Unit of competency Outline
Date retreived
22/07/2026 10:01 AM AWST
22/07/2026 10:01 AM AWST
Whilst all efforts are made to provide accurate and timely information from the relevant source/documentation, please be aware that the information supplied may not be the most current version. The accuracy of the detail has not been confirmed by the Department and therefore should not be relied upon without first confirming the contents.
Organise and chair meetings
Organise and chair meetings
Unit of competency
National Code
CSCORG404A
CSCORG404A
State Code
S5990
S5990
TGA Status
Replaced
Replaced
DTWD Status
Replaced
Replaced
State Implementation and Classification
Approved Date
22/07/2014
Field of Education
080399 - Business And Management, N.e.c.
Original Release Date
22/07/2014
Nominal Hours
30
Description
This unit of competency describes the outcomes required to organise and chair meetings in the workplace and in the range of different meetings required by the roles and responsibilities of the candidate and the decision-making processes and protocol of the organisation. This unit is about the organisation and leadership necessary to chair meetings so that the objectives of the meetings can be achieved. It includes organising, convening and participating in meetings. In practice, organising and chairing meetings overlap with other generalist or specialist work activities such as using workplace communication strategies, establishing and maintaining networks, handling information, preparing reports, using resources, etc.
Notes
Elements and Performance Criteria
1Prepare for meeting.
- 1.1 Consult participants attending the meeting for agreement on the meeting objectives.
- 1.2 Ensure that people with an interest in the meeting are given sufficient notice and information to allow them to contribute effectively.
- 1.3 Ensure that preparation for the meeting is sufficient to enable informed and effective participation.
- 1.4 Ensure that consultation with people being represented is in accordance with organisational requirements.
2Convene meeting.
- 2.1 Ensure venue and other resources are appropriate for the nature of the meeting.
- 2.2 Create and distribute an agenda in advance of the meeting in accordance with meeting protocols.
- 2.3 Allocate discussion time in a way that is consistent with the importance, urgency and complexity of the key points.
3Chair meeting.
- 3.1 Conduct the meeting in a way that follows organisational protocols and achieves the objectives within the allocated time.
- 3.2 Ensure through leadership that discussion helps those attending the meeting to make useful contributions.
- 3.3 Acknowledge the contributions and viewpoints of others and include them in discussion in a constructive manner.
- 3.4 Provide information and summaries clearly and at appropriate points during the meeting to assist in mutual understanding and agreement.
- 3.5 Discourage unhelpful arguments and digressions courteously and with positive direction.
- 3.6 Encourage feedback from those attending and use constructive feedback to improve the effectiveness of future meetings.
- 3.7 Close the meeting by summarising the meeting outcomes.
4Take follow up action.
- 4.1 Provide clear, accurate and concise information about decisions and recommendations made at the meeting to those who need it.
- 4.2 Document decisions clearly and follow agreed practice for the distribution of minutes.
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. Add any essential operating conditions that may be present with training and assessment depending on the work situation, needs of the candidate, accessibility of the item, and local industry and regional contexts.
Participants attending the meeting should include people who:
are known, from inside the organisation or work unit
are from a range of different levels in the organisation
have different personal and cultural values and expectations
may be cooperative and supportive of the agenda
may be uncooperative and challenging
are from outside the organisation
act for purposes of other organisations and agencies
are forming a new group
belong to an existing group.
Organisational requirements may include:
policies, procedures and protocol around membership of meetings and any representative roles and responsibilities
terms of reference of committees and decision-making bodies
recording and reporting requirements
organisation's information management system
legal or statutory requirements of the meeting body
code of conduct
environmental and sustainable practices.
Meeting protocols should include:
application of formal meeting procedures
informal meeting procedures
consensus decision making
democratic decision making
application of constitutional requirements
application of terms of reference.
Leadership styles and methods include:
techniques for initiating action and directing decision making
strategies for presenting a confident, assured and direct manner in challenging situations
strategies for saying no to unreasonable expectations
maintaining ethical practices and beliefs in the face of opposition
techniques for building relationships of trust, including with people from different cultures
strategies for acknowledging and respecting the attitudes and beliefs of others without necessarily condoning them
maintaining fair and equitable outcomes
techniques for promoting active and genuine participation and ownership.
Participants attending the meeting should include people who:
are known, from inside the organisation or work unit
are from a range of different levels in the organisation
have different personal and cultural values and expectations
may be cooperative and supportive of the agenda
may be uncooperative and challenging
are from outside the organisation
act for purposes of other organisations and agencies
are forming a new group
belong to an existing group.
Organisational requirements may include:
policies, procedures and protocol around membership of meetings and any representative roles and responsibilities
terms of reference of committees and decision-making bodies
recording and reporting requirements
organisation's information management system
legal or statutory requirements of the meeting body
code of conduct
environmental and sustainable practices.
