BSBLDR502 Lead and manage effective workplace relationships

Learner Instructions 2
(Respond to scenario-based questions)

Submission details

Students Name

Student ID

Group

Assessor’s Name

Assessment Date/s

The assessment task is due on the date specified by your assessor. Any variations to
this arrangement must be approved in writing by your assessor.
Submit this document with any required evidence attached. See specifications below
for details.

Performance objective

You will demonstrate the skills and knowledge required to establish systems to
develop trust and confidence and manage the development and maintenance of
networks and relationships.

Assessment description

For this assessment task, you will read and respond to a scenario by answering a set
of written questions.

Procedure

1. Read the scenario in Appendix 1. Pay particular attention to diversity and

networking issues and information about your role as Brisbane Branch
Manager.
2. Review the JKL Industries simulated business documentation, including policies
and procedures.
3. Read the questions in Appendix 2 related to the scenario.
4. Create a document with written answers to the questions.

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5. Submit a print or electronic version of your document containing answers to the

questions in accordance with the specifications set out below.

Specifications

You must submit:

● a print or electronic document containing answers to the case-study-based
questions.

Your assessor will be looking for evidence of your ability to:

● apply policies to ensure that the organisation’s cultural diversity and ethical
values are adhered to
● provide leadership through your own behaviour, including:

○ professional conduct that promotes trust with internal and external

contacts
○ adjusting your own interpersonal communication style to meet the
organisation’s cultural diversity and ethical environment
● plan for and manage the use of networks to support identifiable outcomes for
the team and the organisation
● explain how systems, policies and procedures can support the development of
effective work relationships, focusing on interpersonal styles, cultural and social
sensitivity and networking.
● explain the relevance of legislation for managing effective workplace
relationships
● interact with others through adapting your personal communication style to
build trust and positive working relationships, and to support others’
adjustments in practice and culture
● get the work done through:

○ taking personal responsibility for planning networking activities for

yourself and others, taking into account capabilities, efficiencies and
effectiveness
○ developing plans for networking activities with strategic importance.

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Candidate: I declare that this work has been completed by

me honestly and with integrity and that I have been
assessed in a fair and flexible manner. I understand that the Signature: ___________________
Institute’s Student Assessment, Reassessment and
Repeating Units of Competency Guidelines apply to these
Date: ____/_____/_____
assessment tasks.

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Appendix 1: Scenario – JKL Industries

JKL Industries overview

JKL Industries is an Australian-owned company, selling forklifts, small trucks and
spare parts to industry. They also have a division that leases forklifts and small
trucks.
The company’s head office is in Sydney and has branches in Brisbane, Melbourne,
Perth, Adelaide and Canberra.

Change
After 12 years in business, focusing on forklifts and small trucks, JKL Industries has
negotiated the sales rights to a range of medium and large trucks from an overseas
supplier. This opportunity will provide JKL Industries with an advantage in range over
its competitors.
Sales results over the past five years have indicated strong growth in forklift and truck
sales, which have averaged 10% sales growth per annum. The rental market has
been in decline for the past three years due to the reduced costs of these vehicles
and some taxation benefits to industries who purchase these vehicles.
Taking the sales rights opportunity will, however, entail some significant changes,
including significant changes to the current organisational structure. The company will
reposition itself to focus solely on retail sales and service and exit the rentals market,
in which forces such as competition and consumer choice reduce potential
profitability.
In accordance with the organisation’s values, JKL Industries intends (to the extent
feasible) to recruit from within the company and up-skill or re-skill existing employees
presently working in rentals who wish to remain with the company.
Given the company’s previous history of employee grievances over pay and
conditions and current plans to restructure, JKL Industries has identified poor
communications and an organisational climate of conflict as a risk to business goals.
Moving forward, the organisation intends to build and maintain a positive
organisational culture, reduce risk and achieve organisational goals through:
● developing an effective policy framework for managing internal communications
and consultation, in accordance with organisational objectives, business ethics,
and compliance requirements
● communicating and building support for organisational initiatives and objectives

● managing information flow to:

○ provide managers and employees with at-hand information to perform

their work responsibilities
○ communicate ideas for improvement (top-down and bottom-up)

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○ facilitate feedback both to and from employees and management on

relevant work performance and outcomes of consultation.

