BSBLDR502-Assessment Task 2: Scenario Respond to Scenario-Based Questions

Submission details

The Assessment Task is due on the date specified by your trainer. Any variations to this arrangement must be approved in writing by your trainer.

See task specifications below for details.

You must submit a soft copy of your answers in a word document.

Upload the soft copy on the link provided in the e Learning site.

Upload the soft copy on the e Learning site with appropriate header and footer (Your name, student id, unit/subject name, assessment no, page no, etc.)

The Trainer/Assessor may further prompt and question in order to receive answers of appropriate quality or if further clarification required and to validate the authenticity of your submitted work.

Word limit: There is no word limit for the answers, but they should be reasonable in size; preferably ½ a page.

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.

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 organization’s cultural diversity and ethical values are adhered to

·         provide leadership through your own behavior, including:

·         Professional conduct that promotes trust with internal and external contacts

·         Adjusting your own interpersonal communication style to meet the organization’s cultural diversity and ethical environment

·         plan for and manage the use of networks to support identifiable outcomes for the team and the organization

·         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.

 

 

Appendix 1: Scenario – JKL Industries

JKL Industries overview

JKL Industries is an Australian-owned company, selling forklifts, small trucks, and spare parts to the 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 tax benefits to industries who purchase these vehicles.

Taking the sales rights opportunity will, however, entail some significant changes, including significant changes to the current organizational 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 organization’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 organizational climate of conflict as a risk to business goals.

Moving forward, the organization intends to build and maintain a positive organizational culture, reduce risk and achieve organizational goals through:

·         developing an effective policy framework for managing internal communications and consultation, in accordance with organizational objectives, business ethics, and compliance requirements

·         communicating and building support for organizational 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 the consultation.

Diversity issues

An internal management review of the organization 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, characterized by:

·               Resistance to change

·               Hostility

·               Passive aggression

·               Avoidance of conflict, while leaving issues unresolved

·               Issues that are apparently resolved and agreed to flare 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 organization-wide goals.

·         A lack of understanding of how to take advantage of networking opportunities through the 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 familiarized yourself with the organizational 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 percent 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.

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 behavior 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 organizational policy.

Question 2:

To respond to the issue described in question one, you have decided to meet with the team to directly address the behavior.

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 behavior 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.

Question 3:

As a manager new to the Brisbane area, you feel that you need to develop contacts with people internal to the organization, 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 organizational and professional goals. What networking or networks would you suggest?

·         Describe a situation in which you joined a network to achieve an organizational 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 organization?

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 organizational 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 realize their professional goals and related organizational 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.