Meeting protocols should include:
application of formal meeting procedures
informal meeting procedures
consensus decision making
democratic decision making
application of constitutional requirements
application of terms of reference.
Leadership styles and methods include:
techniques for initiating action and directing decision making
strategies for presenting a confident, assured and direct manner in challenging situations
strategies for saying no to unreasonable expectations
maintaining ethical practices and beliefs in the face of opposition
techniques for building relationships of trust, including with people from different cultures
strategies for acknowledging and respecting the attitudes and beliefs of others without necessarily condoning them
maintaining fair and equitable outcomes
techniques for promoting active and genuine participation and ownership.
The Evidence Guide provides advice on assessment and must be read in conjunction with the performance criteria, required skills and knowledge, the range statement and the Assessment Guidelines for this Training Package.
Overview of assessment
This unit should be assessed in the workplace with demonstration of performance in chairing meetings in the range of different meetings encountered in the workplace. Some criteria for performance in this unit may have to be assessed in specially constructed exercises, such as simulations or role plays.
Evidence should be gathered over time in a range of contexts to ensure the person can achieve the unit outcome and apply the competency in different situations or environments.
Critical aspects for assessment and evidence required to demonstrate competency in this unit
In addition to integrated demonstration of the elements and their related performance criteria, look for evidence that confirms:
the knowledge requirements of this unit
the skill requirements of this unit
application of employability skills as they relate to this unit
ability to organise and chair meetings in a range of (two or more) contexts or occasions, over time.
Context of and specific resources for assessment
Valid assessment of this unit requires:
a workplace environment or one that closely resembles normal work practice and replicates the range of conditions likely to be encountered when preparing, convening and chairing meetings in the workplace, including coping with difficulties, irregularities and breakdowns in routine
copies of legislation, policies, procedures and guidelines relating to workplace communication and meeting protocols
access to appropriate learning and assessment support when required.
Method of assessment
Evidence must include observation and information generated in the workplace as well as observation of performance in routine work functions or, where this is not possible, in a simulated exercise.
The following assessment methods are suggested:
observation of performance in routine workplace activities within a range of agreed responsibilities and in various work locations
written and/or oral questioning to assess knowledge and understanding
completion of workplace documents and reports produced as part of routine work activities
third-party reports from experienced practitioners
completion of performance feedback from supervisors and colleagues
case studies
scenarios
simulations or role plays.
Guidance information for assessment
Assessment methods should reflect workplace demands, and any identified special needs of the candidate, including language and literacy implications and cultural factors that may affect responses to the questions.
In all cases where practical assessment is used it will be combined with targeted questioning to assess the underpinning knowledge.
Overview of assessment
This unit should be assessed in the workplace with demonstration of performance in chairing meetings in the range of different meetings encountered in the workplace. Some criteria for performance in this unit may have to be assessed in specially constructed exercises, such as simulations or role plays.
Evidence should be gathered over time in a range of contexts to ensure the person can achieve the unit outcome and apply the competency in different situations or environments.
Critical aspects for assessment and evidence required to demonstrate competency in this unit
In addition to integrated demonstration of the elements and their related performance criteria, look for evidence that confirms:
the knowledge requirements of this unit
the skill requirements of this unit
application of employability skills as they relate to this unit
ability to organise and chair meetings in a range of (two or more) contexts or occasions, over time.
Context of and specific resources for assessment
Valid assessment of this unit requires:
a workplace environment or one that closely resembles normal work practice and replicates the range of conditions likely to be encountered when preparing, convening and chairing meetings in the workplace, including coping with difficulties, irregularities and breakdowns in routine
copies of legislation, policies, procedures and guidelines relating to workplace communication and meeting protocols
access to appropriate learning and assessment support when required.
Method of assessment
Evidence must include observation and information generated in the workplace as well as observation of performance in routine work functions or, where this is not possible, in a simulated exercise.
The following assessment methods are suggested:
observation of performance in routine workplace activities within a range of agreed responsibilities and in various work locations
written and/or oral questioning to assess knowledge and understanding
completion of workplace documents and reports produced as part of routine work activities
third-party reports from experienced practitioners
completion of performance feedback from supervisors and colleagues
case studies
scenarios
simulations or role plays.
Guidance information for assessment
Assessment methods should reflect workplace demands, and any identified special needs of the candidate, including language and literacy implications and cultural factors that may affect responses to the questions.
In all cases where practical assessment is used it will be combined with targeted questioning to assess the underpinning knowledge.
Replaced By
| State Code | National Code | Title | Type |
|---|---|---|---|
| AUY93 | CSCORG010 | Organise and chair meetings | Unit of competency |
| State Code | National Code | Title | Type |
|---|---|---|---|
| W996 | CSC50112 | Diploma of Correctional Administration | Qualification |
| S567 | CSC40107 | Certificate IV in Correctional Practice | Qualification |