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BSB51918 – Diploma of Leadership and Management
Assessment Appendices – BSBLDR502 Lead and manage effective workplace relationships | Page 1 of 10
V 3.1: Sep 2019, Approved: QAC, Next Review: Sep 2020
International College of Tasmania Pty Ltd trading as: TasCollege
RTO Code: 45352 | CRICOS Code: 03683K
Assessment 1
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)
○ facilitate feedback both to and from employees and management on relevant work performance
and outcomes of consultation.
BSB51918 – Diploma of Leadership and Management
Assessment Appendices – BSBLDR502 Lead and manage effective workplace relationships | Page 2 of 10
V 3.1: Sep 2019, Approved: QAC, Next Review: Sep 2020
International College of Tasmania Pty Ltd trading as: TasCollege
RTO Code: 45352 | CRICOS Code: 03683K
Communication and consultation issues
An internal management review of the organisation has uncovered the following issues:
● A lack of an overarching approach to information management that helps to promote common
understanding of team goals and organisational values and to build strategic relationships.
● Slow responses to internal and external customer needs.
● Slow and ineffective communication of and implementation of ideas for improved processes.
● Ineffective or no use of modern communication technologies and social platforms.
● Inadequate consultation, resulting in risks to compliance (particularly WHS consultation requirements)
and too little bottom-up information flow from employees to management. This latter results in poor
organisational take-up of improvement ideas identified by teams and individuals at lower levels of the
organisation and by customer-facing managers and employees.
● Inconsistent application by managers of grievance procedures posing a risk to employee relations.
● Poor sense of employee engagement, empowerment and accountability for work performance.
● Poor general awareness of (and therefore poor support of) organisational goals, ethics, values.
Your role
You are a communications consultant. You have been engaged by JKL Industries to revise and update strategies
and processes to manage communications and information flow within the organisation.
Note that the senior management team may be resistant to changes to communication strategies, policies
and procedures. In particular, they are concerned that a new approach to communications may result in a less
cohesive organisation.
You will need to ensure your communications strategy and processes address organisational issues, while
using your highly developed interpersonal skills to engage and motivate the senior management team to
embrace your proposed changes.
BSB51918 – Diploma of Leadership and Management
Assessment Appendices – BSBLDR502 Lead and manage effective workplace relationships | Page 3 of 10
V 3.1: Sep 2019, Approved: QAC, Next Review: Sep 2020
International College of Tasmania Pty Ltd trading as: TasCollege
RTO Code: 45352 | CRICOS Code: 03683K
Assessment 2
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)
○ facilitate feedback both to and from employees and management on relevant work performance
and outcomes of consultation.
BSB51918 – Diploma of Leadership and Management
Assessment Appendices – BSBLDR502 Lead and manage effective workplace relationships | Page 4 of 10
V 3.1: Sep 2019, Approved: QAC, Next Review: Sep 2020
International College of Tasmania Pty Ltd trading as: TasCollege
RTO Code: 45352 | CRICOS Code: 03683K
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.
The JKL Industries Brisbane Branch Manager reports to the Operations General Manager.
BSB51918 – Diploma of Leadership and Management
Assessment Appendices – BSBLDR502 Lead and manage effective workplace relationships | Page 5 of 10
V 3.1: Sep 2019, Approved: QAC, Next Review: Sep 2020
International College of Tasmania Pty Ltd trading as: TasCollege
RTO Code: 45352 | CRICOS Code: 03683K
Appendix 2: Networking plan
Networking activity
Person
Schedule
Description/rationale for
networking activity
Date for follow
up review
BSB51918 – Diploma of Leadership and Management
Assessment Resource – BSBLDR502 Lead and manage effective team relationship | Page 6 of 10
V 3.1: Sep 2019, Approved: QAC, Next Review: Sep 2020
International College of Tasmania Pty Ltd trading as: TasCollege
RTO Code: 45352 | CRICOS Code: 03683K
Assessment 3
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)
BSB51918 – Diploma of Leadership and Management
Assessment Resource – BSBLDR502 Lead and manage effective team relationship | Page 7 of 10
V 3.1: Sep 2019, Approved: QAC, Next Review: Sep 2020
International College of Tasmania Pty Ltd trading as: TasCollege
RTO Code: 45352 | CRICOS Code: 03683K
○ facilitate feedback both to and from employees and management on relevant
work performance and outcomes of consultation.
Role-play information: HR Business Partner
You are an HR Business Partner working in the JKL Industries Brisbane branch. You report
directly to the HR Manager in the Sydney Head Office. As an employee of the Brisbane branch,
you also report to the Brisbane Branch Manager. You work to provide information to
employees, team leaders and managers at the branch, facilitate service delivery through HR
centres of excellence, such as compliance and training and development, and partner with
managers to assist them in strategising, workforce planning and development, and in meeting
the needs of their customers, employees and the business as a whole.
