Lead and manage effective workplace relationships case study

Assessment Task 2 BSBLDR502 Lead and manage effective workplace relationships

BSBLDR502 Lead and manage effective workplace relationships 1st edition version: 1

© 2015 Innovation and Business Industry Skills Council Ltd Page 1 of 7

Respond to scenario-based questions

Submission details

Candidate’s name Phone no.

Assessor’s name Phone no.

Assessment site

Assessment date/s Time/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.

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

questions in accordance with the specifications set out below.

Assessment Task 2 BSBLDR502 Lead and manage effective workplace relationships

BSBLDR502 Lead and manage effective workplace relationships 1st edition version: 1

© 2015 Innovation and Business Industry Skills Council Ltd Page 2 of 7

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.

Adjustment for distance-based learners

● No changes to the assessment procedure or specification are required.

● Documentation may be submitted electronically.

● A follow-up interview may be required (at the discretion of the assessor).

Assessment Task 2 BSBLDR502 Lead and manage effective workplace relationships

BSBLDR502 Lead and manage effective workplace relationships 1st edition version: 1

© 2015 Innovation and Business Industry Skills Council Ltd Page 3 of 7

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.

Assessment Task 2 BSBLDR502 Lead and manage effective workplace relationships

BSBLDR502 Lead and manage effective workplace relationships 1st edition version: 1

© 2015 Innovation and Business Industry Skills Council Ltd Page 4 of 7

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.

Assessment Task 2 BSBLDR502 Lead and manage effective workplace relationships

BSBLDR502 Lead and manage effective workplace relationships 1st edition version: 1

© 2015 Innovation and Business Industry Skills Council Ltd Page 5 of 7

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?

● 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.

Assessment Task 2 BSBLDR502 Lead and manage effective workplace relationships

BSBLDR502 Lead and manage effective workplace relationships 1st edition version: 1

© 2015 Innovation and Business Industry Skills Council Ltd Page 6 of 7

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:

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.

Assessment Task 2 BSBLDR502 Lead and manage effective workplace relationships

BSBLDR502 Lead and manage effective workplace relationships 1st edition version: 1

© 2015 Innovation and Business Industry Skills Council Ltd Page 7 of 7

Appendix 3: Networking plan

Networking activity Person Schedule Description/rationale for networking activity

Applied Sciences

Architecture and Design

Biology

Business & Finance

Chemistry

Computer Science

Geography

Geology

Education

Engineering

English

Environmental science

Spanish

Government

History

Human Resource Management

Information Systems

Law

Literature

Mathematics

Nursing

Physics

Political Science

Psychology

Reading

Science

Social Science

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