Professional Documents
Culture Documents
Plan or review
administrative systems
BSBADM504B
Student Workbook
Student Workbook
Acknowledgment
Innovation and Business Industry Skills Council (IBSA) would like to acknowledge
HASCOM Pty Ltd for their assistance with the development of this resource.
Writer: Kensington Budgewater
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2010 Innovation and Business Industry Skills Council Ltd
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Table of Contents
Getting Started ........................................................................................................ 1
Features of the training program ..................................................................... 1
Structure of the training program .................................................................... 1
Recommended reading .................................................................................... 2
Introduction to Administrative Systems................................................................. 3
Some background ............................................................................................. 3
What are administrative systems? .................................................................. 5
Causes of change .............................................................................................. 7
What is your role as manager? ........................................................................ 9
A final word of caution .................................................................................... 10
Section 1 Plan or Review Systems ................................................................... 12
What skills will you need?............................................................................... 12
Identifying requirements................................................................................. 12
Obtaining quotations....................................................................................... 24
Selecting suppliers or developers .................................................................. 27
Section summary ............................................................................................ 29
Section 2 Implement Systems .......................................................................... 30
What skills will you need?............................................................................... 30
Developing implementation strategies .......................................................... 31
Obtaining staff participation ........................................................................... 33
Defining and communicating procedures ..................................................... 37
Providing training and support ....................................................................... 39
Dealing with contingencies............................................................................. 42
Section summary ............................................................................................ 45
Section 3 Monitor Systems ............................................................................... 46
What skills will you need?............................................................................... 46
Monitoring the system .................................................................................... 46
Continually improving the system .................................................................. 49
Monitoring and addressing training needs ................................................... 55
Section summary ............................................................................................ 60
Glossary ................................................................................................................. 61
Appendices ............................................................................................................ 63
Appendix 1: Implementation plan template .................................................. 64
Appendix 2: Standard operating procedure (SOP) template ........................ 65
Appendix 3: Specification template ............................................................... 66
Student Workbook
Getting Started
Getting Started
Features of the training program
The key features of this program are:
Innovation & Business Skills Australia has licensed the use of over 200 video
vignettes from the Channel 9 television program, Your Business Success. The
videos have been carefully selected and embedded into relevant learning and
assessment resources in order to assist education providers and students in the
learning process.
Each video is accompanied by a learning activity. Videos can be found on IBSAs
YouTube channel at <http://www.youtube.com/ibsachannel>.
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Recommended reading
Some recommended reading for this unit includes:
Learn Sigma, 2010, Lean, quality and six sigma, viewed June 2010,
<http://learnsigma.com>.
Alexander, M., 2008, Excel 2007 Dashboards and Report for Dummies,
Wiley Publishing , Indianapolis.
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Some background
What are systems?
The word system comes from the Greek word systma () which means a
set of interacting or interdependent entities that make up a structure. The word
system can also refer to the set of rules that explain how the structure operates.
Systems occur naturally, for example:
The system concept has been applied to a number of areas of human endeavour,
for example:
engineering
computer science
business.
system
brocess.
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BSBADM504B Plan or review administrative systems
2010 Innovation and Business Industry Skills Council Ltd
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Features of systems
Whether man-made or natural, systems have a number of features in common.
These are:
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office systems
administrative systems
financial systems
operational systems
IT systems.
Try to find 5 or 6 examples that you can use for a group discussion with your
peers.
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Elements of administrative systems
Administrative systems, regardless of whether they are big or small, electronic or
paper based, simple or complex, all have these common elements:
people
equipment
rules.
2Investor
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Processes There are also processes for carrying out key tasks and
activities such as entering grades and producing certificates.
Rules Finally, there are rules that govern the system. Some of these
rules come from standards (AQTF or ISO) or from industry best practice.
Rules govern things like backing up data, releasing information to 3rd
parties, timeframes to complete processes and so on.
management procedures
operational procedures
Just to name a few. In brief, if the system isnt managed properly, it breaks down.
Learning activity: Computer systems
A common workplace complaint is that the computer network
doesnt function the way it should.
