Elements and Performance Criteria

The Range of Variables defines the different contexts, work environments and parameters governing the performance of this competency standard. The variables chosen in training and assessment will need to reflect local industry and regional contexts.

What reasons for entering business may be included?
Profit, employment, cultural maintenance, ownership, empowerment, family obligations and family sustainability.

What characteristics may be described in the structure of community and/or family grouping?
Clan groupings, language groupings, physical location, family groupings, kinship, customs, relationships to country and Dreaming, family requirements and gender relationships.

What business as it relates to and with country may be relevant?
Restrictions in relation to access, restrictions in relation to development, ways of interacting with/on country, ceremonial activities and requirements, cultural activities and requirements, family requirements and gender relationships, and observing appropriate protocols in talking about country.

What are the various examples of organisational structure which may relate to this standard?
Clan/family groupings, community based groupings, legislated groupings, i.e. community councils, sole traders, partnerships, corporate structure, incorporated associations and political groupings.

What legal basis and appropriate documentation may be included?
National strategies, legislation and statutory requirements, constitution, association of understanding and memorandums, minutes of meetings, membership, policy statements and guidelines, procedural statements and guidelines, and organisational procedures.

What legal limitations and requirements may apply?
Legislation, i.e. acts and statutory requirements, constitution, association of understanding and memorandums, minutes of meetings, membership, policy statements and guidelines, procedural statements and guidelines, organisational procedures, contractual requirements and obligations, audit requirements and accountability requirements.

What are some examples of key positions?
Community chairperson, business owner, land council councillor, community councillor, manager, supervisor, executive officer and elders.

What types of sources of power may be included?
Legislation, statutory requirements, management committee authority, community recognised peoples, i.e. elders, corporate documentation, i.e. constitution and/or articles and memorandum.

What relationships to country in terms of key positions may be relevant?
Identification of elders, clans/family groupings, cultural responsibilities, ceremonial requirements, family requirements and gender groupings.

How might the effectiveness of the decision-making process be determined?
Timeliness of decision, information used in the evaluation process, whether it was made at the correct level, and legal responsibilities.

What evidence is required to demonstrate competence for this standard as a whole?
Competence in mapping relationship of business enterprise to culture and country requires evidence that decision-making in business enterprises according to community protocols and the relationship of the business activity to country. The skills and knowledge required to map relationship of business enterprise to culture and country must be transferable to a range of work environments and contexts. For example, this could include other types of business enterprises.
What specific knowledge is needed to achieve the performance criteria?

Knowledge and understanding are essential to apply this standard in the workplace, to transfer the skills to other contexts and to deal with unplanned events. The knowledge requirements for this unit are listed below:

Legislation formulation.
Specific legislation.
Legal aspects of business structures.
Constitutions and other corporate documentation.
Organisational structures theories.
Decision-making processes.
Community structure.
National Reconciliation Strategy on Economic Independence.

What specific skills are needed to achieve the performance criteria?

To achieve the performance criteria, some complementary skills are required. These skills include the ability to:

Work with/within a diverse group of people.
Communicate effectively with others.
Deal with personal negative responses/reactions in a positive way.
Develop strategies that support the concept /implementation of Indigenous management (principles).
Understand and engage effectively in mediation and conflict resolution.
Recognise and encourage the development of an individual's interpersonal skills.
Analyse and evaluate skills.
Write reports.
Communicate orally.

Are there other competency standards that could be assessed with this one?
This competency standard could be assessed on its own or in combination with other competencies relevant to the job function.

Essential Assessment Information
For information about

What processes should be applied to this competency standard?
There are a number of processes that are learnt throughout work and life, which are required in all jobs. They are fundamental processes and generally transferable to other work functions. Some of these are covered by the key competencies, although others may be added. The questions below highlight how these processes are applied in this competency standard. Following each question a number in brackets indicates the level to which the key competency needs to be demonstrated where 0 = not required, 1 = perform the process, 2 = perform and administer the process and 3 = perform, administer and design the process.
Communicating ideas and information
By discussing the relationship of business enterprises to culture and country at meetings, or formally in writing with clients and stakeholders. (3)

Collecting analysing and organising information
Mapping the relationship of business enterprises to culture and country will require detailed information to be gathered from a variety of sources and analysed and organised for others. (3)

Planning and organising activities
Mapping the relationship of business enterprises to culture and country requires some planning and organising of information and resources. (2)

Working with others and in teams
Mapping the relationship of business enterprises to culture and country will require coordination of self and others in a team. (2)

Using mathematical ideas and techniques
Mapping the relationship of business enterprises to culture and country will require calculations relating to financial management. (3)

Solving problems
While mapping the relationship of business enterprises to culture and country, technical, organisational and cultural problems may arise requiring complex solutions. (3)

Using technology
Technology may be required to gather and present information. (2)