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Diversity issues
An internal management review of the organisation has uncovered the following
issues:
● Poor leadership on the part of managers and low accountability and sense of
personal responsibility for results on the part of both managers and employees.
● A lack of interpersonal skills, cultural sensitivity and emotional intelligence
among managers and employees.
● A lack of trust.

● A lack of awareness of relevant policy and legislative requirements for diversity

and business ethics.
● A culture of chronic conflict, characterised by:

○ resistance to change
○ hostility
○ passive aggression
○ avoidance of conflict, while leaving issues unresolved
○ issues that are apparently resolved and agreed flaring up repeatedly.

Networking issues
As a manager, you have noted:
● A lack of awareness of internal and external networking opportunities.

● A lack of understanding of the purpose/s of networking and its relation to

individual, team and organisation-wide goals.
● A lack of understanding of how to take advantage of networking opportunities
through use of interpersonal skills and emotional intelligence.
● No internal communities or social platforms through which functional or cross-
functional teams can discuss professional issues, and share insights and
perspectives.

Brisbane Branch Manager

You are the new manager of the Brisbane branch. Over the last two weeks you have
familiarised yourself with the organisational environment and the characteristics and
needs of your team.
You have read the consultant’s report on proposed communication and consultation
strategies and are 100 per cent behind the approach. The strategy will need to be
applied to supporting diversity and facilitating better networking.

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The JKL Industries Brisbane Branch Manager reports to the Operations General
Manager.

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Appendix 2: Questions

For the following scenario-based questions, put yourself in the position of the new
Brisbane Branch Manager and answer the questions accordingly.

Question 1:

An employee has complained to you that some members of your team have not
made any effort to accommodate non-Christians in this year’s Christmas
celebrations. The employee feels excluded and disappointed that an opportunity to
bring the team together has instead divided the team along religious lines.
How would you address the employee’s complaint?

In your written response to the above question:

● Describe at least two pieces of JKL Industries’ policy or procedure that conflict
with the team’s behaviour towards the employee.
● Identify the relevance of one piece of relevant legislation.

● Describe how policies and processes can help to promote cultural diversity,
ethical values and relationship-building.
● Describe any changes or additions you would make to JKL Industries’ policies,
processes or communications to further promote cultural diversity and ethical
values.
● Describe how you would approach the team and any suggestion you would
make to resolve the issue fairly and consistent with organisational policy.

Question 2:

To respond to the issue described in question one, you have decided to meet with
the team to directly address the behaviour.
How would you prepare for and approach this meeting?

In your written response to the above question:

● Describe what potential problems you anticipate from the team.

● Describe how you would confront the team with their unacceptable behaviour,
while maintaining trust and avoiding the impression of taking sides.
● Describe your standard or default communication style. What communication
style would you consider adopting for this scenario?

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● Describe a previous situation in which you adapted your communication style to

meet the needs of others in the workplace or achieve a work goal.

Question 3:

As a manager new to the Brisbane area, you feel that you need to develop
contacts with people internal to the organisation, such as managers, and external
people, such as suppliers, business networks, managers’ networks and mentors.
How would you approach networking to achieve goals?

In your written response to the above question:

● Describe how networking with internal and external people could help you build
positive relationships to achieve organisational and professional goals. What
networking or networks would you suggest?
● Describe a situation in which you joined a network to achieve an organisational
or professional development goal. Describe the network. How did you build
stronger relationships within the network? What was the result of the
networking for you and your organisation?

Question 4:

Your sales team is relatively new and inexperienced. You feel that they would
benefit from networking. Sam and Alex need to build relationships with customers,
suppliers and fellow salespeople to achieve personal development and
organisational goals.
● Sam: Has issues with internal and external suppliers who consistently miss
delivery dates and won’t cooperate in keeping costs down for customers.
Consequently, he has issues with his own customers; he feels suppliers don’t
understand his needs as a client. Sam finds conflict really hard and avoids
getting angry, hoping the problem will resolve itself. Sam feels he would
benefit from hearing how others negotiate terms with suppliers. Right now,
however, he has very little respect for them as they’ve let him down.
● Alex: Has issues with customers who obviously don’t understand a good
deal when they see it. He’s also tired of chasing ‘deadbeats’ for settling
accounts on credit. Alex would like to know how others deal with such ‘fools’
and still maintain a sense of self-respect.