From the IT departments perspective, if people didnt use the
computers, everything would work just fine!
Consider the things that need to be done to ensure that a computer network
works properly. Try to name at least 6. If you are like most of us, you shouldnt
find it too difficult!
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Causes of change
The need for new or improved administrative systems can occur at any time in an
organisations lifecycle. There can be many reasons to implement new, or review
existing, administrative systems:
organisational change
continuous improvement
New systems
An organisation will require a new administrative system when it is starting up or
establishing a new office.
Case Study: Setting up a training company
Virgil is working as a project manager in a small firm. The firm is launching a
new division and Virgil has the job of planning and implementing the
administrative systems for the new division including:
Accounting System
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Modified systems
On the other hand, an administrative system may be outmoded or outdated
requiring a review. The outcomes of this could range from a modification/upgrade
to complete replacement of the system.
Learning activity: Filing system modification Part 1
Olivia works in an administrative role in a real estate agency. She was becoming
frustrated with the sales agents lack of housekeeping. A common occurrence
was that the agents would remove files and leave them piled up on their desks
rather than return them to the centralised filing system.
As a result, Olivia would often have to spend time searching for files only to find
them sitting on an agents desk. Olivia was responsible for the filing system but
these sloppy housekeeping behaviours meant that she was doing a lot of
unnecessary cleaning up.
Finally, she held a review of the filing system with the agents. It seemed that the
agents felt that walking back and forth to the centralised filing system several
times a day was a waste of time, so they were keeping their active files on their
desk because they had nowhere else to store them.
The outcomes were:
Agents were given filing cabinets next to their desks for active clients.
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managing change
communicating
providing leadership
budgeting
project managing
evaluating options
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optimism bias
benefit shortfall
planning fallacy.
Do some online research about these topics and make notes on the meanings
and implications of each.
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Identifying requirements
Effective planning and reviewing allows you to identify what has to be done, by
whom, at what cost and when. This involves:
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Some of the biggest problems encountered with new and modified administrative
systems derive from inadequate definition and poor planning.
Complying with organisational systems, standards and processes
Before you do anything, identify the relevant systems and processes for planning
and reviewing that your organisation currently has in place. Systems and
processes can include:
project management
change management
continuous improvement
professional development
human resources
quality
legal requirements.
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strategic planning
strategic management
Hoshin Kanri.
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Macquarie, 1998, Macquarie Concise Dictionary, 3rd edn, The Macquarie Library, Macquarie.
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processing complaints
record keeping?
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Define and analyse the problem
Once you have established the goals for the administrative system, you need to
conduct a review of current operations to scope out and define the problem and
requirements.
Taking time to define the problem will, in most cases, flush out whether we are
concentrating on symptoms or problems.
Example: IT Scenario
Prior to the commencement of the new IT project, there was some discussion in
Sallys department about problems with IT. There were complaints about:
Information was being lost, ignored or misplaced. These were initially identified
as training or motivational issues. Some of the supervisors thought that some of
the employees just needed to step it up.
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Is it my problem?
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brainstorming
process mapping
workflow diagrams
5 whys
analysing procedures
work shadowing.
It is imperative that you collect data on how processes are currently done. The
decisions on the best solutions should be made on facts, not on gut feelings.
Case Study: Filing system modification Part 2
Do you remember the example from the introduction where the filing system
was modified?
In that example, a simple floor plan was used by the agents to record how often
they currently moved files, or should move files, around the office. Each time
they moved a file, they drew a line on the floor plan.
The most movement was happening where the lines were thickest on the floor
plans. When these were then submitted to Olivia for review, it was easy to
determine how much unnecessary movement was occurring.
This information made it easy to see that there was unnecessary and wasteful
transport of files around the office, and led to the solution of providing the
agents with their own filing cabinets.
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users
decision makers
customers
suppliers.
Remember that with administrative systems, as with any system, there are inputs,
processes and outputs.
It is standard practice to consult with people involved with the system at all of
these stages, namely:
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holding meetings
interviewing
surveying.
What?
Who?
