The Range Statement provides advice to interpret the scope and context of this unit of competence, allowing for differences between enterprises and workplaces. It relates to the unit as a whole and facilitates holistic assessment. The following variables may be present for this particular unit:
Legislation, codes and national standards relevant to the workplace which may include:
award and enterprise agreements and relevant industrial instruments
relevant legislation from all levels of government that affects business operation, especially in regard to Occupational Health and Safety and environmental issues, equal opportunity, industrial relations and anti-discrimination
relevant industry codes of practice
At AQF level 5, frontline management will normally be engaged in a workplace context where they:
engage in tactical and operational planning within the organisation's strategic plans. For example, prepares an annual tactical plan for a department
take responsibility for own outputs in relation to broad quantity and quality parameters. For example, evaluates own annual performance against personal work plans and the organisation's standards
take limited responsibility for the achievement of group outcomes. For example, reviews group performance against plans and prepares in consultation with the group a performance improvement strategy
demonstrate understanding of a broad knowledge base incorporating theoretical concepts, with substantial depth in some areas. For example, understands in depth the principles and techniques of performance management
transfer and apply theoretical concepts and/or technical or creative skills to a range of situations. For example, researches, negotiates and establishes protocols for customer service for the department
analyse and plan approaches to technical problems or management requirements. For example, given the work team's inability to achieve planned outcomes/outputs, analyses the team's performance and develops strategies with the team to rectify the situation
evaluate information using it to forecast for planning or research purposes. For example, the organisation's goals and strategic and tactical plans are analysed in preparation for the preparation of the department's annual operational plan
Frontline management at this level normally operate in a relatively diverse and complex workplace environment in which they use the organisation's:
goals, objectives, plans, systems and processes
quality and continuous improvement processes and standards
access and equity principles and practice
business and performance plans
resources, which may be subject to negotiation
ethical standards
They may use legislation, codes and national standards relevant to the workplace including:
award and enterprise agreements
commonwealth and state/territory legislative requirements especially in regard to Occupational Health and Safety
industry codes of practice
Information may be
available in writing or verbally, held in computer or in manual systems, available internally or externally
Technology will be
that readily available in the workplace and be appropriate to frontline management's roles and responsibilities
Designated persons/groups includes
those who have the authority to make decisions and/or recommendations about information systems
Resources may include
for example, people, power/energy, information, finance, buildings/facilities, equipment, technology, time
Colleagues may include
team members, employees at the same level or more senior managers, and may include people from a wide variety of social, cultural and ethnic backgrounds. This will normally be a wider group of contacts than at AQF level 4
OHS considerations may include:
provision of information about OHS and the organisation's OHS policies, procedures and programs
inclusion of OHS in business plans
resource proposals address OHS
The Range Statement provides advice to interpret the scope and context of this unit of competence, allowing for differences between enterprises and workplaces. It relates to the unit as a whole and facilitates holistic assessment. The following variables may be present for this particular unit:
Legislation, codes and national standards relevant to the workplace which may include:
award and enterprise agreements and relevant industrial instruments
relevant legislation from all levels of government that affects business operation, especially in regard to Occupational Health and Safety and environmental issues, equal opportunity, industrial relations and anti-discrimination
relevant industry codes of practice
At AQF level 5, frontline management will normally be engaged in a workplace context where they:
engage in tactical and operational planning within the organisation's strategic plans. For example, prepares an annual tactical plan for a department
take responsibility for own outputs in relation to broad quantity and quality parameters. For example, evaluates own annual performance against personal work plans and the organisation's standards
take limited responsibility for the achievement of group outcomes. For example, reviews group performance against plans and prepares in consultation with the group a performance improvement strategy
demonstrate understanding of a broad knowledge base incorporating theoretical concepts, with substantial depth in some areas. For example, understands in depth the principles and techniques of performance management
transfer and apply theoretical concepts and/or technical or creative skills to a range of situations. For example, researches, negotiates and establishes protocols for customer service for the department
analyse and plan approaches to technical problems or management requirements. For example, given the work team's inability to achieve planned outcomes/outputs, analyses the team's performance and develops strategies with the team to rectify the situation
evaluate information using it to forecast for planning or research purposes. For example, the organisation's goals and strategic and tactical plans are analysed in preparation for the preparation of the department's annual operational plan
Frontline management at this level normally operate in a relatively diverse and complex workplace environment in which they use the organisation's:
goals, objectives, plans, systems and processes
quality and continuous improvement processes and standards
access and equity principles and practice
business and performance plans
resources, which may be subject to negotiation
ethical standards
They may use legislation, codes and national standards relevant to the workplace including:
award and enterprise agreements
commonwealth and state/territory legislative requirements especially in regard to Occupational Health and Safety
industry codes of practice
Information may be
available in writing or verbally, held in computer or in manual systems, available internally or externally
Technology will be
that readily available in the workplace and be appropriate to frontline management's roles and responsibilities
Designated persons/groups includes
those who have the authority to make decisions and/or recommendations about information systems
Resources may include
for example, people, power/energy, information, finance, buildings/facilities, equipment, technology, time
Colleagues may include
team members, employees at the same level or more senior managers, and may include people from a wide variety of social, cultural and ethnic backgrounds. This will normally be a wider group of contacts than at AQF level 4
OHS considerations may include:
provision of information about OHS and the organisation's OHS policies, procedures and programs
inclusion of OHS in business plans
resource proposals address OHS