How would you lead Sam and Alex to realise their professional goals and related
organisational goals over the next three months?

Using the template provided in Appendix 3:

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1. Prepare a plan to develop and maintain internal and external relationships,

including a schedule for the next three months.
2. Include at least two activities for each salesperson.
3. Provide a rationale for each activity.

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Appendix 3: Networking plan

Networking Person Schedule Description/rationale for networking

activity activity

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Answers

An employee has complained to you that some members of your team have not
made any effort to accommodate non-Christians in this year’s Christmas
celebrations. The employee feels excluded and disappointed that an opportunity to
bring the team together has instead divided the team along religious lines.

Draft a response to the employee’s complaint.

Answer:
JKL Industries' strategy or system that contention with the group's conduct towards the
representative. Once the Code of Conduct has produced for JKL Industries, it should impart
viable to whatever left of the hierarchical individuals for its efficient usage and better result. A
correspondence system must set up that incorporates the accompanying:
Each representative must give a duplicate of the Code of Conduct
Each worker must be clear about his/her duty regarding submitting to the arrangements of the
Code
Hierarchical duty towards the Code should be cleared up to the representatives
Discourse sessions with the workers must start all the time
For pertinence of one bit of relevant enactment, the approach of the organization checking the
employee adherence to the Code of Conduct, an instructional class named 'Living the Code'
can created that leads a session met each consistent interim to recognize and teach the
hierarchical individuals on the set-up principles and arrangements of the Code.
All people are required to finish the instructional meeting each year, particularly the recently
utilized ones. Besides, the worker conduct and leads are nearly taken care of and checked as
execution administration that gives a lot of data on the adherence of representative to the set
up Code of Conduct arrangements and procedures can advance differing social qualities,
moral esteems and relationship-building.
The Code of Conduct that has created should be fused careful inside the HR strategies and
practices. It is entirely straightforward to coordinate and additionally combine. The Code will
probably affect the first convictions and additionally operation of the association JKL
Industries. The Code would accomplish finish usage and also join the organization when
expanded number of partners gets included inside its advancement or creation handle. Simply
the way procedure prescribed for production, arrangement, and communication of
authoritative esteems or key agreement, comparable interest prompts the fruitful joining of the
Code (uky, n.d.).

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To respond to the issue described in question one, you have decided to meet with
the team to directly address the behaviour.
How would you prepare for and approach this meeting?

Answer
The potential issues that I expect from the group are worker biasing. At the point when
workers see the bias to be boundless, such circumstance may prompt authoritative clash. It
would not exclusively be a struggle between different employees and favoured
representatives additionally with the official or administration and staff.
If such circumstance happens, at that point working condition getting to be plainly not helpful
for other individuals to work. The event may prompt a few workers to make a right move
against bosses who take part in heinous partiality, referring to a particular treatment given sex
or ethnicity. At the point when a few of these antagonistic practices happen pair, they can
ascend to the level of working environment tormenting, a dangerous type of relational
manhandle. These methods cause issues that ought to be tended to by administrators to limit
the adverse effect on the association.
The Assertive Communication style is utilized to receive the case situation in which individuals
naturally express their suppositions and sentiments and an organization advocate for their
rights as well as without disregarding the privileges of others. They will esteem themselves,
their time, along with their passionate, profound, and physical needs and are also strong
backers for their reasons while being extremely deferential on the privileges of others.
Workplace harassing along with other harmful representative conduct is the circumstance I
stood about before the matter where I utilize passive communication approach for the group in
which individuals have built up an excellent example of abstention from interactive their
evaluations or opinions, securing their distinguishing and rights and talking their necessities.
Therefore, uninvolved people don't react naturally to adverse or outrage initiating
circumstances (nsw, n.d.).

