Did the learner identify an official and authoritative source that should
1E-2 Yes No
be accessed?
(Please circle)
Did the learner explain why each source is reliable and identify who is
1E-3 Yes No
responsible for writing and maintaining the information at the source?
(Please circle)
Did the learner specify four different formats in which information

1F-1 Yes No
might be accessed?
(Please circle)
Did the learner describe the importance of formal and informal

1F-2 Yes No
networks and how they are utilised to access knowledge or memory
(Please circle)
not held in the system?
Did the learner explain how he/she can gain a better understanding of
1F-3 Yes No
how knowledge management affects the daily tasks of different
(Please circle)
members of staff?
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Did the learner identify what type of information he/she might need
1F-4 Yes No
to ask about to review corporate knowledge?
(Please circle)
Comments
Provide your comments here:
The learner’s Not yet satisfactory Satisfactory

performance was:
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Activity 2A
Objective To provide you with an opportunity to ensure objectives for analyses are
clear, relevant and consistent with the decisions required.
Refer to Case Study C.
Outline the process that Colin should follow for the purpose of making a
suitable decision regarding the furniture and customer dissatisfaction. Include
details of the issue, relevant information, and objectives.
Answer:
• Identify the Issue: Colin ought to address the customer's complaint

straight away. He expresses displeasure with the delivery person's bad
attitude and asks the customer to confirm that a wrong item of
furniture had been delivered to their home. Colin has to gather all the
key details and intriguing elements of the complaint in order to truly
address them.
• Collect Information: Colin has to compile all pertinent data on the

complaint. Obtaining the client's contact details, request number,
delivery date, and furniture illustration is part of this process. He should
review the client's filing system, the delivery notes, and any
communication files. Colin should also speak with the person who will
be providing the essential transportation in order to learn more about
their actions throughout the journey and their viewpoint on the matter.
• Assess the situation: In light of the information gathered, Colin must

evaluate the situation. He should examine the client's objections to the
recorded request specifics and delivery records to ascertain whether
something wrong item was clearly conveyed. He shall also consider any
supporting information or witness statements while assessing the
allegation regarding the transporter's bad attitude. Colin should also
look at the potential effects on consumer loyalty, the company's
reputation, and any financial ramifications.
• Develop Objectives: In light of the assessment, Colin has to set clear

goals for his assessment. These objectives will act as a guide for
his decision-making process. In this case, the following goals can be
crucial:
a. Investigation into the accuracy of the customers claim regarding a

wrong item of transporting of furniture.
b. Ascertain the accuracy of the customer’s allegation regarding the

transportation worker's pessimistic attitude.
c. Recognize any anticipated mistakes or shortcomings in the company's
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customer support or delivery procedure.
d. Select a pertinent goal to allay the client's dissatisfaction and avert such
problems in the future.
e. Keep customers loyal and protect the company's reputation.
• Collecting Supporting Evidence: Colin needs to collect any further proof

that will help the inquiry by illuminating the circumstance. Comparing
the client's claim to the delivery records and reviewing any pertinent
visual evidence that the customer or the delivery person may have
given may be necessary in this process. In order to acquire their stories
of the occurrence, Colin could consider speaking with witnesses, such
as other workers or customers who were there during the delivery.
• Making a Decision after Thoroughly Analysing the Data: Colin must

carefully review all of the information that has been gathered, including
the client's complaint, the delivery records, the delivery person's
justifications, and any supporting documentation. He must weigh moral
issues, the company's tactics, and its objectives for consumer loyalty
while assessing the scenario. Colin must right away evaluate the
reliability and quality of the gathered data in order to set a target and
conduct a fair assessment of the incident. After doing this study, he will
be in a position to decide very intelligently what the best course of
action is to follow in order to meet the customer’s wants and prevent
future conflict concerns.
• Communicate the decision and take actions: Once Colin has made up
the decision, he should let the customer know. He must be considerate
of the client's requirements and demonstrate empathy. Colin needs to
set a realistic objective to resolve the client's unhappiness, such making
sure the right stuff is carried or making up for the load borne. In order
to avoid such problems in the future, he should also make sure that any
substantial improvements or corrective actions are made in customer
service or the delivery process.
Colin must maintain his remarkable competence, show concern for the
situation, and maintain open lines of contact with the customer and the person
in charge of the delivery in the moment. Colin will be able to make an educated
conclusion about the furnishings and the client's discontent by following this
sequentially process. He will also be able to create an effective solution and
uphold the company's reputation for high quality and customer service.
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Activity 2B
Objective To provide you with an opportunity to identify patterns and emerging trends
correctly and to interpret the cause and effect.
Give an example of how you could identify a pattern or trend and interpret
information to determine the cause and effect.
Answer:
It could be helpful to use the following retail firm example to examine how a
new marketing campaign impacts its sales:
• Identify the Issue: The Company must determine whether a campaign

that was distributed a month earlier is still effective.
• Obtain Relevant Information: Compile data on agreements for the 90

days that follow, including the month before the mission and the two
months after it. Additionally, learn about the sales that were running at
the time.
• Analyse the Trends and Patterns: Analyse the sales data and look for
any trends or patterns using quantitative analysis or a graphic. We
should predict an identifiable increase in sales throughout the two
months following the operation, given the conditions.
• Establish cause and effect: Consider how the marketing activities that
were conducted throughout the expedition may have influenced
deals. . For example, the business may have imposed limitations on
cutting-edge items, improvements to online entertainment, and a
focused email campaign. The result of these marketing initiatives taken
together may be the cause.
• Interpret the Findings: Based on the analysis, the business may

conclude that the marketing effort has undoubtedly impacted sales.
The higher transactions may be the result of enhanced customer
dedication, commitment.
• Take action: Now that the business is aware that the marketing
campaign significantly impacted sales, it may utilize this data to inform
future marketing efforts. They could devote more resources to missions
that are comparable to them, develop effective techniques, or sharpen
their focus in order to have a greater impact on negotiations.
• Continuous review and improvement: The business should keep an eye

on transaction data and the presentation of following marketing
campaigns. They will eventually be able to recognize trends and
consistent examples thanks to this, which will help them refine their
procedures and make data-driven choices to maximize their marketing
efforts.
By analysing the sales data, figuring out the conditions and logical connections
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between the advertising effort and deals, and responding properly, the firm
may further expand their marketing strategy and drive corporate growth.
Activity 2C
Objective To provide you with an opportunity to utilise statistical analyses and

interpretation where appropriate.
Give an example of how you would use statistical analyses when interpreting
business data.
Answer:
Let's say you work for a digital company and you really want to employ accurate
analyses to interpret business information related to a new marketing initiative.
You are able to monitor the effectiveness of the campaign, website traffic, rates
of conversion, and sale revenue.
• Correlation calculations: To determine the connection between various

items, correlation calculations can be done. For example, you may work
out the correlation between transaction revenue and marketing
expenditure. Indicating the objective's potential in generating deals, a
positive correlation would show that rising utilization is related to rising
transaction revenue.
• Trend Analysis: By analysing trends over various time periods, such as

daily, weekly, and monthly, you may spot trends and assess the
influence of the goal over time. Statistical approaches like shifting
averages or regression assessment may be used to analyse changes and
study the long-term, current, and medium-term trends in website
traffic, conversion rates, and sales revenue. This examination enables
you to evaluate the mission's adequacy and spot any abnormalities or
recurring patterns.
• Assessment of Probability: Through probability assessment, the

likelihood that specific events will occur may be determined. You may
use likelihood analysis with verified data, for example, to assess the
probability of reaching a specific conversion rate or sales objective. You
may use this information to define reasonable objectives and make
knowledgeable judgments regarding resource allocation and objective
adjustments.
• Return on Investment: The financial return that the marketing effort

provides in comparison to the marketing campaign is one part of the
analysis of return on investment. Finding the return on investment will
allow you to assess the value and effectiveness of the endeavour. This
inquiry considers the cost of completing the objective as well as how it
impacts transactions' revenue. You may assess if the campaign financial
advantages outweigh the expenses and reach informed decisions on
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future investment in close proximity.
• Cost-Benefit analysis: When looking for ways to reduce expenses, it's

important to weigh the expenses and benefits of a marketing strategy.
It analyses if the assets invested are permitted by the financial success
of the project. By analysing the benefits (like expanded sales income)
and expenditures (like campaign expenditures), you may take into
account and assess the overall expense appropriateness. In addition to
offering advice on resources allocation and upcoming marketing
initiatives, this research offers insights on the effectiveness and
sustainability of the campaign.
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Activity 2D
Objective To provide you with an opportunity to undertake sensitivity analysis on any
proposed options.
Identify a business issue and a potential solution. Ask three ‘what if’
questions in relation to the solution and write your response to each.
Is the solution viable? Why?
Answer:
Business Issue: Low employee engagement and morale
Potential solution: Implement a comprehensive employee recognition and

rewards program
What if the budget for the employee recognition program is limited?

If the budget for the program is constrained, the feasibility and perceived worth
of the awards may be impacted. There is a chance that representatives don't
feel valued or driven enough, which might lead to a minuscule rise in dedication
and resolve. Optional measures including emphasizing non-cash recognition
campaigns, creating a happy work atmosphere, or seeking for sponsorships or
groups to construct the financial plan should all be examined as solutions to this
problem.
What if the recognition program doesn’t align with employee preferences?

If the recognition program doesn't fit with the preferences of the employees, it
may not have the desired impact on dedication and enthusiasm. Employees
must provide feedback and be involved in the design and implementation
stages of the program in order to guarantee that it satisfies their requirements
and preferences. Projects like program evaluations, centre meetings, or
experimental runs can offer crucial information that can be used to the
program to help it be more suitable.
What if managers do not actively participate in the program?

If managers fail to participate properly, the recognition program's effectiveness
and influence might be diminished. Managers are essential in developing a
culture of respect and helping people comprehend representational
obligations. It is crucial to give managers training and assistance, highlight the
value of their participation, and integrate the program into executive
operations in order to solve this. Additionally, encouraging
manager’s dedication may be done by recognizing those who show a genuine
interest in the business.
An employee incentives and recognition program is viable. It fosters a sense of

considerable worth and inspiration since it acknowledges and values the
commitments made by workers, which has the ability to have a big effect on
their commitment and resolution. However, other elements, such as the
allocated financial resources, how well the arrangement fits with the desires of
the employees, and the active supporting of the managers, also influence the
solution viability. By considering these factors and adding employee feedback,
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the program may be modified to increase its applicability and influence on
commitment and assurance.
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Activity 2E
Objective To provide you with an opportunity to ensure documentation reflects a logical
approach to the evaluation of the evidence and conclusions drawn.
With reference to a problem and a solution, explain how you would structure
the subsequent documentation, in terms of content, form, and style.
The featured problem and solution may be a previously used example or a

new one; in any case, you should provide a brief outline of these.
Answer:
Problem Analysis and Solution Documentation:
This document's goal is to present a thorough analysis of the issue and a

workable solution to deal with it. This document provides a summary of the
issue's content, form, style, and contrasting solution.
Customer discontent brought on by a delay in customer satisfaction is the main

problem. Customers have complained about the inconsistent accessibility of
some items and the slow delivery times of events. This has sparked
unfavourable research, decreased customer retention, and the possibility of a
monetary errors.
The proposed strategy is to implement a sophisticated manufacturing chain

within the management framework. This arrangement aims to enhance
inventory control, increase customer loyalty, and simplify the request fulfilment
process. By resolving the root causes of delays and item accessibility problems,
we expect to see a rise in customer loyalty and favourable brand perception.
Our approach to nurturing the solution included a thorough evaluation of the

continuing manufacturing chain procedures, including request processing, stock
management, and coordinated aspects. We carried out information-driven
research, stakeholder assessments, and evaluation in accordance with industry
standards. As a result, we were able to determine important areas for
development and create a workable structure.
The suggested management framework for the supply chain consists of the
following elements:
• Order Management: Encourage the managers to implement a digital

framework for managing requests that integrates with customer
relationship management (CRM) software and stock management. This
makes sure that orders are constantly displayed, lowers human
mistakes, and further increases request accuracy.
• Inventory optimization: Use inventory positioning frameworks and

request determining computations to increase stock levels. This helps
promote better access to recently created items and avoids instances of
stock outs and overload.
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• Collaboration with suppliers: Improve communication and cooperation
with providers by using a digital connection. This works with advanced
organizing, optimum growth, and enhanced cooperation.
• Logistics optimization: Route advancement computations and

continuing tracking systems might be used to expedite the delivery
interface. This shortens travel durations, enhances delivery accuracy,
and gives clients trustworthy delivery modifications.
The proposed solution implementation plan is as follows:
• Examine every gap individually and collect requirements.
• Obtain the required software and rewrite the programming framework.
• Set new management initiatives and take charge of representative

training.
• Examine and assess the solution performance, making material

alterations in response to feedback and analysis of data.
Key performance indicators (KPIs) will be used to evaluate the success of the
solution, including:
 Order fulfilment cycle time

