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The Range Statement relates to the Unit of Competency as a whole. It allows for different work environments and situations that may affect performance. Bold italicised wording in the Performance Criteria is detailed below. |
Authority may be delegated | to individuals to groups/teams to specific posts on a short-term basis on a long-term basis |
Authority may also be delegated | for all of a program, project or area of operation for part of a program, project or area of operation for a one-off action emergency response on an experimental basis on a contingency basis It may involve any or all of the departmental/functional areas and may extend to relationships with stakeholders and other operations |
Targets/outcomes may also include | qualitative and quantitative descriptions and specifications of what is required from those to whom responsibility and authority is delegated short-term long-term stage targets |
Targets may include | timeframes standards quantity resolution of conflicts/tensions all or part of programs or projects implementation of policies service development solutions to problems |
Problems may include | disruption to specific programs projects or operations (including emergencies) flow of goods and services into the organisation provision of goods and services by the organisation |
Problems may result from | breakdown in policies breach of ethics or values political intervention emerging environmental or social consequences of the organisation's activities lack of clarity of initial delegation inadequate communication systems |
Advice and support may involve | discussions referral to other sources of knowledge of expertise hands-on assistance development activities |
Promotion may include | Promotion of programs, projects and operations may be necessary amongst those groups which are not fully convinced of the benefits of the work. Such groups may be committees, boards, political groupings (formal and informal), lobby groups, and the media Lobbying maintaining the profile of the work and people explaining the work in conversations and meetings holding briefings publications allocating specific resources to promotion |
Assessments are | measures of the areas for future development of individual executives in their current and likely future work roles whereas audits are measures of the areas for future requirements of the organisation |
Assessments and audits of senior executive effectiveness for future development may occur | routinely, as part of regular review, appraisal and management development in special circumstances, such as restructuring of the organisation |
Assessments may be conducted by | senior executives in the organisation specialists within the organisation external consultants |
Assessments may take place | as part of an assessment centre or development centre focussed on an individual's capabilities as demonstrated through their actual work |
The effectiveness of the executive management team may be developed through | composition (executives may be removed or recruited) structure (responsibilities may be assigned differently way of working (varying between collaborative, group decision making and/or more individual, competitive styles) competence of individual executives |
Individual competence may be developed through | formal training and education work based approaches, drawing on planned/reflective experience of peers peer group counselling/mentoring |
Stakeholders are those individuals, groups and organisations who have an interest in the organisation. They may see the organisation as potentially beneficial or harmful. They could include | employees/voluntary workers the public in general other organisations, including government departments and statutory authorities the judicial system pressure or specific interest groups media industrial organisations business enterprises/professional groups |
Values may include | those expressed by the organisation as policy (including a Code of Ethics) and procedures (Standing Orders) those of everyday human interaction those expressed in regulatory requirements |
Consultation and guidance may include | individual counselling, group discussions, publication of guidance materials, and feedback on the way values are expressed (orally and in organisational literature) External advice may be sought and negotiations with appropriate industrial bodies may be required |
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