A peer manager (from Rentals) has made an appointment to come to you about an employee
grievance.
Employee grievance
A rental employee of the Brisbane branch is concerned about plans to restructure the
business. The employee is extremely angry and feels that they:
● will definitely lose their job as a result of the restructure
● will not be given the opportunity to retrain.
They would like to formally complain that their manager has not provided rental employees
with opportunities to retrain.
In addition, the employee feels they must be underpaid because they know people in the
same job in the same industry who are making much more. They don’t understand the basis
of their pay or conditions.
Finally, the employee is currently organising other rental and sales employees for a possible
strike. They intend to pressure their union into supporting and publicising the strike.
You know that the Rentals Manager is very concerned about the impact of the grievance on
team cohesion and, potentially, the goals and objectives of the organisation. You also suspect
that the manager will be hurt or angry themselves, as they have indicated their sincere desire
to improve employee relations within their team through better communication and
relationship-building.
The trouble is that while the manager may have the best intentions, they are relatively
inexperienced and may not be approaching the conflict with the most productive mindset. The
manager may not have all the conflict resolution tools, tactics and strategies that you are
equipped with as a more experienced HR specialist.
In addition, you are aware of the following facts:
● JKL Industries’ firm policy and intention is to retrain rental employees to retain talent
(retraining is in JKL’s interest).
BSB51918 – Diploma of Leadership and Management
Assessment Resource – BSBLDR502 Lead and manage effective team relationship | Page 8 of 10
V 3.1: Sep 2019, Approved: QAC, Next Review: Sep 2020
International College of Tasmania Pty Ltd trading as: TasCollege
RTO Code: 45352 | CRICOS Code: 03683K
● So far the employee has adhered to the grievance policy as intended by the organisation.
The grievance procedure sets out a process whereby disputes are kept at the lowest
level. Employees should take their grievance first to their immediate supervisor, which
the employee has done. This gives managers the first opportunity to respond
appropriately, which is only fair. The Rentals Manager now has an opportunity to resolve
the dispute early.
● The employee is paid to the terms of the relevant modern award (MA000089 Vehicle
Manufacturing, Repair, Services and Retail Award 2010), but that all employees will soon
be able to negotiate possibly much better pay and conditions in upcoming enterprise
bargaining.
In your meeting with the Rentals Manager to provide guidance, lead the meeting through the
following stages:
1. greeting the manager
2. listening to their side
3. responding to the manager appropriately
4. working with the manager to come up with viable solutions
5. documenting activities in an action plan.
You will also, as appropriate:
● listen to the manager: understand the facts as they see them and understand their
feelings
● adopt an appropriate leadership/communication style
● be reflective, regulate your emotions, and refrain from reacting
● explain the facts as you understand them, including providing an explanation of the
grievance policy, its benefit to the organisation, and the relevance of at least one piece
of legislation
● help the manager to understand reasons for the grievance
○ Note: Given the climate of fear and suspicion that has existed within JKL Industries,
such a grievance may not be very unlikely. It is also possible that plain
communications of facts and organisational intentions may have failed because of
the underlying emotional work context. As such, the complaint should not
necessarily be a cause of offense.
BSB51918 – Diploma of Leadership and Management
Assessment Resource – BSBLDR502 Lead and manage effective team relationship | Page 9 of 10
V 3.1: Sep 2019, Approved: QAC, Next Review: Sep 2020
International College of Tasmania Pty Ltd trading as: TasCollege
RTO Code: 45352 | CRICOS Code: 03683K
● using your knowledge of dispute resolution, collaborate with the manager to determine
a series of at least three activities to resolve the conflict with the employee and complete
an action plan (use the template provided in Appendix 2)
● offer to mediate in the dispute, if required, or help to provide assistance such as
guidance, counselling or support if it requires further escalation.
Given the company’s industrial relations history and restructure plans, and history of conflict
and mistrust, contributing to positive employee relationship-building through assisting
managers will constitute a key measure of your value to the organisation.
BSB51918 – Diploma of Leadership and Management
Assessment Resource – BSBLDR502 Lead and manage effective team relationship | Page 10 of 10
V 3.1: Sep 2019, Approved: QAC, Next Review: Sep 2020
International College of Tasmania Pty Ltd trading as: TasCollege
RTO Code: 45352 | CRICOS Code: 03683K
Appendix 2: Workplace difficulties action plan template
Meeting date
Time
Attendees
Brief description of
grievance or area of
concern
Issue
identified
by:
HR meeting with
manager (Rental) and
HR Business Partner
(role played by training
candidate)
Required
action/activity
Timeframe/deadline
Person/s responsible
Description of strategy/
tactic/rationale for
action
Resources,
if required

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