 Inventory turnover rate
 Customer satisfaction scores
 On-time delivery percentage
Overall, the executives' plan for implementing a simplified manufacturing chain

will boost overall customer loyalty and address the issue of fulfilling delayed
requests. The systematic approach taken in this documentation guarantees a
sound assessment of the data and backs up the findings reached. If we follow
the specified implementation schedule and the listed key performance
indicators, we are certain that the agreement will provide particular outcomes
for our organization.
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Activity 2F
Objective To provide you with an opportunity to adjust management information
systems/decision support systems to meet information processing objectives.
Give two different examples of how you could adjust information
management systems and decision support systems to meet your processing
objectives.
Answer:
Example 1: Sales Analysis
To acquire insights into product performance and identify deal trends,

adjustments may be made to the information management system and
decision support system. The information management system may be
arranged to immediately route sales information based on product
classifications or certain time periods. This takes into consideration a focused
analysis of the required crucial facts. For example, sale data may be sorted to
display the sales of a specific product or sales during a particular period of time.
Secondly, it is also possible to use the decision support system to create visual
reports that present new information, such as line graphs or bar charts.
Decision making is aided and improved by this visual representation. Last but
not least, it is possible to change the decision support system standard
boundaries in order to provide significant metrics that are pertinent to the
investigation's target goals for sales. By updating the framework to show
earnings, quantities sold, and net profits for each product class, it is now able to
engage in an in-depth examination of product performance.
Example 2: Inventory Management
To boost stock levels and provide an effective supply chain for the
management, the information management system and decision support
system can be adjusted. It is possible to rapidly channel stock information
depending on product kinds, suppliers, or distribution centre regions using the
information management system. This takes into account a smooth evaluation
of certain stock components, such as stock levels, turnover rates, and
accessibility for distinct product categories or services. Additionally, the
frameworks sophisticated search techniques enable the quick location of
certain stock items, tracing their progress through the manufacturing network,
and obtaining crucial information. This application enhances stock management
through the use of exact stock tracking and recuperation. If appropriate, the
framework may also be modified to include continuing inventory-following
advances like RFID that automate data collection, enhance accuracy, and
smooth out stock updates as goods travel through the retail network. In
conclusion, altering the structure's standard boundaries might cause
automated warnings or reorganize priorities when stock levels reach a
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predefined threshold. The new boundaries enable diligent stock administrators
to receive alerts or start automated purchase requests, assuring appropriate
billing and avoiding stock outs or surplus inventory.
When adjusting the information management system and decision support

system, the two examples consider greater customization and coordination
with the distinctive organizational objectives into account. As a consequence of
these adjustments, organizations will be able to fully utilize the frameworks,
enabling them to make better decisions, simplify processes, and accomplish
their objectives.
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Activity 2A-2F checklist – for assessor
Checklist
2A-1 Did the learner outline the process that Colin should follow for the Yes No
purpose of making a suitable decision regarding the furniture and (Please circle)
customer dissatisfaction?
Did the learner include details of the issue, relevant information, and
2A-2 Yes No
objectives?
(Please circle)
Did the learner give an example of how he/she could identify a

2B-1 Yes No
pattern or trend?
(Please circle)
Did the learner interpret information to determine the cause and

2B-2 Yes No
effect?
(Please circle)
Did the learner give an example of how he/she would use statistical
2C-1 Yes No
analyses when interpreting business data?
(Please circle)
Did the learner identify a business issue and a potential solution?

2D-1 Yes No
(Please circle)
Did the learner ask three ‘what if’ questions in relation to the solution
2D-2 Yes No
and write his/her response to each?
(Please circle)
Did the learner explain how he/she would structure the subsequent
2E-1 Yes No
documentation, in terms of content, form, and style?
(Please circle)
Did the learner provide a brief outline of these?

2E-2 Yes No
(Please circle)
Did the learner give two different examples of how he/she could
2F-1 Yes No
adjust information management systems and decision support
(Please circle)
systems to meet his/her processing objectives?
Comments
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performance was:
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Activity 3A
Objective To provide you with an opportunity to ensure sufficient valid and reliable
information/evidence is available to support a decision.
Refer to Case Study D.
1. Specify five checks that Phillip might carry out in relation to the reliability
of information about the finances of the Bravery sportswear company.
Answer:
• Reviewing financial statement: Phillip can assess the reliability and

correctness of financial data by examining the organization's financial
reports, which include balance sheets, income statements, and financial
records.
• Conducting Internal Audits: Internal control may be put in place to

protect assets and stop fraud, and internal audits can be performed to
make sure that financial records and transactions are appropriately
documented.
• External Audit: By arranging for an independent external auditor to lead

a study of the company's finances reports, it is possible to acquire an
unbiased evaluation of the reliability of the accounting information.
• Comparing Industry Benchmarks: In order to confirm the reliability of

the company's financial data, Phillip might compare the
company financial performance to industry standards established by
other companies.
• Approving the Sources of Information: confirming the reliability and

unquestionability of the information sources utilized to compile
financial data, such as transactional accounts, cost receipts, and bank
records.
2. Describe the process that Phillip might follow for the purpose of
establishing the sufficiency of information regarding the finances of the
Bravery sportswear company (no more than 150 words).
Answer:
• Differentiate Decision Requirements: Phillip is required to outline the

precise financial information required to make a decision, such as
marketing predictions, production costs, productivity projections, and
income projections.
• Gather Important Data: He should gather and prepare all pertinent

financial information, such as accurate financial overviews, reports on
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budgets, transactions, cost breakdowns, and other financial information
required for the decision-making involvement.
• Check the accuracy of the data: Phillip has to ascertain whether the
information gathered is complete enough to paint a clear picture of the
company's financial status. This involves ensuring that all significant
financial factors, such as revenue, costs, resources, obligations, and
capital, are included.
• Accuracy and Precision of Survey Data: He analyses data from various

sources, makes accommodations, and uses financial examination
procedures like ratio analysis and pattern analysis to ensure that the
financial data are accurate.
• Evaluate the importance of the data: Phillip should evaluate the current
applicability of the financial data to the specific choice. He wants to
make sure that the data includes crucial time periods, product
offerings, geographic regions, and other elements that influence
whether to create a development or establish new businesses.
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Activity 3B
Objective To provide you with an opportunity to utilise risk management plans to
determine acceptable courses of action.
What different options do you have when you have identified a risk, if
eliminating the risk is not an option? Briefly describe each.
Answer:
The different options are as follows:
• Risk Mitigation: This option aims to lessen the likelihood or impact of the
wager. Mitigation projections aim to foresee the risk, avoid it from happening,
or minimize its impacts. This may require conducting security meetings,
monitoring regular testing, in-house training, or the usage of safety equipment.
Lessening the possibility of the risk incident and the anticipated impacts are the
objectives.
• Risk Transfer: A "Risk Transfer" is when liability for a risk is transferred to

another party. This ought to be achievable, whether through agreements,
safeguards, or new ideas. By shifting the risk, the group lowers its own risk and
projected financial losses. For example, paying for security might shift the
financial burden of a potential risk occurrence on the insurance provider.
• Acceptance of Risk: On occasion, a business will opt to recognize a risk

without taking any particular steps to address it since it may be found that the
risk is contained within a level of resilience that is deemed to be acceptable.
This option is typically used when the possible impact of the wager is
insignificant or when the expense of regulating the risk outweighs the likely
results. Even if you decide to accept the risk, you must still look into it and be
ready to act should the circumstances change.
• Risk Avoidance: Risk avoidance is avoiding circumstances or actions that can

expose the organization to risks. This decision might involve changing the
project's plans, stopping certain operations, or selecting an alternative
approach that doesn't reveal the dangers involved. When the risk is perceived
to be too great or when the best solutions are available to achieve the desired
goals without putting anybody in danger, risk avoidance is chosen.
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Activity 3C
Objective To provide you with an opportunity to utilise appropriate quantitative
methods to assist decision making.
Identify a quantitative method and give a brief outline of it. Give an example
of how you would apply this method in making a decision on an identified
business issue.
Answer:
One quantitative technique that may be applied in this regard is linear

programming.
A mathematical approach known as linear programming is utilized to further

promote resource and make judgments in situations with various requirements.
It involves creating a simple mathematical model with functional capabilities,
selection criteria, and a number of explicit directives. Finding the appropriate
characteristics for the different elements that, based on the specified criteria,
either enhance or reduce the desired capacity is the goal.
Issue in business: To maximize profit, an assembly firm must choose the ideal
production levels for its products while taking into consideration the market's
demand and its limited assets.
Steps to apply linear programming:
• State the Objective: To enhance profit is the goal.
• Recognize Decision Factors: One of the considerations may be the

manufacturing quantity of each item.
• Formulate Objective function: Based on the production levels and net

revenues of each item, create a numerical depiction of the overall
benefit.
• Identify the constraints: Take into account conditions like the creation
cap, the availability of raw materials, the working hours, and market
demand. These constraints set a limit on the quantity that can be
created.
• Place boundaries: Pick any range of boundaries for the selection

criteria, such the lowest or biggest amounts of production.
• Solve the Linear Programming Model: Apply improvement

programming or statistics to the linear programming model in order to
identify the optimal characteristics for the selection criteria.
• Analyse the Results: Look at the top responses to determine the

suggested quantities of production for every product that maximizes
benefit while satisfying the requirements.
The manufacturing firm may utilize Linear Programming to make information-

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driven decisions about production levels in order to maximize profit given the
resources at its disposal and market demand. In order to make wise judgments,
the model helps asset allocation, recognizes possible obstacles, and offers
insight into the trade-offs between various factors.
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Activity 3D
Objective To provide you with an opportunity to consult specialists and other relevant
groups and individuals.
Identify three different types of information you may have to consult others
about. For each, explain what the information is, why you need it, who you
would contact, and whether they are internal or external to your company.
Answer:
1. Legal Advice:
Information: Legal advice addresses issues relating to uniformity, rules,

agreements, and regulations. This includes being aware of the lawful
rights, duties, and risks connected to a given decision or conduct.
Need: You may require legal advice to ensure that your company
processes adhere to key regulations and standards, lower legal risks,
and make wise judgments within the bounds of the law.
Contact: A qualified lawyer or legal firm would be consulted for legal

advice.
Internal/External: Both internal and external sources can provide legal

advice. While external lawyers or law firms may offer specialized
knowledge and significant power in areas of regulation that are
obviously regulated, your company's own legal division may be able
to offer direction.
2. Marketing research:
Information: Information about consumer behaviour, market trends,

rivalry, and client preferences are gathered through
marketing research. It assists in locating business-related possibilities,
choosing the appropriate audience to target, and creating successful
marketing plans.
Need: Making informed decisions about product creation, estimate,

advancement, and distribution requires comprehensive research into
marketing. It identifies market gaps, assesses consumer interest, and
enhances marketing initiatives.
Contact: Market research firms, marketing consultants, can be

contacted for conducting marketing research.
Internal/External: Market research can be directed by both internal and

external sources. While external research companies offer specialized
knowledge and access to a larger range of industry data, internal
marketing departments may be able to take the lead on research.
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3. Technical Consultation:
Information: Seeking for guidance and knowledge in certain specialist

disciplines that are pertinent to your business is a component of
technical consultation. IT frameworks, design, or information
customized to a particular sector, or perhaps both, may be included.
Need: Technical consultation are essential for making decisions

incorporating difficult specialized viewpoints, creating new
developments, or overcoming specialized problems in activities.
Contact: Technical specialists, engineers, It consultants, industry

experts can be consulted for technical guidance and advice.
Internal/External: A technical consultation may incorporate both

internal and external sources. Within IT divisions, design teams or
qualified associations executives might offer specific guidance. It is also
feasible to ask for advice from external consultants, licensed experts, or
suppliers who have experience in the necessary specialist sector.
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Activity 3E
Objective To provide you with an opportunity to ensure decisions taken are within the
delegation/accountability of the group/individual responsible.
1. Create a RACI chart for at least three tasks at your organisation. You should
state who is responsible and accountable, who to consult, and who to
inform.
Answer:
RACI Chart Team member