Where?
How?
When?
Why?
Open questions encourage people to talk more and open up. In contrast, you
can use closed questions (questions that elicit a yes/no response) to clarify and
verify what you think.
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goals
responsibilities
tasks
timelines.
In a business environment, every project must have a budget. Budgets are the
quantification of plans into monetary terms4.
Anandarajah, Aseervatham and Reid 2004, Managing finance: prepare & manage budgets & financial
plans, Pearson, Sydney p. 68.
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Unit price
Units
Value ($)
Printer
$15,000
$15,000
$1,500
$9,000
$4,500
$9,000
A4, A3
17 monitors
3 year warranty
Servers
Network equipment
$10,000
Backup system
$3,000
$3,000
6 Anandarajah, Aseervatham and Reid 2004, Prepare Managing finance: prepare & manage budgets &
financial plans, Pearson, Sydney pp. 69-70
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set goals
create plans
fear of change
lack of capability
resistance to change.
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Obtaining quotations
Before you begin contacting suppliers for quotes on the new or revised system,
you need to ensure that you have a clear definition of what you require. This is
usually summarised in a specification or a statement of requirements.
Develop a system specification
Administrative system requirements often need to be summarised in a
specification.
Many administrative systems upgrades or replacements require products/
services that cannot have a standard upfront price, because the costs involved
can vary.
The specification should provide enough information about your administrative
system requirements so that a supplier or developer can quote for a proposed
solution. At a minimum, a specification should include:
Problem definition.
a new photocopier
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Engaging suppliers or developers
Once you have written your requirements into a specification, you can then
engage someone to get it done for you!
Depending on what you need done, you may be seeking out a supplier or a
developer. These can be found in a variety of ways including:
existing suppliers
networks
media
word of mouth
providing a quotation
responding to a tender.
Quotations
A quotation is a fixed price for a fixed amount of products/ services carried out to
a specification.
You may need to consider/request options such as:
maintenance contracts
Tenders
The term tender can refer to both a document and a process.
A tender process is a competitive process where the client advertises/calls for
tenders. Interested suppliers or developers then respond to the tender document
(formal document which is prepared by a client) and submit a bid (offer) to the
client.
The client may or may not accept the suppliers or developers tender bid.
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consumer affairs
fair trading
contracts.
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complete a report
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engagement of contractors
conflict of interest.
Wayne had not complied with them. Wayne should have understood and
followed these policy and procedures before organising a contract.
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Websites: Whirlpool
A number of websites are available to help you evaluate suppliers.
For example, the Whirlpool knowledge base is an Australian website
<http://whirlpool.net.au/wiki/> that is devoted to keeping the
public informed about the state of internet access in Australia.
Search the internet for websites that evaluate and compare other
administrative systems. Compare your findings with your fellow learners.
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Section summary
You should now understand how to plan or review administrative systems
including:
identify requirements
obtain quotations
select suppliers or developers.
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update procedures
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Do on a small scale
The cycle was later popularised by W. Edwards Deming and is now often referred
to as the Deming Cycle. The Plan-Do-Check-Act Cycle has specific objectives for
each stage of the cycle.
Learning activity: PDCA
Consider how you would implement PDCA for:
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satisfied customers
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the manner in which they reward and recognise employees and the reason
for rewarding employees
making sure all voices are heard when discussing the nature of and
solutions to problems.
Insistent about:
two-way communication
Persistent in:
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the need for continuous improvement despite setbacks which occur from
time to time
Of the groups which are against smoking, how persistent, insistent and
consistent are they about the helping (not nagging) the individual give up
the habit.
What would you expect the result of your family member or friend to be
when given insistence, persistence and consistence of support amongst
those people that influence the individual?
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Creating the perception of control
For employees to perceive they have control over their involvement in and
application of continuous improvement, they require:
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Learning activity: What is your perceived level of control over your key job
deliverables?
Reflect on your job and jobs you have had. Think of ones you really
enjoyed and ones you did not. Contrast the level of data,
competence and authority you had between the ones you enjoyed
and the ones you did not, and fill out the following table.