HR manager meeting with rental employee

Arrange the role play

Time: 10 am – 11 am

Date: 15 November 2019

Place: meeting room

Presentation: the report presentation
Participators: hr business partner and rental manager
Purpose: This role play is to ensure that we have go through the same understanding and
solution

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As a manager new to the Brisbane area, you feel that you need to develop
contacts with people internal to the organisation, such as managers, and external
people, such as suppliers, business networks, managers’ networks and mentors.
How would you approach networking to achieve goals?

Answer
The organizational administration with inside and outer individuals could enable you to
construct active connections to accomplish hierarchical and proficient objectives. Partners are
a part of or potentially influenced (adversely or emphatically) with the right outcome and also
result in hobby, opportunity or even program. Spouses can quickly isolate directly into a
couple of basic principle varieties:
Internal Stakeholders occupied using personal exchanges along with the business. (For
illustration, leasers, customers, stockholders, vendors, and also workers)
External Stakeholders are afflicted with or even make a difference to a great small business'
pursuits and never having to always be particularly active along with the firm. (For illustration,
all the people, communities, extremist events, enterprise bolster people together with the
media)
For just once, I signed up for a system to attain a state or even qualified advancement goal.
Your key to constructing a slow partner relationship can be responding to most individuals
with an organization. Spouses ought to carry out an acceptable pointed out a great
corporation's system. Following almost any partner tells, it is essential to make a new made
up statement with all the items examined.
Your statement will truly have got facts about various undertakings, plans or even new
activities. That promotes my family so that you can fabricate much more based connections
inside the system. I came across that will three particular even so connected styles of
methods administration—business, individual, and also vital—though a crucial part of their
moves. The principal made it simpler for these folks oversee latest inward responsibilities, one
other reinforced their self-improvement, and also another opened up their own little brown
eyes so that you can new customer’s bearings together with the lovers that they need to enrol.
Even though our supervisors various inside the best way beneficial that they general business
and also specific methods supervision, all of us learned that they each underutilized critical
systems management (national seminars training, n.d.).

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Your sales team is relatively new and inexperienced. You feel that they would benefit from
networking. Sam and Alex need to build relationships with customers, suppliers and fellow
salespeople to achieve personal development and organisational goals.
● Sam: Has issues with internal and external suppliers who consistently miss delivery dates
and won’t cooperate in keeping costs down for customers. Consequently, he has issues with
his own customers; he feels suppliers don’t understand his needs as a client. Sam finds
conflict really hard and avoids getting angry, hoping the problem will resolve itself. Sam feels
he would benefit from hearing how others negotiate terms with suppliers. Right now,
however, he has very little respect for them as they’ve let him down.
● Alex: Has issues with customers who obviously don’t understand a good deal when they see
it. He’s also tired of chasing ‘deadbeats’ for settling accounts on credit. Alex would like to
know how others deal with such ‘fools’ and still maintain a sense of self-respect.

How would you lead Sam and Alex to realise their professional goals and related organisational
goals over the next three months?

Answer

I could seek to build a network of senior managers who they can influence through their
expertise or who can advise them on how to build a business case to solve their problem to
get the appropriate authority to proceed. Also I could create a network with the suppliers to
negotiate prices. I would suggest team meetings, reports and operational plan to network.

I participated to a safety training at work. I had a face to face meeting with other co-workers
and senior manager. The senior manager used slides and videos and he also asked us
questions and ways to improve the safety in our company. The result of networking was very
positive and I noticed an improvement overall as we are now more knowledgeable of the
safety requirements in the company.

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Appendix 3: Networking Plan

Date for
Networking
Person Schedule Description/rationale for networking activity follow up
activity
review

Sam needs a training to learn how to deal with 20 Nov

Training Sam 1 week
internal and external suppliers and customer service. 2019

Senior staff could mentor Sam and explain him the 27 Nov
Mentoring Sam 2 weeks
best way to negotiate terms with suppliers. 2019

He calls “fools” the customers. He definitely needs a

Training in
training to learn how to behave with customers. He 5 Dec
areas of code of Alex 3 days
will be given a first and second warning, then a 2019
conduct
dismissal if he doesn’t change.

Feedback Alex could ask customers to give him a feedback on

12 Dec
Alex 1 day his performance. In that way he can see where he has
2019
to improve.

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