Activity Tom Chloe Vicky Emily Hilary
Implementing I I C R A
a new
marketing
campaign
Develop a C R A I I
new product
prototype
Conducting R A C I I
employee
training
2. What should you do if you are unsure if you can make a decision or not?
Answer:
• Run a review of your work responsibilities: Refer to your job-related tasks

or liabilities to grasp the scope of your position and dynamic authority. It will
outline the limits and requirements of your position.
• Look for a clarification: If you feel a bit concerned after going over your job
duties, it is recommended to ask your manager, an administrator, or any
other pertinent authority within your company for clarification. They can
provide guidance and aid in determining whether you have the authority to
pursue a specific course of action.
• Consult with others: If a decision is confusing or will have a big impact, it's a
good idea to consult with friends, skilled experts, or other individuals who are
knowledgeable about it. Their knowledge and suggestions might help you
make an educated decision.
• Escalate the decision: If the decision requires a higher level of authority or

an additional expertise who has the knowledge and resources to pursue it, it
may be essential to escalate it. This ensures that the decision will be made by
the right person.
• Document the process: It is critical to note the decisions made, the

conversations had, and any guidance received during the interactive
engagement. This paperwork, which is a record of your decision
making process, demonstrates your commitment to accountability and
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straightforwardness.
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Activity 3F
Objective To provide you with an opportunity to make decisions in accordance with
organisational guidelines and procedures and to ensure decisions taken are
consistent with organisational objectives, values, and standards.
1. Explain your organisation’s guidelines and procedures for making
decisions to resolve business issues.
Answer:
Within our company, we have built policies and procedures to cope with
the decision-making process and guarantee the effective settlement of
business difficulties. These guidelines incorporate the following
developments:
• Issue identification: When a business issue develops, it is crucial to

quickly recognize it and describe it. This requires gathering considerable
data, overseeing information inquiry, and communicating with
pertinent partners in order to have a thorough grasp of the problem.
• Evaluation and assessment: When the problem is apparent, we analyse

it to evaluate our choices. This involves evaluating each arrangement's
feasibility, cost, and potential effects on the business. We similarly take
into account any dangers and restrictions associated with each choice.
• Stakeholder Involvement: We believe in the merits of collaborative

leadership. We consult with pertinent partners that have extensive
knowledge of the issue or are directly impacted by it. Department
leaders, competent experts, and significant leaders from other groups
may fall under this category.
• Decision making criteria: Our decisions are guided by clear criteria that
are in line with our authoritative goals. These regulations may take into
account factors like money, client loyalty, operational effectiveness,
legal and administrative coherence, and moral principles.
• Decision making Authority: Depending on the nature and importance of

the issue, individuals or groups in charge of the particular area may be
assigned dynamic authority. We make certain that leaders have the
essential information, expertise, and power they require to make
educated judgments.
• Communication and documentation: We maintain track of the decision-

making process, the justification for the selected arrangement, any
investigation or supporting data, and any endorsements obtained. Clear
lines of communication have been set up to tell significant partners
about the decision and the strategy for carrying it out.
2. How does your business ensure that decisions are consistent with
organisational objectives, values, and standards?
Answer:
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Consistency with our organizational aims, values, and standards is crucial in
our dynamic process. The following steps have been taken to ensure its
order:
• Clearly defined objectives: Our organizational objectives' distinct

definitions offer a framework for autonomous guidance. We assess
their dedication to accomplishing these aims as we explore the
anticipated arrangements and focus on those that are in line with our
main goals.
• Core values and code of conduct: A collection of fundamental principles

that characterize our hierarchical culture regulate our moral conduct.
To guarantee that their choices sustain the reliability, decency, honesty,
and other qualities mentioned in our implied set of norms, our leaders
are obliged to take into account these traits.
• Cross-functional collaboration: To take into account many points of

view and guarantee that choices are reasonable, we encourage cross-
functional collaboration. By incorporating partners from a number of
organizations and offices, we are able to adapt our decisions in
response to an extensive spectrum of authoritative aims and prevent
potential disputes.
• Regular review and evaluation: We have developed tools for further

decision audit and evaluation. This entails evaluating their feasibility,
effect on goals, adherence to standards and principles, and room for
improvement. Thanks to feedback circles, we may make any necessary
adjustments or changes.
Provide an example from your workplace.
Answer:
Consider an example that is associated with a decision for product

enhancement. Let's imagine that our company is considering how to
introduce a new product. The decision-making process may comprise any of
the following:
• Procedures and Guidelines: There are established guidelines that

specify the stages of new product creation, such as statistical surveying,
practicality study, financial evaluation, and risk assessment. These
recommendations ensure a systematic approach to decision making.
• Conformity to Objectives: By offering a different product, we are

staying true to our stated goals of enhancing our impact and extending
our market reach. We consider the new product's compatibility with
our overall development strategy, revenue targets, and retention of
customers’ requirements.
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• Stakeholder Involvement: The decision-making process consists of
mutually beneficial groupings like sales, finances, marketing, and
imaginative effort. This ensures a thorough review of the market's
interest, the deal's projected value, its technical viability, and its
financial rationale.
• Decision making authority: Due to its complexity and importance, the

ultimate option is pursued by an item improvement committee made
up of top executives and significant division heads. They possess the
expertise and capability to effectively assess the many elements of the
prospective product line.
• Standards and Values: The decision-making process upholds the

organizational virtues of expansion, excellence, and customer focus. We
put a lot of effort into producing goods that meet strict standards,
reflect our company's values, and cater to consumer needs.
• Evaluation and Control: When making decisions, we regularly review

the display of the new product offering and assess its offers, customer
comments, and advantages. This gives us the opportunity to assess if
the choice was in line with our objectives, principles, and standards and
to make any required modifications.
By following these rules and making sure that everything we do is in

keeping with our clear objectives, beliefs, and principles, we are able to
make informed decisions that support the expansion and success of our
company.
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Activity 3G
Objective To provide you with an opportunity to ensure decisions are taken in a timely
manner.
Give an example of a business problem you could have to make a decision
about and suggest what could happen if the decision was not taken within the
designated timeframe.
Answer:
Example: Your firm may have issues if sales of a particular product noticeably
decline. The choice of whether to continue supplying the goods or cease is up
to you, the decision maker.
If a decision is not made within the allowed time range, the following
consequences might happen:
• Financial Loss: The longer the firm waits to handle the problem of
declined transactions, the more financial difficulty it may incur. If the
product doesn't consistently meet expectations, it can end up costing a
lot of money over time without generating enough revenue to pay for
costs. The organization's overall benefit and financial stability may
suffer as a result of this.
• Market Reputation: Delaying the decision might lead to an extended

time of selling a product that falls short of expectations. The company's
market reputation and credibility may be impacted by this. Customers
may lose trust in the company's capacity to deliver high-quality items if
they believe it is taking too long to adapt to market developments.
• Competitive Disadvantage: Precise decision making is necessary to

maintain professionalism in a hectic work environment. Competitors
may leap at the chance to provide optional items or take a piece of the
pie that the firm is losing if the choice about the decreasing product line
is not taken immediately. This may lead to a competitive
disadvantage which could be bad for the company.
• Employee Morale and Productivity: Productivity and employee morale

may be damaged by a product's susceptibility. Employees who were
attracted by the gathering, planning, and publicity for the event faced
the risk of losing motivation and losing confidence in their roles and
obligations. As a result, there can be less production and more disputes
inside the company.
• Missed Opportunities: If the decision isn't made in the specified time,

the business risked losing out on chances. Resources that may have
been transferred to more advantageous projects in the falling product
offering can still be limited. If the decision is put off, the organization
might not be able to research new market niches or allocate funds to
genuinely creative product offers.
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Activity 3A-3G checklist – for assessor
Checklist
Did the learner specify five checks that Phillip might carry out in
3A-1 Yes No
relation to the reliability of information about the finances of the
(Please circle)
Bravery sportswear company
Did the learner describe the process that Phillip might follow for the
3A-2 Yes No
purpose of establishing the sufficiency of information regarding the
(Please circle)
finances of the Bravery sportswear company
Did the learner describe what different options he/she have when
3B-1 Yes No
he/she have identified a risk, if eliminating the risk is not an option?
(Please circle)
Did the learner identify a quantitative method and give a brief outline
3C-1 Yes No
of it?
(Please circle)
Did the learner give an example of how he/she would apply this
3C-2 Yes No
method in making a decision on an identified business issue?
(Please circle)
Did the learner identify three different types of information he/she

3D-1 Yes No
may have to consult others about?
(Please circle)
Did the learner explain what the information is, why he/she need it,
3D-2 Yes No
who he/she would contact, and whether they are internal or external
(Please circle)
to his/her company?
Did the learner create a RACI chart for at least three tasks at his/her
3E-1 Yes No
organisation?
(Please circle)
Did the learner state who is responsible and accountable, who to

3E-2 Yes No
consult, and who to inform?
(Please circle)
Did the learner explain what he/she should do if he/she are unsure if
3E-3 Yes No
he/she can make a decision or not?
(Please circle)
Did the learner explain his/her organisation’s guidelines and

3F-1 Yes No
procedures for making decisions to resolve business issues?
(Please circle)
Did the learner explain how his/her business ensure that decisions are
3F-2 Yes No
consistent with organisational objectives, values, and standards?
(Please circle)
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Did the learner provide an example from his/her workplace?
3F-3 Yes No
(Please circle)
Did the learner give an example of a business problem he/she could

3G-1 Yes No
have to make a decision about?
(Please circle)
Did the learner suggest what could happen if the decision was not
3G-2 Yes No
taken within the designated timeframe?
(Please circle)
Comments

performance was:
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Activity 4A
Objective To provide you with an opportunity to ensure advice/information needs are
documented and are specific to location, format and time line requirements.
Explain how your organisation manages the advice and documentation needs
of its personnel, in terms of location, format, and timeline requirements.
Answer:
• Create a system for information management: Establish a system to

track and keep an eye on the data's spread within the company. This
framework should include information on who requires the data, where
it should be stored, how it should be disseminated, and when it should
be delivered.
• Collaboration Systems: Make use of structures for collaboration that

allow representatives to participate to certain work areas and
communicate important reports without affecting other people's
commitments. These structures could offer security options that limit
data sharing to crucial departments, teams, or the entire company.
• Communication of problems and changes: Let staff employees know

about changes and issues that are significant to them. This can keep
track of updates for new product offers, managerial, administrative,
inventive, and other changes, as well as case law reference points.
Explain how these problems are being handled and what steps certain
employees or groups should take in the right way.
• Systemic Responses: convey and maintain systemic responses to

problems and changes. Examples of this include updating record
information, adding disposal classes or upkeep periods, moving
systems, and fixing characterization frameworks. Make sure staff
members understand these responses and their roles in carrying them
out.
• Time Frames and outcomes: When dealing with problems or making

adjustments, combine time frames and successes. Establish precise due
dates and milestones to track progress and alert personnel. With
prompts, updates, calendars, or timetables, highlight important events
and deadlines.
• Responsibility and Accountability: Clearly state your own duties as well

as the duties of any teams or employees at every accomplishment.
Make sure the individuals in charge of the tasks that contribute to
success are recognized, and record the winning tactics. Assign the right
partners the responsibility for each success.
• Dissemination of Data: The fundamental data are captured, processed,

and disseminated through the structured information system. Make
sure that data needs are archived precisely in order to deal with viable
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dispersion and reduce the probability of mistakes.
Activity 4B
Objective To provide you with an opportunity to document information and update

databases regularly.
Explain your organisation’s procedures for updating information systems.
Why are they effective?
Answer:
• Change Management Process: There has been a significant change in

how management engage with one another, which starts with a careful
evaluation of the necessity for updates. This entails taking into account
elements including system shortcomings, security fixes, improvements
to emphasize, and administrative needs. Updates are scheduled,
booked, and given priority due to their importance and impact.
• Quality assessment and confirmation: Prior to implementing updates

we use rigorous testing and quality-confirmation techniques. This
entails creating test scenarios that closely mirror actual situations and
approving the consistency, potency, and execution of the changes. Our
committed quality assurance department makes sure that all upgrades
are properly tested in order to lower the chance of interruptions or
negative impacts on the framework.
• Control over adaptation and documentation: To keep up to date, we

cautiously record all updates and changes to our data frameworks.
Keeping track of version numbers, release dates, and accurate
depictions of modifications are all part of this. In the case that updates
are necessary, our form control architecture makes sure that we have
an acceptable audit trail, enabling us to handle refreshes efficiently and
track changes, detect problems, and track them down.
• Regular maintenance and patching: Regular updates, including software

upgrades, bug repairs, and security fixes are covered by our planned
maintenance program. This proactive strategy allows us to stay up with
the most recent innovations, rectify problems immediately, and
enhance system implementation. Our data structures are safe,
trustworthy, and flexible to new technological developments thanks to
routine maintenance.
• Training and user communication: Effective communication is a crucial

component of our updating frameworks. Prior to any forthcoming
upgrades, their reason, and any projected influence on their work
processes, we let clients know about the framework. In order to assist
customers in adjusting to changes and really influencing new
components, we offer detailed planning and assistance. This guarantees
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a seamless changeover and reduces disturbances brought on by
updates.
• Monitoring and Evaluating: After updates we assess the effectiveness

and performance of our data frameworks. We employ monitoring
technologies and gather consumer feedback in order to foresee and
handle any possible problems. We can refine our updating process,
improve the client experience, and make sure that our data frameworks
satisfy the changing needs of our association through continuous
review.
These approaches have successfully preserved the constant efficiency, safety,

and quality of our data frameworks. By using a successful approach, we may
lower the possibility of disruptions, enhance framework performance, and
guarantee that our data frameworks are in line with the objectives of the
company. The records and version control procedures offer clarity and
accountability while routine assistance and testing stay current and flexible.
Thanks to our update techniques, we are often able to effectively maintain an
effective and timely data structure that supports the operation of our company.
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Activity 4C
Objective To provide you with an opportunity to design and test systems to meet
information requirements of decision makers.
Explain how you would test your organisation’s information system to ensure
that it supports the information requirements of decision makers.
Answer:
• Specify the testing's parameters and goals. Specify the precise

conditions and objectives for which the data framework should be
relevant. As a result, the testing system is obviously targeted.
• Confirm that the data entered is accurate and complete: Assume that
the data architecture accurately collects and saves the required data.
Make sure all essential fields are correctly filled out and that the
integrity of the information is upheld.
• Evaluate system output for usefulness and relevance: Examine the

importance of the decision making data generated by the framework.
Make sure the results are presented in a logical, convincing way that
permits efficient inquiry and guidance.
• Assess system performance and scalability: To ensure that it can

manage the anticipated volume of information and user interactions,
test the system's performance under various strains and circumstances.
This entails evaluating the system's capacity for processing several
customers concurrently as well as its handling and response times.
• Involve decision makers in usability testing: Encourage test system

decision makers to get their opinions and experiences. Their input is
essential in assessing if the framework supports their dynamic
processes and satisfies their unique data needs.
• Test integration using other systems: If the data framework interacts

with other systems or data sets, make sure the integration is accurate
and that the information flows smoothly between the various
components. Test synchronization of information and compatibility
when necessary.
• Confirm that the data supports important decisions: Check to see if the
framework's data supports leaders in making quick decisions. With the
facts at their disposal, leaders should be able to make wise, useful, and
significant judgments.
• Collect client feedback on potential improvements: Ask about the

leaders and clients of the data framework's participation. Identifying
opportunities for improvement, such as adding more components,
making things more convenient, or specifying information needs, may
be made easier with the help of this critique.
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• Control regular testing cycles: Decision maker needs may change as
data systems progress and test cycles become more frequent. In order
to guarantee continuing support, regular testing processes should be
created. Think about how the information is presented, how accurate it
is, how simple it is to use, and how the framework is organized in light
of occasionally shifting dynamic needs.
What would you test?