Jobs I enjoyed
Jobs I disliked
Data availability
Behaviour
Skills
Knowledge
Authority
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privacy policy
security policy
purchasing policy.
filing procedure
When systems are updated or modified, the related procedures must be updated.
Example: A record management procedure
Educational institutions often have well designed record
management policies and procedures. Imagine if they didnt.you
might not get the correct grades! Search the internet for record
management policy. An example is provided below:
<http://policies.curtin.edu.au/policies/az_index.cfm>.
While the policy gives an indication of the expected outcome, there is some scope
for variation in how this achieved.
The best procedures:
are developed in collaboration with the people performing the related task.
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presentations
distribution lists
noticeboards
corporate intranets
staff meetings.
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The skills gaps can be easily identified and then addressed through training,
recruiting or outsourcing.
Settling in period
Regardless of the size or complexity of the change, one thing is certain. Extra
effort is required from the introduction of the change to address both expected
and unexpected problems.
Wear out failures at the end of the useful life of the product.
In order to avoid failures during startup, you need to provide additional support
during this period.
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Useful life
Once the administrative system has entered into this stage, you need to ensure
that training is provided as required. This may include educating colleagues about
the system through:
induction training
refresher training.
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Risk Management
Keyboard is broken
Photocopier breakdown
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checking output for defects, with appropriate and corrective action where
necessary
regularly reviewing individual processes and the quality system itself for
effectiveness
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Section summary
You should now understand how to implement new or modified administrative
systems:
develop implementation strategies
obtain staff participation
define and communicate procedures
provide training and support
deal with contingencies.
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performance indicators
o cascaded down from the organisation goal
o cascaded down from customer requirements
o created from benchmarking against internal or external competition
incident/accident reports
complaints systems
suggestion boxes
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Tip: Dashboards
Digital dashboards are management tools that provide
constantly updated visual information about the
performance of an organisation.
Benefits of using digital dashboards include:
measure efficiencies/inefficiencies
technical monitoring.7
Audits of systems
Audits of implementation of administrative systems require some form of
standard upon which to base the audit.
One of the most commonly used quality management standards is AS/NZS ISO
9001: 2000 Quality management systems Requirements.
This is an international system for recognising organisations that have appropriate
quality management systems in place.
AS/NZS ISO 9001: 2000 Quality management systems Requirements -based
management systems focus on putting in place quality controls to ensure
consistency and improvement of key processes, which in turn provide products
and services that better meet customers' requirements.
The specific requirements under ISO 9001 cover:
management system
management responsibility
resource management
product realisation
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timeliness of monitoring
Internal audits can be conducted on a cyclical basis so that the entire operation
and the entire continuous improvement system are analysed on a regular basis.
Lean Manufacturing
Six Sigma.
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brainstorming
5 whys
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Brainstorming
Use brainstorming to access the creative sides of employees brains, to get broad
stakeholder input and to be able to build on each others ideas.
Brainstorming can be used to both identify and to solve factors which inhibit
performance.
A mode of brainstorming which is particularly good at identifying factors which
inhibit performance is negative brainstorming. In negative brainstorming the
question to be asked is why we can not improve our performance. Human nature
is such that we find it easier to think of why not, rather than How can we?
Utilising this negative aspect of our nature in brainstorming quickly creates a list
of factors inhibiting performance.
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Example: Fishbones
The fishbone (Ishikawa) diagram does not establish root cause. It creates a
visual record of one or more hypotheses about root cause. Each hypothesis still
needs to be tested.
5 whys
Use the 5 whys alone or in conjunction with a fishbone (Ishikawa) diagram to try to
drive to the root cause.
Five whys may be conducted subjectively using the experience of employees and
other stakeholders involved in the process in question. However, if quantitative
data is available, the 5 whys technique becomes much more powerful.
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induction training
refresher training
performance management
meetings
Work coaching
Workplace coaching is a collection of methods and techniques used by managers
and supervisors to help them to maintain or improve their employees work
performance.
What do we coach?