Answer:
In order to ensure that the organization's information system satisfies the data
demands of the leaders, we would concentrate on a few important
perspectives:
• Information Accuracy: By separating it from other data and relying on

reliable sources or doing human checks, we would confirm the accuracy
of the data generated by the structure.
• The Relevance of Information: We would examine whether the

information offered by the framework complies with the particular
needs and demands of leaders.
• Timeliness: To ensure that leaders receive the latest and most crucial
information, we will check to determine if the system distributes data
rapidity.
• System performance: We would evaluate the system's performance

in a range of circumstances, paying close attention to how quickly,
responsively, and capable it was at doing everyday tasks.
• Usability and user experience: We would assess the user interface,

route intuition, and overall customer experience to make sure that
leaders can access and interpret the data.
• Actionability: We would assess if the system's data enabled leaders to

take wise judgments and effective action.
How would you determine its usefulness?

Answer:
The following factors would be taken into account while assessing the
usefulness of the information system:
• Decision maker feedback: We would solicit the decision

maker perspectives about their satisfaction with the system, the extent
to which it satisfies their data requirements, and any potential for
improvement.
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• Impact on decision making: We would look at whether the information
system significantly affects decision making processes, enabling
improved decisions, increased efficacy, and desired results.
• Integration with Information needs: We would assess how well the
framework complies with the particular data needs of leaders in order
to make sure that it offers the core knowledge and experiences
required for efficient autonomous guidance.
• Actionability of insights: We would examine whether the data from the

system translates into significant components of knowledge that assist
leaders in reaching their goals.
When are tests completed?

Answer:
Although testing is a continual process, when the specified test objectives have
been achieved, a clear test may be said to be finished. Usually, this comprises:
• Meeting performance criteria: The system is effective when it provides

accurate, timely, optimal, and convenient information.
• Addressing user feedback: When significant changes or improvements

have been made in reaction to feedback following the collection and
analysis of feedback from customers.
• Achieving anticipated outcomes: When the data framework constantly

produces noteworthy experiences that aid in better decision
making and the expected results of association.
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Activity 4D
Objective To provide you with an opportunity to ensure information is up-to-date,
accurate, relevant and sufficient for the recipient.
Explain your process for ensuring that the information you are going to
communicate is up to date, accurate, relevant, and sufficient for the recipient.
You should answer in terms of before, during and after you create your draft.
Answer:
Before creating the draft:

• Source verification: Confirm the consistent authenticity and reliability of
the information source. Cross-reference the data with several sources
to confirm correctness and importance. Analyse the expertise and
authority of the sources.
• Timeliness assessment: To assess the usefulness of the information,

look for the most recent update date. Assume that the data fulfils the
beneficiary's needs to the requisite degree of accuracy while evaluating
it.
• Verifying for prerequisites: Learn the communication intent, context,

and target audience. Explicitly state the recipient's particular data
needs and presumptions to guarantee that the material is relevant and
pertinent.
During the creation of the draft:

• Verify the information is accurate: All information recalled for the draft
is checked twice to make sure it is accurate. Verify the information
using trustworthy sources, then edit or modify as needed.
• Content review: Conduct a content analysis to determine whether the

information is pertinent to the beneficiary's needs. Remove any
extraneous or trivial details that can distract or perplex the receiver.
• The tone and style selection: The tone and style of the communication
should be appropriate for the intended recipient. Consider the
audience's employment, hierarchy, and shared interests to make sure
the communication is acceptable and practical.
After creating the draft:

• Proofreading and feedback: Carefully review the draft to look for
grammatical, spelling, and organizational issues. Seek advice from
colleagues or appointed proof-readers who may provide new insights
and point up any issues or places that require improvement.
• Final accuracy check: Conduct a last-minute review of every

correspondence to make sure that all information is correct, consistent,
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and correctly cited. Work on any substantial revisions or general nature
changes to the material.
• Sufficiency evaluation: Determine if the information sufficiently

alleviates the recipient's concerns. Foresee any more subtleties,
examples, or references to facilitate decision making and improve
understanding.
Activity 4E
Objective To provide you with an opportunity to develop communication plans and
disseminate information.
What is your organisation’s communication plan? Identify one plan or an
element of a plan and explain:
 Who the recipient is

 Who is responsible for sending the information
 What needs to be communicated
 Why this information is communicated to this recipient.
Answer:
Communication plan element: Decision making guidelines for project teams
Recipient: Project teams

Responsibility: project Management Office (PMO)
The PMO is responsible for communicating decision making guidelines to

project teams. The communication will include the following information:
Decision making process:
• A rationale of decision-making process that project teams ought to

follow.
• Step-by-step guidance on the best procedure for locating, assessing,

and categorizing different possibilities.
• A summary of variables and models to think about before making a

choice.
• A description of the duties and tasks performed by team members who

are related to decision making process.
Decision Authority:
• A description of venture groups decision making forces and authority

levels.
• Verifiable proof of key executives' responsibilities in the project's

intended development.
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• A more precise delegation of decision-making authority that takes into
account the project's size, potential effects, and risk.
Documentation and Communication:
• A focus on the importance of the documenting alternatives, with

justification and evidence provided.
• Instructions on how decisions should be properly conveyed to relevant

partners and the project group.
• Suggestions for the best ways to update and remark on the selection's
outcomes
The communication is being distributed to project groups in order to ensure a

structured and predictable approach to handling decision making. The
organization wants to allocate decision making guidelines to:
• An innovative decision making supported by analysis, assessment, and

built-in models.
• By clearly defining roles and authority, project groups will cooperate

more and be more organized.
• Enhance the clarity and calibre of selected documentation.
• Make use of productive teamwork and communication between

stakeholders and other staff members.
To make sure that all project groups can access it, the PMO will draft and
disseminate the communication. They will also offer assistance or resources to
help organizations execute the dynamic rules successfully. Additionally, the
PMO might distribute tools for assessing how well the standards are being used
and soliciting feedback for ongoing development.
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Activity 4F
Objective To provide you with an opportunity to adhere to confidentiality/privacy
policies in the transmission/release of information/advice.
How do confidentiality and privacy laws affect the communications used by
your organisation? Identify one aspect of communication that is subject to
these requirements and explain how it is affected and how you communicate
compliantly in this instance.
Answer:
Laws governing confidentiality and privacy apply to all of the communications

that associations use, especially when managing sensitive or private data. One
component of communication that is subject to these limitations is the sharing
of personal information to other parties. Organizations should guarantee that
they impart in a pleasant way in this situation by adhering to particular
procedures:
• Consent: Prior to revealing any confidential information to third parties,

organizations should have the express agreement of the persons in
issue. To do this, it is necessary to inform individuals in a
straightforward manner about the disclosure's goal and the parties
involved, and to get their informed and indisputable approval.
• Convenient Transmission: When giving personal information to other

parties, organizations should employ secure, specialized procedures. To
restrict unauthorized access during transmission, one may utilize secure
document transfer protocols, encrypted email protocols.
• Minimization of Information: Associations should only share the

baseline measure of individual data for the anticipated reason. This
standard minimizes the risk of security breaches and guarantees that
unique data isn't shared needlessly.
• Non-disclosure agreements (NDAs): Organizations may be compelled to

enter arrangements or contracts with third parties, such as NDAs, to
ensure the confidentiality handling of personal data. These agreements
specify the obligations and duties of the two parties with regard to
safeguarding the disclosed data.
• Training and Awareness: Organizations should provide training and

discuss concerns regarding confidentiality and privacy requirements
among employees. This entails educating representatives on the value
of safeguarding personal information, helping them to understand their
duties and obligations, and acquainting them with the specific
conventions and processes set up to guarantee continuous
communication.
By following these procedures, organizations can discover personal data while

conforming to confidentiality and privacy requirements. It is crucial to develop
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clear policies and procedures, regularly evaluate and update them to reflect any
changes in guidelines and provide continuing readiness and support in order to
promote a culture of privacy and information assurance throughout the firm. In
order to ensure that classified information is communicated consistently,
businesses should also have processes established to assess and review
adherence to these requirements.
Activity 4G
Objective To provide you with an opportunity to review and update communication
plans regularly.
What is your organisation’s procedure for reviewing and updating
communication plans?
Answer:

• Establish a review schedule: Plan periodic reviews of the
correspondence plan, such as quarterly or yearly, to make sure it is
current and in line with hierarchical objectives.
• Assign a review team: An interdepartmental team made up of members

from pertinent departments including marketing, communication,
promotion, and executive management should be in charge of leading
the audit.
• Gather Feedback and Information: Look for feedback from important

partners through outlines, gatherings, or concentrate get-togethers,
such as representatives, customers, staff members, and other relevant
partners. Obtain feedback on whether the present communication
routes and processes are suitable, clear, and relevant.
• Evaluate Communication Objectives: Compare and contrast the

communication goals' arrangement with the organization's
overall objectives and needs. Establish a difference between any new
objectives that have to be indicated and any anticipated adjustments to
current objectives.
• Examine the communication channels: Examine into the channels being

utilized for continuing communications, such as email, online media,
websites, publications, and individual interactions. When identifying
main interest groups, consider their viability, dedication, and moral
compass. Examine prospective communication changes and trends to
identify innovative engagement opportunities.
• Review the message's content: Examine the message's clarity,

consistency, and importance as it appears in different communication
sources. Ensure that the content represents the organization's tone,
values, and image. Sort out any information that is erroneous or
outdated and needs to be reconsidered.
• Assess communication tools and resources: Evaluate the suitability and
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viability of the software, equipment, or platforms being utilized for
communication. Think about things like usability, security, research
potential, and compatibility with other frameworks. Assess whether the
communication needs to be updated or replaced to improve its
usefulness and effectiveness.
• Examine updated roles and responsibilities: Consider the roles and

obligations of people engaging in communication exercises. Make sure
that the duties and communication of the organization are specified.
Identify who is in charge of producing and dispersing the various
communication materials.
• Incorporate the knowledge learned: Review prior operations and

communication activities. Differentiate between successes, obstacles,
and lessons learnt. Utilize these lessons learned to enhance the
communication strategy and procedures by following best practices and
avoiding past entanglements.
• Document updates: Communicate a report listing any alterations,

additions, and revisions to the communication schedule. Keep a
thorough record that may be used as a reference point for subsequent
communication activities. Make sure that all pertinent partners can
view the updated agreements.
• Communicate Changes: Distribute the revised communication plan to

all pertinent parties, including staff members and division leaders, to
guarantee clarity and organization. To acquaint groups with any
modifications to communication routes, processes, or equipment, set
up rehearsals or studios.
• Evaluate and Monitor: Compile information and input to continually

evaluate the adequacy of the new communication strategy. Define key
performance indicators (KPIs), such as partner criticism, audience
reach, and commitment metrics. Utilize this data to determine
additional locations that might require improvement and adjust the
arrangement as appropriate.
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Activity 4H
Objective To provide you with an opportunity to utilise technology which provides
optimum efficiency and quality.
Identify three different kinds of communications your organisation could use
and for each, suggest which technology would be the best medium for that
communication, in terms of quality and efficiency.
Explain each answer.
Answer:
1. Internal team Updates:

An effective and efficient medium would be an internal communication
system or intranet for internal team updates, where the aim is to
communicate information, progress, and statements inside the
association. Using this, representatives may receive updates, reports,
and team collaboration.
Using an internal communication platform or intranet increases

efficiency by offering a rapid and open route for informing the entire
group of updates. It eliminates the need for extensive email
connections and enables delegates to obtain information in a single
central location. The nature of correspondence is enhanced, and it is
simpler to communicate clearly and effectively thanks to the platform's
support for a range of media, including text, photographs, videos, and
sophisticated updates.
2. Executive board meeting updates:

Using video conferencing software would be the most effective way to
present updates and reports during executive meetings. Members can
participate remotely and contribute introductions or reports on
platforms like Microsoft Teams and Zoom.
Video conferencing increases productivity by minimizing the need for

travel, allowing remote conversations, and managing hectic schedules.
With capabilities like high-definition video, crystal-clear sound, and
screen sharing, it offers an excellent communication experience.
Members can openly present material, slides, and outlines during the
meeting, which will improve the quality of the data given.
3. Marketing campaign announcement:

An effective way to inform a broad audience about new marketing
campaign would be to use social media platforms like Twitter or
Instagram. These platforms allow associations to simply and swiftly
connect with a huge number of participants.
Efficiency is provided by online entertainment establishments through

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the availability of time as well as unrestrained communication. With
just a single post, businesses may connect with a sizable number of
individuals, including existing clients and new leads. The nature of
communication is improved by the capacity to connect with photos,
hashtags, and succinct information to garner interest and produce cash
in the marketing initiative.
Activity 4I
Objective To provide you with an opportunity to maintain corporate knowledge and
ensure security
Refer to Case Study E.
1. Outline the process that may be taken for the purpose of securing
corporate knowledge specific to the B-Tec technology company.
Answer:
• Identify key corporate knowledge: B-Tec should carry out a thorough

study in order to identify the essential business data inside the
association. This might combine the policies and procedures for
Computer maintenance, repairs.
• Documenting corporate knowledge: The essential company data has to

be effectively reported. Examples of this include creating manuals,
standard operating procedures (SOPs), specialized documentation, and
other relevant materials. Documentation that is clear and
straightforward guarantees that the data is captured and effectively
available to employees.
• Intellectual property protection: B-Tec has to set up cycles to protect

their licensed innovation. This involves ensuring that workers accept
contracts providing the business licensed innovation rights to the
product they develop. If necessary, brand names or licenses can be
enrolled to safeguard B-Detective's innovative resources.
• Implement access controls: For B-Tec to have access to company data,

access restrictions and client consent must be put in place. This
guarantees that sensitive information, such as programming source
codes or confidential repair systems, is only accessible to authorized
people. Access restrictions include things like encryption, password
protection, and limiting real access to storage regions.
• Regular backup and storage: B-Tec should develop a dependable

reinforcement system to safeguard their business's information from
data loss or system failure. Standard reinforcing should be performed,
and extra copies of essential information should be safely maintained
both on-site and off-site, in order to assure overt repetition and
catastrophe recovery.
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• Training and Awareness: Representative should educate themselves on
the value of getting corporate data as well as the protocols set up to
preserve sensitive information and uphold privacy. Conventional
awareness initiatives can help you maintain information dignity and
abide by security standards.
2. Describe the consequences which may occur if each of the items of

corporate knowledge aren’t recorded and secured.
Answer:
• Loss of repair and Maintenance expertise: If the policies and practices

for Computer repairs are not documented and accessible, B-Tec may
suffer a major loss of expertise when staff quit or leave the company. A
less efficient administration might come from this, along with mistakes
and failures.
• Reliance on individuals: If disclosed company information is insufficient,
B-Tec may become extremely vulnerable to explicit persons with simple
information. If these individuals depart, there may be a knowledge
vacuum for the firm, which would make it more difficult for it to
advertise its advantages and keep customers.
• Risk of intellectual property: When a protected innovation, such as a
software made by a representative, is missing, the danger of theft or
improper usage rises. The advancements of B-Tec might be abused by
adversaries or unauthorized parties, leading to a loss of control and
potentially financial catastrophe.
• Inconsistent service delivery: When documented corporate data is
missing, various delegates may unexpectedly execute maintenance or
repair tasks, which might result in conflicting aid conveyance. Client
unhappiness, lower productivity, and these might all undermine B-
Tec reputation.
• Legal and compliance issues: If B-Tec fails to gather corporate
information, particularly in respect to compliance with industry
standards or regulatory requirements, the firm may be susceptible to
legal consequences or penalties. The legitimacy of the organization may
suffer from lapses in consistency, which may also result in financial
responsibilities.
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Activity 4A-4I checklist – for assessor
Checklist
4A-1 Did the learner explain how his/her organisation manages the advice Yes No
and documentation needs of its personnel, in terms of location, (Please circle)
format, and timeline requirements?
Did the learner explain his/her organisation’s procedures for updating
4B-1 Yes No
information systems?
(Please circle)
Did the learner explain why they are effective?

4B-2 Yes No
(Please circle)
Did the learner explain how he/she would test his/her organisation’s
4C-1 Yes No
information system to ensure that it supports the information
(Please circle)
requirements of decision makers?
Did the learner describe what he/she would test?

4D-1 Yes No
(Please circle)
Did the learner explain how he/she would determine its usefulness?
4D-2 Yes No
(Please circle)
Did the learner identify when the tests are completed?

4D-3 Yes No
(Please circle)
Did the learner explain what his/her organisation’s communication

4E-1 Yes No
plan is?
(Please circle)
Did the learner identify one plan or an element of a plan and explain:
4E-2 Yes No
 Who the recipient is (Please circle)
 Who is responsible for sending the information
 What needs to be communicated
 Why this information is communicated to this recipient
Did the learner explain how confidentiality and privacy laws affect the
4F-1 Yes No
communications used by his/her organisation?
(Please circle)
Did the learner identify one aspect of communication that is subject

4F-2 Yes No
to these requirements?
(Please circle)
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Did the learner explain how it is affected and how he/she
4F-3 Yes No
communicate compliantly in this instance?
(Please circle)
Did the learner describe what his/her organisation’s procedure for

4G-1 Yes No
reviewing and updating communication plans is?
(Please circle)
Did the learner explain and identify three different kinds of

4H-1 Yes No
communications his/her organisation could use?
(Please circle)
Did the learner suggest and explain which technology would be the
4H-2 Yes No
best medium for that communication, in terms of quality and
(Please circle)
efficiency?
Did the learner outline the process that may be taken for the purpose
4I-1 Yes No
of securing corporate knowledge specific to the B-Tec technology
(Please circle)
company?
Did the learner describe the consequences which may occur if each of
4I-2 Yes No
the items of corporate knowledge aren’t recorded and secured?
(Please circle)
Comments

performance was:
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Summative Assessments
The summative assessments are the major activities designed to assess your skills, knowledge and
performance, as required to show competency in this unit. These activities should be completed
after finishing the Learner Guide. You should complete these as stated below and as instructed by
your trainer/assessor.
Skills, knowledge and performance may be termed as:
 Skills – skill requirements, required skills, essential skills, foundation skills
 Knowledge – knowledge requirements, required knowledge, essential knowledge,

knowledge evidence
 Performance – evidence requirements, critical aspects of assessment, performance

evidence.
Section A: Skills Activity

The Skills Activity is designed to be a series of demonstrative tasks that should be assessed by
observation (by the assessor or third party, depending on the circumstances).
It will demonstrate all of the skills required for this unit of competency – your assessor will provide
further instructions to you, if necessary.
Section B: Knowledge Activity (Q & A)

The Knowledge Activity is designed to be a verbal questionnaire where the assessor asks you a series
of questions to confirm your competency for all of the required knowledge in the unit of
competency.
Section C: Performance Activity

The Performance Activity is designed to be a practical activity performed either in the workplace or a
simulated environment. You should demonstrate the required practical tasks for the unit of
competency and be observed by the assessor and/or third party, as applicable to the situation. If the
third party is required to observe you, you will need to make the required arrangements with them.
If necessary for the activities, you should attach completed written answers, portfolios or any
evidence of competency to this workbook.
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Section A: Skills Activity
Objective: To provide you with an opportunity to show you have the required skills for this unit.
This activity will enable you to demonstrate the following skills:
Reading
 Organises, evaluates and critiques ideas and information from a wide range of
complex texts
 Draws on a broad range of strategies to build and maintain understanding

throughout complex texts
Writing
 Generates complex written texts, demonstrating control over a broad range of
writing styles and purpose
 Demonstrates sophisticated writing skills by selecting appropriate conventions and

stylistic devices to express precise meaning
Oral Communication
 Encourages discussions and applies appropriate listening and questioning
techniques while consulting with specialists and other relevant personnel
 Presents complex information in formal situations using language, tone and pace
appropriate for the audience and purpose
Numeracy
 Uses highly-developed numeracy skills to interpret complex statistical and
researched information, performing calculations on data to render it usable and
reportable
Navigate the world of work

 Works autonomously making high-level decisions to achieve and improve
organisational goals
 Takes a lead role in the development of organisational goals, roles and

responsibilities
 Develops and implements strategies that ensures organisational policies,

procedures and regulatory requirements are being met
 Monitors and reviews the organisations policies, procedures and adherence to

legislative requirements in order to implement and manage change
Interact with others

 Uses a variety of relevant communication tools and strategies to access and share
information and to build and maintain effective working relationships
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Get the work done
 Plans and manages activities with implications for the whole organisation
 Gathers and analyses data and seeks feedback to improve plans and processes
 Makes high impact decisions, analysing input from a range of sources and, where
appropriate, drawing on experience
 Explores new and innovative ideas through analysis and critical thinking
 Uses digital technologies to manage business operations and actively investigates

new technologies for strategic and operational purposes.
Answer the activity in as much detail as possible, considering your organisational requirements.
1. Identify a problem that could occur in your organisation that needs to be resolved.
For this activity, you will explain how you identified and resolved this problem.
Explain how you:
 Used business data to identify and understand the problem

 Defined and analysed the problem
 Used information from reliable sources
 Checked your sources were reliable and valid
 Used any networks to access information
 Used statistical analyses
 Used sensitivity analyses
 Produced reports on your findings and work
 Used an information management system
 Used risk management techniques
 Used quantitative methods
 Consulted specialists and others for information
 Ensured that accurate documentation was made and information was updated
 Worked within organisational guidelines and procedures
 Worked in a timely manner.
Answer:
Identifying and resolving the problem of declining sales:
This study outlines the actions we took to find and address the decreasing sale problem inside our
business. While doing so, it frames the approaches used, the ideologies upheld, and the adherence
to organizational principles and procedures. To determine why sales were diminishing we examined
a large amount of our company data, including sales records, customer feedback, and market
tendencies. When comparing marketing estimates over time, we noticed a persistent downward
trend, which suggested a real issue that needed to be fixed. We gained a clear understanding of the
severity and effect of the problem thanks to this examination. After discovering the fall in sales, we
classified the problem as a result of a number of variables, such as changing customer preferences,
heightened competition, and unsuccessful marketing methods. We carried out a careful analysis to
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determine the root reasons of these problems, taking into consideration both internal and external
elements that affect how our transactions are carried out.
In order to gather important details and provide evidence for our issue analysis, we thoroughly
examined data from reputable sources, including industry publications, market research, and client
evaluations. These sources gave us industry-specific facts and tendencies, enabling us to make
educated judgments and develop intriguing solutions. To guarantee the data's unwavering accuracy
and authenticity, we carefully assessed the sources' authenticity and reputation. We confirmed the
accuracy of the reports, overviews, and focuses by analyzing the reliability of the organizations and
writers featured, seeking for peer reviews, and validating the approach employed. We utilized our
professional groups, which included associations, trade shows, and industry associations, to obtain
access to more information and experiences. We were able to learn from our colleagues, share our
best practices, and gain crucial views on how to handle problems that other companies were facing
by joining these groups.
In order to better examine the problem and comprehend its basic aspects, we performed
quantifiable tests on important informative indices. Using factual techniques and methodologies, we
found links, patterns, and quantitative relevance in our transaction data. This analysis supported our
dynamic connection and gave us quantitative proof. In order to investigate the anticipated impact of
numerous variables on the execution of our transactions, we conducted sensitivity assessments in
addition to empirical analyses. By changing numerous parameters and directing simulations, we had
the choice to find core variables and ascertain the anticipated results of different frameworks and
strategies. During the problem solving process, we turned in thorough papers outlining our research,
conclusions, and strategies. The findings included information representations, pattern research,
comparative assessments, and suggestions. The assessments ensured honesty and accountability
while giving parties participating in the decision making process.
We used a information management system to organize, store, and retrieve essential data, reports,
and documents. This system makes it simpler for management to acquire data and work with useful
information while ensuring the accuracy and usefulness of data utilized for analytical and interactive
purposes. To reduce possible risks related to carrying out conventions, we used risk management
measures. We created risk management plans, identified anticipated wagers and their results, and
led risk evaluations. By actively managing our gaming, we decreased the frequency of interruptions
and improved the effectiveness of our reactions. To better understand consumer behaviour, market
dynamics, and prospective learning opportunities, quantitative techniques such as pattern discovery,
estimating models, and market segmentation were applied. These quantitative methodologies
assisted our problem analysis and solution development by offering measurable data and metrics for
evaluation.
We sought advice from important personnel and subject matter experts to improve our
understanding and proficiency. We enlisted the aid of specialists in the field of advertising, business,
and deals, all of whom contributed essential viewpoints, counsel, and recommendations. These
suggestions improved our ability to think critically while also ensuring complete analysis and layout
improvement. Every step of the problem-solving process was meticulously recorded. This involved
documenting information sources, examination philosophy, findings, suggestions, and action plans.
To keep partners informed of the developments, outcomes, and adjustments made during the goal
engagement, frequent updates were delivered. All issues-related motions were governed by
organizational rules and procedures that distinguished between purpose and proof. We followed
accepted conventions, moral principles, and legal standards in order to ensure consistency,
consistency, and arrangement with our organizational characteristics and aims. We knew how
important it was to address the problem as quickly as possible, therefore we worked relentlessly to
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make it happen. A fair timeframe was created, and progress was continuously checked. In order to
guarantee that activities were carried out quickly and properly and to prevent further harm to
transactions, accomplishments and deadlines were established.
By using business information, trustworthy data sources, quantifiable and informed examinations,
information management system, risk management methods, quantitative procedures, and
consultations with experts, we successfully differentiated and handled the issue of declining sales.
Due to our commitment to organizational principles and strategies and their appropriate
implementation, our problem solving efforts were more effective and efficient.
Summative Assessments: Section A checklist
performance as relevant to the summative assessment. Indicate in the table below if the learner is
deemed satisfactory (S) or not satisfactory (NS) for the activity or if reassessment is required.
Checklist
A-1 Did the learner identify a problem that could occur in his/her Yes No
organisation that needs to be resolved? (Please circle)
A-2 Did the learner write a report explaining how he/she identified and Yes No
resolved this problem? (Please circle)
A-3 Did the learner explain how he/she: Yes No

 Used business data to identify and understand the problem (Please circle)
 Defined and analysed the problem

 Used information from reliable sources
 Checked your sources were reliable and valid
 Used any networks to access information
 Used statistical analyses
 Used sensitivity analyses
 Produced reports on your findings and work
 Used an information management system
 Used risk management techniques
 Used quantitative methods
 Consulted specialists and others for information
 Ensured that accurate documentation was made and
information was updated
 Worked within organisational guidelines and procedures
 Worked in a timely manner
Comments
Page 74 of 98

performance was:
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Section B: Knowledge Activity (Q & A)
Objective: To provide you with an opportunity to show you have the required knowledge for this
unit.
The answers to the following questions will enable you to:
 Give examples of existing and emerging technologies and how they can be used in
knowledge and information management
 Explain statistical analysis and other quantitative methods commonly used in decision
making
 Outline the key features of management information systems and decision support systems
 Explain how to utilise risk management plans to determine acceptable courses of action.
Answer each question in as much detail as possible, considering your organisational requirements
for each one.
1. What methods can you use to identify business issues? Why is it important to define and
analyse these?
Answer:
• Analysis of the Data: We analyse information from a variety of sources within the firm,
including sale data, feedback from customers, financial reports, and operational metrics. By
examining patterns, instances, and abnormalities in the data, we may spot possible
difficulties with the business or areas that require development.
• Performance metrics: Key performance indicators (KPIs) that are pertinent to our company
objectives and industry standards are monitored. Deviations that are off target might reveal
fundamental problems or difficulties that need to be addressed.
• Customer feedback: Through surveys, target social gatherings, and internet-based noticing,
we get feedback from customers. Complaints from customers, unfavourable reviews, or a
decline in customer satisfaction can all be signs of problems affecting customer service or
product or service quality.
• Employee Feedback: We encourage workers to offer feedback through idea boxes, group
discussions, and execution evaluations. They usually have a lot of expertise with functional
issues, process bottlenecks, or areas that need more training or resources.
• Quantitative research: We carry out statistical surveys to understand trends in the market,
the state of the competition, and client preferences. This makes it possible for us to identify
prospective market problems, recently created attractive prospects, and possible
vulnerabilities in our services or goods.
It is important because:
• Problem solving: By precisely describing the problems, we may focus our efforts on coming
up with workable solutions. It gives us the ability to set boundaries, pinpoint the root causes,
and create tailored plans for tackling hidden problems.
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• Resource allocation: With the aid of a pertinent inquiry, we may properly designate
resources. We may concentrate on and allocate resources based on the seriousness and
severity of the problems. It guarantees that our efforts and expenditures are focused in the
areas that will provide the most efficiency and profit.
• Decision making: By thoroughly evaluating business challenges, decision makers get the
essential knowledge and information they need to make knowledgeable judgments. They
are given the choice to consider the advantages and disadvantages of several alternatives
and decide on the best course of action.
• Constant Improvement: A crucial step in the process of continuous development is the

portrayal and segregation of company difficulties. It may be used to spot recurring problems,
track development, and carry out restorative actions. With the aid of this iterative process,
we are able to promote long-term hierarchical development, progress, and efficacy.
2. Can you detail why some information relevant to the operation of the business might not be
recorded in the information systems?
Answer:
• Informal knowledge: It's possible that some of the information is only an estimate or is
informally retained by partners or representatives. Due to the fact that this knowledge has
been acquired via experience, relationships, and perceptions, it might not be publicly
disclosed. It may contain fragments of knowledge, the best practices, or unwritten guidelines
that representatives have absorbed over time. Even though this information is important,
unless it is instantly recorded and stored, it could not end up in formal data systems.
• Lack of awareness: In certain cases, partners or representatives may not be aware of the
importance of a specific piece of data or the need to maintain it in the data frameworks.
They can brush it off as trivial or concede that others unavoidably have knowledge of it. This
lack of understanding or appreciation for the usefulness of the data may lead to its exclusion
from official records.
• Time Constraints: In a hectic workplace, representatives may put reporting data last in order
to finish duties and meet deadlines. It's possible that they find keeping track of data dull and
would rather focus on pressing demands. As a result, the data systems may fail to include or
omit some fundamental facts.
• Changing Workflows or Processes: When work cycles, processes, or organizational designs

are continually changing, data frameworks may not be updated effectively. The frameworks
might not quickly include fresh methods or tactics, in which case pertinent information
might not be logged.
• Lack of standardization: In associations where the executives often use data that hasn't been
standardized, there might be anomalies in the collection and reporting of data. The universal
data archive may have gaps due to different departments or groups employing different
approaches or frameworks.
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• Implicit Assumptions: Representatives occasionally recognize that certain information is now
known or has been immediately made available to others. If it is well known throughout the
company, they might not be aware of the need to document it in a clear and straightforward
manner. Consequently, it's possible that the data frameworks won't maintain track of such
data.
• Information Centres: In companies where information is dispersed throughout different

facilities or offices, significant data may not be held in a central vault that is open to all.
Gaining a thorough insight of corporate processes is challenging because of information
repositories' barriers to data sharing and integration.
Companies need to acknowledge these factors and put plans in place to solve them. This might
mean fostering a culture of information sharing, educating executives on the data they use,
establishing clear guidelines for collecting and documenting information, and putting in place
strong data frameworks that are efficient at gathering and organizing crucial data.
3. How can you use patterns in business operations to determine cause and effect?
Answer:
• Analysis of the Data: By compiling and evaluating data from diverse company processes,
examples of linkages and patterns may be discovered. Factual inquiry techniques including
relapse examination, link investigation, and time series investigation can aid in establishing
relationships between variables, exposing context, and developing logical result designs.
• Comparative Analysis: Examining at different data sets or business activity can help
distinguish between instances and variations. By comparing the results when different
elements have been included or missing, it is feasible to pinpoint the causative factors that
lead to the findings.
• Root Cause Analysis: Conducting a root cause analysis will help you find the hidden reasons
why problems occur when performing business activities. By looking at instances of failures,
mistakes, or shortfalls, it becomes able to get back to the fundamental factors that are
causing the observed cases.
• Process mapping: To accurately represent business processes, process planning techniques

need to take into account the order of tasks and team interactions. By outlining the work
process, it is simpler to spot any bottlenecks, unnecessary procedures, or gaps that may be
negatively impacting business operations.
• Data Mining: Data mining methods search through enormous databases for relationships
and instances that might not be immediately apparent. By using math and logical tools to
analyse corporate data, hidden instances may be exposed, revealing context and logical
relationships between outcomes.
• Feedback circles: Establishing feedback circles in corporate operations necessitates ongoing

analysis and adjustment in light of observed trends. Getting input from partners, clients, or
representatives will help you identify examples of successful or unsuccessful outcomes. This
makes it possible to take preventative action to alleviate problems and enhance corporate
operations.
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4. What is a statistical analysis? Give an example of when a statistical analysis might benefit your
own organisation.
Answer:
In order to uncover important models, correlations, and bits of information, statistical analysis
uses a variety, interpretation, and display of data. It uses a number of factual techniques and
procedures to examine data in order to draw probabilistic and logical conclusions.
In my organization, a statistical analysis can be beneficial in a variety of situations. One such

approach is conducting customer loyalty overviews. We often ask our clients' comments in order
to determine their levels of satisfaction and spot potential development opportunities. By doing
quantifiable research on the study data, we are able to deduce crucial bits of information and
make conclusions based on knowledge.
• Identifying Key Factors: By using statistical techniques like correlation analysis, we are able
to establish the relationship between different customer loyalty assessments and uncover
the key elements that together influence overall satisfaction. This enables us to concentrate
on what we're doing and concentrate on the things that will result in the biggest benefits.
• Performance Benchmarking: Using statistical analysis, we may assess our performance over
time through contrasting our client retention scores to industry benchmarks or historical
data. By using techniques like hypothesis testing, we can establish if our satisfaction levels
are absolutely unique in contrast to industry norms or whether, on the other hand, gains are
quantitatively big.
• Segmentation and Targeting: We can segment our clientele into several groups based on
their degrees of contentment, economic circumstances, or purchasing habits by using real
methods, such as pack analysis or backslide investigation. As a result, we are better
equipped to adapt our frameworks and motivations to convey customer parts while keeping
an eye on their distinctive requirements and tendencies.
• Predictive Analysis: Through the application of predictive exhibiting techniques like

regression analysis and time series forecasting, we are able to predict future degrees of
customer retention in light of real facts and other pertinent elements. This makes it possible
for us to take proactive measures to retain or grow customer trust and helps us foresee
prospective problems or tendencies.
• ROI Analysis: Statistical analysis may be used to assess the return on investment (ROI) of
various initiatives intended to increase customer retention. By analysing the correlation
between fulfilment ratings and financial execution metrics, such as income or customer
retention, we can assess the effectiveness of our efforts and decide on asset allocation with
knowledge.
5. Why should you adjust the information management system to meet your processing
objectives? Which kinds of adjustments might you make?
Answer:
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To accomplish management objectives and make sure that the framework is in line with the unique
needs and objectives of the firm, it is crucial to adjust the information management system. By
implementing the required modifications, the system becomes more efficient, appealing, and has
the capability of sustaining its optimal processing goals. There are a number of causes for why
fundamental adjustments are required, as well as some examples of changes that might be
anticipated:
• Higher levels of productivity: Adjusting the information management system can help
procedures function more smoothly and effectively. For example, adjustments can be
implemented to automate information entry features, carry out data authorization
inspections or collaborate with standardized barcode scans to restrict manual data and
increase accuracy if the management's objective is to eliminate mistakes in the information
section.
• Enhanced Data Security: As security needs change, management of information systems

must adjust. To increase efforts to secure information, changes may be made to
comprehensive verification, encryption protocols, and standard framework reviews. To
guarantee that sensitive data is only available to authorized people, customer approvals
along with access controls can also be strengthened.
• Scalability and Capacity: As a company expands in response to an increase in client demand,

information volume, or commercial operations, the information management system could
anticipate adjusting. This can entail modernizing the physical architecture, simplifying the
usage of data sets, or utilizing cloud-based services to manage larger informative collections
and offer adaptable storage and processing abilities.
• User Interface and User Experience: The information management system may need to be
adjusted in light of the data in order to improve the user interface and overall consumer
experience. This entails expanding the number of routes, streamlining workflows, and
introducing user-friendly features that make it simpler for users to access and interact with
the framework. In order to create an intuitive user interface, these improvements might be
led by client feedback and practicality tests.
• Reporting and Analytics: Adjustments may be required to enable thorough reporting and
assessment abilities that are in line with management objectives. To deliver continuing
experiences and work with information-driven direction, this may involve altering reports,
employing tools for information representation, or integrating corporate expertise
responses.
• Integrate with external systems: Depending on the processing goals, adjustments may
involve integrating information management system. Examples of this include putting
information synchronization cycles into place or creating information commerce protocols to
guarantee an accurate information flows between systems.
6. Why do you need to assess the risk associated with different solutions?
Answer:
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For efficient decisions and to ensure an organization's overall success, it is crucial to assess the
risk involved with different solutions. The following are some key justifications for the
significance of risk assessment:
Decision making: Risk assessment gives leaders vital information that helps them assess the
potential advantages and disadvantages of different arrangements. With sound advice, they are
given the choice to balance the risks and the likely results. When organizations are aware of the
risks involved with any arrangement, they may make decisions that are compatible with their
main goals and exhibit risk aversion.
• Risk Mitigation: By assessing risk, organizations may find possible hazards, flaws, and threats
connected with different arrangements. Affiliations can proactively advocate processes and
efforts to lessen or minimize these dangers by being aware of them. This safeguards the
company from impending harm, monetary loss, reputational injury, legal problems, and
operational difficulties.
• Resource Allocation: In actuality, resource allocation is done through risk assessment.