When we are talking about coaching peoples work performance, we are usually
talking about:
Task goals include bottom line targets that are measured by KPIs
production goals, deadlines, quality standards.
Who do we coach?
Traditionally, managing has involved controlling and directing the work of other
people. As a coach, however, the manager works with the employees to guide
them towards solving problems for themselves, rather than directing them to the
solution.
Generally, most performance problems can be resolved through effective
communication between managers and employees. Most employees can benefit
from coaching in some way. Coaching applies to any skill at any time. It is a simple
way to set, discuss, and monitor goals in a collaborative way.
How do we coach?
Good coaches challenge employees and ask questions that help the employee to
discover how to improve.
Coach when you wish to focus attention on any specific aspect of the
employee's performance.
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When things are performing well, take the time to understand what is
working and why.
Allow the employee to own the problem and its solutions. Ask them: How
do you think we should handle this?
When do we coach?
Coaching is different to formal training. But how do you know when you should
step in, or let employees work through the problems for themselves?
Observe the employee's work and be alert for certain triggers or signs. For
example, you may notice an attitude or behaviour creeping in, or you
discover a slump in the weekly KPIs.
Coach when you want to focus attention on any specific aspect of the
employee's performance.
Be sure you document any key elements that come out of your coaching
sessions and store them in the employees file.
are visible
dont procrastinate
lead by example
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Goal
Things can change, and the employees goals may need to be revisited and
reviewed.
Current reality
Getting to the root cause of problems means asking the team member about what
is happening and how the problem is affecting them. Often managers can leap to
a conclusion about solving a performance problem. Important information that
can help to solve the problem is often missed.
Some useful coaching questions include:
Options
Once you and your team member have explored the Current Reality, it's time to
start exploring the alternatives for solving the problem. It should be a two-way
process, so encourage the team member for their ideas and views about what
might be done.
Ask questions like:
What other options have you considered for how we might handle this?
Will
By this stage you will have examined the Current Reality and canvassed the
options for what could be done. The team member should now have a clear idea
of how to deal with the situation. The final step for you as a coach is to get them
to commit to taking action.
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Section summary
You should now understand how to monitor administrative systems and
continually improve them:
monitor system
continually improve
address training needs.
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Glossary
Glossary9
Term
Definition
Acquisition
Business Process
Management
Business Process
Reengineering
Change
Management
Coaching
Consultants
KPI
Mentoring
9Business
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Term
Definition
Outsourcing
Process
Suppliers
System
Training
Vendors
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Appendices
Appendices
Appendix 1 Implementation plan template
Appendix 2 Standard operating procedure template
Appendix 3 Specification template
Appendix 4 Case study
Appendix 5 Stakeholder mapping template
Appendix 6 Skills matrix
Appendix 7 Purchasing policy
Appendix 8 Reframing matrix template
Appendix 9 Answers to selected learning activities.
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Priority
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Task/Action
Who
Due Date
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Appendices
SOP#:
APPROVED BY:
Date:
Procedure:
#
Action
Description
Standard Required
Who
Name
Signature
Date
Employee/Candidate
Supervisor/Assessor
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Appendices
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Appendices
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Appendices
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Opposition
Active
opponents
Passive
opponents
Support
Fence-sitters
Passive
supporters
Active
supporters
Stakeholder
power
High
Medium
Low
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Appendices
Work task
Legend:
Untrained
Team member has no training
Learner
Team member cannot perform task independently
Practitioner
Team member can perform task independently with supervision
Operator
Team member can perform task independently
Coach
Team member can train others to perform task
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Policy
failure to comply with this policy and its procedures will result in
disciplinary measures.
Procedure
Definitions
Authorities:
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Appendices
Monetary limit
Requirement
Documentation
Decision
Up to $1000
Direct
purchase
Tax invoice
Department
Manager
$1001$10000
3 written
quotes
Copies of 3 quotes
Comparisons table
Project budget
Purchasing
Committee
$10,001unlimited
3 written
quotes
Suppliers must
present to purchasing
committee
Purchasing
Committee
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Appendices
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Appendices
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Appendices
Student Workbook
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