Understanding the risks related to alternative arrangements allows organizations to
prioritize asset allocation based on the degree of the risk. This makes sure that resources are
allocated to areas that need the greatest care or that might affect the organization's
objectives.
• Cost-benefit analysis: With the aid of risk assessment, organizations may do a cost-benefit
analysis of distinct configurations. By comparing the risks to the typical benefits,
organizations may decide if the advantages outweigh the potential dangers. Making wise
financial decisions is made simpler as a result, and the asset allocation increases.
• Compliance and Legal requirements: Risk assessment makes sure associations follow
industry norms, rules, and laws. By evaluating opportunities, associations can recognize
possible difficulties with rebelliousness and take the necessary steps to overcome them. This
prevents the legal consequences, reputational damage, and other negative effects of revolt.
• Stakeholder confidence: Risk assessment displays a commitment to capable and proactive

autonomous direction, which fosters partner confidence. It demonstrates to partners—
including clients, financiers, partners, and representatives—that the business is making
every effort to fully comprehend and manage possible risks. This may improve the
organization's reputation and foster more partner trust.
• Continuous development: Risk assessment is a continuing process that enables organizations

to draw lessons from the past and further define their own course for the future. By
analysing the risks involved with various arrangements and analysing their results,
associations are able to gain important information and experiences. The risk management
systems, risk assessment techniques, and overall authoritative flexibility may all be improved
with the use of this data.
7. How can quantitative methods assist you with decision making? Give three examples of
quantitative methods.
Answer:
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Quantitative methods are essential to make decisions because they offer a precise and objective
method for examining data and information. Quantitative models, empirical research, and
mathematical data may all be used to find connections, instances, and patterns. The following
are three illustrations of quantitative decision methods:
• Statistical Analysis: Statistical analysis involves collecting, understanding, and control of

quantitative data in order to identify instances, relationships, and experiences. It enables
leaders to take important decisions and base their judgments on reliable information.
You may evaluate findings, identify trends, and assess the likelihood of various
phenomena using quantifiable techniques like regression analysis, hypothesis testing,
and correlation analysis.
Example: In a retail firm, statistical analysis may be used to examine verifiable deal data,
consumer socioeconomics, and purchase patterns in order to pinpoint the crucial
elements that affect sale performance. Regression analysis may help leaders understand
how variables like worth, advancement, and irregularity impact deals and help them
decide how to evaluate tactics, advertise, and manage their stock.
• Cost-benefit analysis: To assess the financial implications of alternative options or

decisions, a quantitative technique known as cost-benefit analysis is performed. It
entails comparing the expected returns or advantages with the related expenditures and
a specific strategy plan. By assessing the costs and benefits of several decisions, leaders
may judge the financial feasibility and productivity of those solutions.
Example: A manufacturing business can decide if it is financially wise to invest in

improved manufacturing equipment by performing a cost-effectiveness analysis. Leaders
would consider the upfront cost of the gear, continuing support expenses, possible
efficiency improvements, reduced labour costs, and other factors. By weighing the
expenses and advantages throughout the hardware's usual lifespan, they may decide on
the investment wisely.
• Decision Tree Analysis: This quantitative approach uses a visual depiction of options and
the predicted results of those decisions to address decisions under susceptibility. Making
a decision tree flowchart that takes into account a variety of different alternatives,
related probabilities, prospective outcomes, and settlements is required. A decision tree
analysis examines the expected value of several alternatives to identify the optimal
course of action.
Example: In a project management framework, a decision tree analysis may be used to

assess various task scenarios and their expected consequences. Project timetables, asset
needs, economic circumstances, and projected bets are some of the items that chiefs
would consider. Leaders are able to choose the best project plan by assigning
probabilities to various possibilities and calculating the related expenses and
advantages. This method either raises projected esteem or decreases predicted
calamities.
8. You are tasked with managing the organisation’s information needs. What are some of your
considerations?
Answer:

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• Information Requirements: Be aware of the association's data requirements as well as
its areas of expertise and spokespeople. Learn which information is required for
independent direction, activities, and completing major goals. Consider the many types
of data that are needed, such as essential, strategic, and functional data, and make sure
they align with the organization's goals and objectives.
• Data collection and storage: Create effective processes for information gathering to
guarantee precision, importance, and excellence. To store and retrieve data effectively
and safely, implement the proper frameworks and foundations for information
hoarding. Consider traits like flexibility, openness, information honesty, and adherence
to information security regulations.
• Information Accessibility: Ensure that authorized personnel always have access to critical
information. Set up the right access restrictions and security precautions to promote
efficient data exchange and cooperation inside the company while safeguarding
sensitive data. Consider using encryption, client verification, position-based access
limits, and other security methods to protect data.
• Information quality: Concentrate on ensuring that the data are trustworthy and of good
quality. Processes of information authorization and verification should be used to lower
the amount of problems, inconsistencies, and inaccuracies in the data. Think about data
cleansing, data organizing techniques, and data quality to maintain awareness of the
veracity and constancy of the information.
• Information integration: Ascertain whether the organization needs to integrate data

from several sources and frameworks. By identifying incredible chances for information
collaboration, data correctness and completeness may be improved. Think about new
developments like information combination phases, information storage facilities, and
enterprise resource planning (ERP) systems to work with a consistent information
integrate and give a comprehensive view on data.
• Information governance: Establish methods and practices for the appropriate,

consistent, and efficient handling of data. Give examples of jobs and responsibilities
related to information managers, data management, and data governance. Think about
implementing information management activities, information lifecycle management,
and information maintenance methods to make sure that data is monitored consistently
and in compliance with legal and administrative regulations.
• Information Analysis and Reporting: Support direction and performance checks by

facilitating successful data disclosure and analysis. Analyse how business expertise tools,
information representation methods, and reporting systems may be used to give
partners with meaningful experiences and significant data. To aid in informed
navigation, concentrate on providing information in a clear, brief, and reasonable
manner.
• Technology and Infrastructure: Consider and choose the best infrastructure and
technology to satisfy the organization's data needs. When choosing
informative leaders' systems, informational collections, sorting out establishments, and
programming applications, take into account variables like adaptability, transparency,
privacy of information, and cost-suitability.
Page 83 of 98
• Training and Support: Ensure that staff receive training and assistance so they are
equipped to utilize and handle data. Give advice on information security best practices,
information handling methods, and data management best practices. You might wish to
consider creating a supportive emotional network or a collaborative workspace to
rapidly resolve questions and difficulties relating to data.
• Continuous Growth: Analyse and assess the association's data as well as the
management's cycles, frameworks, and procedures on a continuous basis. To identify
areas for improvement and implement improvements to improve the management's
data, seek input from clients and partners. Consider keeping up with industry changes
and new advancements to take advantage of new chances for qualified data executives.
Page 84 of 98
Summative Assessments: Section B checklist
Checklist
Did the learner describe what methods he/she can use to identify
B-1 Yes No
business issues?
(Please circle)
Did the learner explain why it is important to define and analyse

B-2 Yes No
these?
(Please circle)
Did the learner detail why some information relevant to the operation
B-3 Yes No
of the business might not be recorded in the information systems?
(Please circle)
Did the learner explain how he/she can use patterns in business
B-4 Yes No
operations to determine cause and effect?
(Please circle)
Did the learner explain what a statistical analysis is?

B-5 Yes No
(Please circle)
Did the learner give an example of when a statistical analysis might

B-6 Yes No
benefit his/her own organisation?
(Please circle)
Did the learner describe why he/she should adjust the information
B-7 Yes No
management system to meet his/her processing objectives?
(Please circle)
Did the learner identify which kinds of adjustments he/she might

B-8 Yes No
make?
(Please circle)
Did the learner explain why he/she need to assess the risk associated
B-9 Yes No
with different solutions?
(Please circle)
Did the learner describe how quantitative methods assist him/her

B-10 Yes No
with decision making?
(Please circle)
Did the learner give three examples of quantitative methods?

B-11 Yes No
(Please circle)
Did the learner explain what some of his/her considerations are?

B-12 Yes No
(Please circle)
Comments
Page 85 of 98
performance was:
Page 86 of 98
Section C: Performance Activity
Objective: To provide you with an opportunity to demonstrate the required performance
elements for this unit.
A signed observation by either an approved third party or the assessor will need to be included in
this activity as proof of completion.
This activity will enable you to demonstrate the following performance evidence:
 Source and analyse information for business decisions

 Contribute information and the outcomes of analysis to decision making
 Disseminate information to relevant groups and individuals
 Design, test and adjust information systems to meet needs and objectives
Answer the activity in as much detail as possible, considering your organisational requirements.
1. This is an ongoing practical activity which will require you to source and analyse information
for the following types of business decisions:
 Identifying business problems and issues and related knowledge and data requirements
 Confirming the clear and relevant objectives for analysis of information
 Applying statistical analysis, sensitivity analysis and other techniques to draw conclusions
relevant to decisions
 Ensuring sufficient valid and reliable information or evidence is available to support
decisions
 Using formal and informal networks to source information not held in formal systems
 Identifying and accessing sources of reliable information
 Using technology as appropriate
 Consultation with stakeholders and specialists.
You will be expected to take decisions in accordance with the findings of your analysis. Such
decisions should be taken in accordance with organisational guidelines and procedures. You
should also ensure consistency with organisational objectives, values, and standards.
This activity will need to be observed, and a signed record of this observation (completed by
the assessor or third party) should be uploaded in your answer. It should detail what was
done, when it was done, the time it was completed in, the completed actions and the overall
outcome of the tasks.
Answer:
This activity main goal is to make a distinction between business-related difficulties and ones
that require consideration. To do this, extensive study must be done in order to understand the
underlying causes and effects of the many problems. The challenges will be effectively resolved
by examining the data, and knowledge that is still ambiguous.
• After identifying the difficulties and concerns in the business, it is crucial to create
precise and applicable objectives for the analysis of information. These goals provide the
study a framework for interaction and help to ensure that it is focused and yields the
best outcomes.
Page 87 of 98
• Statistical analysis uses quantifiable techniques and methodologies to analyze data and
pinpoint important occurrences. In order to create judgments that are pertinent to the
direction, it is helpful to find instances, correlations, and patterns in the data.
Conversely, sensitivity analysis examines how various input variables impact the
outcomes in order to have a better understanding of the possible dangers and
possibilities related to various solutions.
• In order to make wise judgments, it is crucial to make sure that the data used is reliable
and significant. This involves ensuring that the data's underlying facts and sources are
substantial, reliable, and correct. Cross-referencing against various other sources,
information quality examinations, and information approval techniques are all employed
to guarantee the reliability of the data.
• Both formal and informal networking can be used to access data that may not be
available in formal systems. These networking might include professional associations,
trade shows, expert meetings, and internal groups. By utilizing these organizations,
significant insights, industry-specific knowledge, and best practices may be attained.
• Identifying and employing reliable data sources is crucial for accurate research and
guidance. Research reports, business and government publications, academic journals,
and reputable online sites are a few examples of trustworthy sources. It is crucial to
assess the sources' reliability, repute, and competence in order to guarantee the
unwavering quality of the data collected.
• Innovation is needed for the collection, analysis, and monitoring of data for guidance.
Data assessment software, company insight frameworks, information visualization tools,
and collaborative processes are just a few of the cutting-edge tools and stages that may
be used to increase the efficacy and sustainability of information analysis and
decision processes.
• It's crucial to speak with partners and professionals to obtain a range of perspectives,
expertise, and experiences that are pertinent to the current business choices. When
collaborating with partners and informed authorities, it is crucial to have a complete
awareness of the implications, dangers, and possibilities connected with different game
plans. The highly educated and collaborative dynamic cycles greatly benefit from their
participation and feedback.
I conducted the following steps to analyse the information for business decisions:
• I was able to swiftly recognize and communicate critical concerns affecting the
association and the company. To have a thorough grasp of the problems and areas that
needed improvement, this entailed performing a thorough investigation, getting input
from partners, and analysing relevant data.
• I came to the conclusion that the knowledge required to solve various business
difficulties is crucial. This involved identifying the particular data that was anticipated to
underpin the dynamic interaction, which includes financial statements, feedback from
customers, quantitative survey data, and industry trends.
Page 88 of 98
• I made clear, significant objectives for my analysis of the gathered data. These objectives
were in line with the authoritative objectives and aimed to deliver outstanding
experiences that would inspire intriguing decision making.
• I employed a range of logical techniques, such as a quantifiable analysis, a

sensitivity analysis, and other acceptable strategies, to make key conclusions based on
the information that was accessible. These techniques enabled me to recognize
patterns, linkages, designs, possible situations, and logical conclusion links that were
pertinent to the present business decisions.
• I ensured the data utilized for the assessment was correct and trustworthy. I oversaw
meticulous information approval checks, made use of a number of sources, and
essentially assessed the veracity and quality of the data. This ensured that the choices
were supported by reliable facts.
• I used both formal and informal networking to find data that wasn't readily available in
appropriate contexts. This required interacting with subject-matter experts, participating
in significant events, attending workshops or meetings, and getting advice from partners
and subject-matter experts from within and outside the company.
• To facilitate the decision-making process, I located and contacted trustworthy data

providers. In addition to reputable examination reports, industry distributes,
governmental sources, academic publications, and other sources, I also depended on
trustworthy online platforms that are acknowledged for offering remarkable and correct
data.
• I used the proper technological tools and stages in order to work with data collectors,
reviewers, and executives. This involved using tools for information accountability,
collaborative phases, company expertise systems, and information analysis software to
increase the efficacy and sustainability of the interaction for the purpose of analysis.
• I effectively communicated with and attracted key partners, including internal teams,
outside collaborators, and subject-matter experts. To ensure a thorough approach to
decision making and accumulate meaningful experiences, their knowledge and points of
view were evaluated. Through teamwork and partner critique, innovations
were approved, and arrangements were ensured to be created in line with
organizational objectives, principles, and standards.
I made sure that decisions were made in accordance with accepted norms and structures by
following strict rules and regulations at all times. I considered the overall results and
consequences of the activities accomplished when reporting the actions taken, time periods, and
completion dates. The decisions that were taken in response to the investigation were foreseen
and founded on authoritative aims, values, and standards that were meant to really produce
good results and handle the specific company difficulties.
Page 89 of 98
Detailed breakdown:
Activity What was When it Time it was Completed Overall outcome
done was done completed actions
Identified Conducted This phase Ongoing Documented Acquired a decent
business research, persisted throughout and comprehension of
problems obtained throughout the activity categorized the problems and
and issues stakeholder the entire divisions of
input, and process, organization that
analysed starting at need to be taken
data to the into account.
pinpoint beginning.
important
business
challenges.
Knowledge Identified After Once the
Recognized Clarified the
and data the precise identifying business
the necessary information needs
requirement information business problems
data varieties, necessary for
s and problems were
including decision making.
information and issues identified
reports on
needed to andfinances,
address the documente
feedback from
identified d customers,
business statistical data
concerns. from surveys,
and market
trends.
Objectives Identified After Once the Developed Provided with a
for analysis clear and confirming objectives measurable technique for
of relevant the were objectives for managing the
information objectives knowledge defined the analysis decision
and data and made making process
requirement sure they and the
s were assessment.
consistent
with those
objectives.
Application Statistical After Once the Used Acquired

of analytical analysis, gathering data statistical tool important bits of
techniques sensitivity and analysis s, models, and knowledge and
analysis validating was methods to finished projects
and other necessary conducted analyse the that emphasized
techniques data data and draw the decision
for meaningful making process.
concluding conclusions.
relevant
decisions.
Validity and Ensured Throughout Ongoing Conducted Assured that the
reliability of the the entire throughout information decisions were
information information activity the data authorization supported by
Page 90 of 98
used for collection reviews, reliable and
analysis and directed accurate
was valid analysis cross- information.
and reliable process referencing
efforts, and
oversaw data
quality
checks.
Formal and Leveraged As required Whenever Interacted Gathered
informal formal and during the additional with industry important data
networks informal process information professionals, from a range of
networks was went to sources to
needed seminars or improve the
meetings, and decision-making p
attended rocess and
significant analysis.
gatherings,
and asked
partners and
experts for
help.
Consultatio Actively Throughout Ongoing Developed Acquired a range

n with consulted the entire throughout relationships of viewpoints and
stakeholder with activity, as the with partners professional
and relevant needed consultatio through social experiences to
specialists stakeholder n process events, support findings
s and conversations, and ensure
specialists and research impartial,
groups. knowledgeable
Searched for advice.
knowledge
and
proficiency
from
authorities in
certain fields.
Throughout this practical activity, I provided an idea of a logical procedure for processing source
and breakdown data for company decisions. The assignments were continually monitored to
ensure adherence to the set processes and standards. The following duties were successfully
completed: identifying business difficulties, creating objectives, directing information
investigation, authorizing data, leveraging networks, and communicating with partners. The end
result was a strong, highly competent decision-making process that adhered to organizational
objectives, principles, and rules.
2. You should now refer to the decisions that were taken during the previous activity. It will be
necessary to disseminate information to relevant groups and individuals regarding the
reasoning and outcomes of your decisions
Page 91 of 98
You should fulfil the following requirements:
 Documenting information and updating databases

 Meeting identified needs of recipients
 Adhering to legal and organisational requirements for privacy and security.
Answer:
The examination's results were taken into consideration while making decisions during the prior
movement. Currently, the emphasis is on informing relevant organizations and individuals about
the justifications for and results of such decisions.
Activity What was When it was Time it was

Completed Overall
done done completed
actions outcome
Documenting Documente Immediately Within a
Organized, Assured that
information d the after the specific
succinct, and the records
and updating information decisions timeframe to
understandabl were up to
databases related to were ensure e date and
the finalized timely documentatio correct so
decisions disseminatio
n that outlines that they
and n the could be used
updated justifications for future
relevant for the follow-up and
databases. decisions reference.
made, the key
data used, and
the best
results.
Datasets have
been updated
with the most
recent
information
and
appropriate
data.
Meeting Identified Prior to Before Determined Adapted the
identified specific disseminatin sharing the the proper data
needs of needs who g the information configuration, distribution
recipients need to be information amount of cycle to the
informed detail, and beneficiaries'
about communicatio unique
decisions n routes by needs,
and their analysing the boosting their
outcomes. partners' understandin
requirements. g of and
Page 92 of 98
Considered adherence to
the the decisions
preferences taken.
and
assumptions of
the recipients.
Adhering to Guaranteed Throughout Ongoing Protected Upheld the

legal and compliance the entire during the confidential confidence
organizationa with legally disseminatio information information by and complied
l obligatory n process sharing putting in with legal
requirements regulations activities place core requirements
for privacy for the security while
and security security and mechanisms preserving
privacy of including the
dispersed encryption, confidentialit
data. access limits, y of the data.
and covert
agreements.
Acquired the
necessary
consent when
it was needed.
Important organizations and people were informed of the reasoning behind and results of
decisions after they had been taken. This entailed conforming to legal and organizational privacy
regulations, upgrading information bases, satisfying beneficiaries' defined expectations, and
preserving data. Overall, there was good data dispersion and correlation, guaranteeing clarity
and consistency in categorization where it mattered.
3. This ongoing practical activity will require you to design, test and adjust information systems
to meet needs and objectives including:
 Management information systems and decision support systems

 Use of technology for optimum efficiency and quality
 Storage and retrieval of information.
Answer:
The following developments were made to configure, test, and modify data frameworks to
address problems and objectives, such as the information management system (MIS) and
decision support system (DSS), as well as to make use of technology for the best productivity,
quality, capacity, and data recovery:
Page 93 of 98
Activity What was When it was Time it was Completed Overall
done done completed actions outcome
Designing The strategy During the Within a Supervised a The plan for
informatio of data initial stages of specified thorough data systems
n system systems, such the project or timeframe analysis of the that complies
as MIS and when a new to align requirements with specific
DSS, was system was with project and goals to criteria and
chosen to required. deadlines. pinpoint the goals and
ensure that crucial data offers a
the different system setting for
criteria and operations. decision
objectives are Made making
accomplished decisions on process and
. data formats, effective and
user productive
interfaces, information
and setting for
limits. management
Cooperated .
with the
proper
partners,
including IT
teams and
end users, to
guarantee
that the
strategy
satisfies their
needs.
Testing The intended After the Within a Created a The clear

informatio data systems design phase designated thorough test indication of
n systems underwent and before testing plan that any potential
testing to deployment or period to illustrated weaknesses
determine implementatio identify and test plans and or problems
their use, n address any scenarios. in the data
efficacy, and issues or Carried out a systems,
dependability deficiencies range of taking into
. testing, consideration
including, significant
among other changes and
things, testing revisions
of units, made before
reconciling their
testing, and deployment.
customer
acceptance
testing. Any
abnormalities
Page 94 of 98
or regions
with potential
for growth
were found
and noted.
Adjusting The data After the Within a Dissected the Data systems
informatio systems have testing phase designated test outcomes that have
n systems been and before the adjustment and been
adjusted in final period to accomplice improved
response to implementatio incorporate contributions and tailored
test findings n necessary to identify to more
and changes. areas needing specifically
stakeholder modification. address the
remarks. Cooperated organization'
with s issues and
important objectives. As
groups, a result,
including information
designers or management
framework , decision
managers, to making
put the process, and
required data
adjustments restoration
into place. are
Wherever it guaranteed
was expected, to be more
further proficient
testing was and of higher
directed to quality.
ensure the
improvement
s were
sufficient.
By planning, testing, and modifying data frameworks like MIS and DSS, employing innovation for
maximum effectiveness and quality, as well as ensuring legal capacity and data recovery, the
business will gain streamlined procedures, accurate and feasible data, and further developed
decision making abilities. These procedures make sure that the data frameworks satisfy the
needs and goals of the firm, enhancing general efficiency.
Page 95 of 98
Summative Assessments: Section C checklist
Checklist
C-1 Did the learner source and analyse information for the following types Yes No
of business decisions: (Please circle)
 Identifying business problems and issues and related
knowledge and data requirements
 Confirming the clear and relevant objectives for analysis of
information
 Applying statistical analysis, sensitivity analysis and other
techniques to draw conclusions relevant to decisions
 Ensuring sufficient valid and reliable information or evidence
is available to support decisions
 Using formal and informal networks to source information not
held in formal systems
 Identifying and accessing sources of reliable information
 Using technology as appropriate
 Consultation with stakeholders and specialists
Did the learner take decisions in accordance with the findings of
C-2 Yes No
his/her analysis?
(Please circle)
Did the learner ensure consistency with organisational objectives,

C-3 Yes No
values, and standards?
(Please circle)
Did the learner fulfil the following requirements:

C-4 Yes No
 Documenting information and updating databases (Please circle)
 Meeting identified needs of recipients
 Adhering to legal and organisational requirements for privacy

and security
Did the learner design, test and adjust information systems to meet
C-5 Yes No
needs and objectives including:
(Please circle)
 Management information systems and decision support
systems
 Use of technology for optimum efficiency and quality
Page 96 of 98
 Storage and retrieval of information
Comments

performance was:
Page 97 of 98
Competency record to be completed by assessor
performance as relevant to the overall unit. Indicate in the table below if the learner is deemed
competent or not yet competent for the unit or if reassessment is required.
Checklist
Has the learner completed all required assessments in this workbook to a Yes No
satisfactory standard?
(Please circle)
Comments from trainer/assessor:
Learner is deemed Not competent Competent
Assessor’s signature
Page 98 of 98

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BSBINM601

Manage knowledge and

 Address each question including any sub-points

 Demonstrate that you have researched the topic thoroughly

 Cover the topic in a logical, structured manner

 Presenting any work by another individual as one's own unintentionally

 Handing in assessments markedly similar to or copied from another learner

 Presenting the work of another individual or group as their own work

 Handing in assessments without the adequate acknowledgement of sources used, including

Recognised prior learning

 Product-based methods e.g. reports, role plays, work samples

 Portfolios – annotated and validated

• Improve Service quality: Customer feedback offers insightful

• Enhance employee commitment and satisfaction: Employee feedback

• Monitor progress and evaluate effectiveness: By routinely reviewing the

• Customer Feedback: Online surveys, customer evaluations, and

• Impact Assessment: As a result of diminishing consumer loyalty, sales

• Increasing product availability: To guarantee sufficient stock levels,

• Improving Customer Service Quality: Provide extensive training on

Information about how business performance data, feedback from customers,

Example 1: Decreased employee productivity

• Employee feedback: Compile feedback through research, sessions, or

Appropriate course of actions:

• Organizing training sessions or meetings to advance the knowledge and

• Identifying and resolving any operational or asset-related problems that

• Executing measures into action to enhance performance or individual

• Examine opportunities for flexible work plans or efforts to, if important,

• Establishing an effective and positive work atmosphere that encourages

Example 2: Customer complaints about product quality

Problem/Issue: A certain product's quality has been regularly criticized by

• Product Quality Control Data: Examine quality control data such as

Appropriate course of action:

• Investigating the process of production thoroughly to find any flaws or

• Cooperating with suppliers to ensure the quality of the components or

• Putting in place stricter quality control measures, such as broader tests

• Providing additional materials or preparations to the manufacturing

• Offering alternatives, discounts, or additional kinds of reimbursement

• Industry distributors and reputable manufacturers: Dylan could cite

• Academic research and studies: Dylan should check into academic

• Market research reports: Dylan should make reference to results of

2. Specify three aspects which Dylan might consider in relation to the

• The manufacturer's website: Dylan has to consider the reason he visits

• Review websites and forums: Dylan should research certain audit

• Cycling websites: Dylan could refer to websites that are dedicated to

• Seek expertise and credibility: When obtaining information, Dylan

• Conduct interviews or surveys: Dylan can plan discussions or reviews

1. Company financial statements

Reliability: The Annual Report is produced by the organization's

Responsibility for writing and maintaining the information: The financial

2. Employee benefits and compensation information:

Reliability: The HR Portal, also known as the Intranet, is a reliable

Responsibility for writing and maintaining the information: The HR

3. Occupational health and safety guidelines:

Reliability: OSHA standards are a reliable source of information on

Responsibility for writing and maintaining the information: OSHA is in

They are as follows:

Importance of formal networks:

Formal networks are used to organize communication and collaboration

• Centralized repositories: Formal systems usually feature centralized