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BSB50420 Diploma Of Leadership And Management

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  • Course Code: BSB50420
  • University: Victoria University
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  • Country: Australia

Answers:

Task 1

  1. Describe how you could source, analyse and share information with your team about work responsibilities.

A team is a group of people that have specific skills and are committed to meeting a common purpose in an organisation. Here they hold themselves mutually accountable for the results of their teamwork. Teams also develop a distinct identity and continue to work together in a more coordinated and supportive manner all through. For effective teamwork to take place; there will be need for sharing of information with regard to work responsibilities (Beardwell & Claydon, 2010; Arroliga & C.Huber, 2014).  For clear communication on work responsibilities, it is the work of a leader to ensure that the type of information sought is one that benefits the team. At this, the leader will need to do a background assessment on the communication needs for the team members. In this process, he will also help the team members anticipate what they are expecting from each other.

It is also important to get rid of any surprises since team members are only interested with information that concerns them. Here the leader should also allow them to have a question and answer session when delivering the information. The aspect of clarity should come clear and the leader shall at times be patient an explanatory to expand ideas that might not be clear to the team members (Delbecq, et al., 2013). Defining roles is also part of information delivery as options and proposals and explained.

  1. List two consultation methods you could use to receive information and feedback you are your team.

The two consultant methods are:

  • The use of Feedback Boxes placed in a strategic place.
  • Conducting Surveys.(Vecchio, et al., 2010)
  1. List two (2) ways you could give feedback to your team about the outcomes of the consultation process.

The two ways to give feedback are:

  • Feedback Sandwich
  • Stop, Start, Continue(Davis, et al., 2016)
  1. Describe how you could ensure that issues raised are resolved promptly or referred to relevant personnel.

The main reason for communicating in the workplace is to ensure that employees are able to understand their duties and responsibility. At the same time, this is important in ensuring that the company management understands challenges faced by the group in various aspects of work. Whenever issues are raised in an organisation, action on the issues raised is mandatory. For a manager to ensure that issues raised are promptly resolved or referred to relevant personnel it is important to first focus on the behavior and not the perceived employee attitudes (Fraher, 2011). This is because employee behavior can be changed with regard to what was observed. It is also important to be objective on the kind of information shared. This means that any kind of issue raised should be addressed independently; at this, the manager will also weigh other possible options. It will also be important to provide a time limit for each issue raised. The manager needs always to encourage employees that they could do better on the issues (Anand & Daft, 2007). Lastly, the manager should address each issue privately to relation to the source.

  1. Describing how you could ensure that your organization’s cultural diversity and ethical values are adhered to.

Due to a multicultural workforce, it is important for organisation to maintain cultural diversity at all times. This can be done in the following ways; firstly, the company needs to create a diversity policy for the company. When an organisation has a formal policy, it sends the message that the company does not discriminate workers with regard to race and culture. Here the company needs to outline behavior that cannot be tolerated and the punishment on the same. The management can also establish a confidential and safe method that employees will use in reporting a sort of discrimination, including behavior, which breaches diversity policy (Eisenbeiss, 2012). To ensure this is done, employers need to designate a human resources representative whom employees can go to for complaints on discrimination. These complaints should also be documented and proper steps taken to solve the problems through an outlined policy (Zaccaro, 2007). 

Lastly, there should be an orientation training on cultural diversity. This will help employees accept and respect each other regardless of where they come from. For example, if the company has an African client it is important to hold business customs, which are practiced in Africa. This should be the same for other countries and other cultures (Anand & Daft, 2007).

  1. List two (2) ways you could gain the trust and confidence of your work colleagues and external contacts through your professional conduct.

The two ways are:

  • Establish and maintain integrity at all time when dealing with clients.
  • Consider all employees as equal partners(Eisenbeiss, 2012).
  1. How could you adjust your own personal communication style to meet your organization’s cultural diversity and ethical environment?

Cultural diversity in organisation is usually expressed through clear communication styles. However, each culture has its own rule when it comes to the practice of culture. They have their own phobias, values and anxieties, which are explicitly taught on the information, which is absorbed subconsciously. To communicate effectively it is important for to understand these differences. One of the best ways it the use of technology, this is because it provides a forum where all employees are able to download information and translate it to their cultures (Beardwell & Claydon, 2010). Using tools such as the social media platforms enables employees to select information that is relevant to them and act on. It is also very important for the employer to realize the importance of diversity as a key to effective and cross-cultural communication.

  1. Describe how you could support your work colleagues in adjusting their own interpersonal communication styles.

One of the ways to support employees in adjusting their own interpersonal communication styles begins with understanding their cultural backgrounds. The whole process will however be possible by use of communication skills. For example, when an employee is talking, the manager or the leader can help them express themselves through verbal communication. This is by asking questions or responding verbally to their issues. In addition, the leader can use non-verbal communication where he will be nodding or smiling to show that he understands or empathizes with the issues that the employee is expressing to him. Other forms of interpersonal communication will call for the employee to provide repeated feedback at all time (Peretomode, 2012).

  1. List two (2) ways you could use networks to build workplace relationships

The two ways to network and build workplaces:

  • Creating alumni Groups
  • Developing a personal network.
  1. Describe how you could make the most of your networking opportunities to ensure that workplace relationships are developed and maintained.

When it comes to workplace relationships networking looks that taking advantage, recognizing the advantages of a valuable relationship, and getting things done to achieve required goals. This will also look at working closely with other workers to become aware of future and potential needs and problems. It will also devise strategies that will address such needs. Networking will also look at the participation of each employee. In this, process and issues around the workplace people will join hands, discuss their concerns, and have a say to come up with solutions. Networks and relationships are also established between workers and people in the organisation or communities that the organisation uses to provide services to the community. It is the work of networks to build a sense of common support and destiny (Fraher, 2011). In this regard, they will help in empowering individuals and strengthening teamwork and the organisation itself.

  1. Describe the process you follow to identify and resolve difficulties in workplace relationships, including an action plan.

Workplace conflict is usually common in any type of organisation, some of these conflicts are inevitable is people are social beings with different personalities, opinions and goals. When an organisation learns how to handle conflict, they will be able to prevent it from hindering the professional growth of the company and themselves (Zhao & Seibert, 2006). The following steps can be used to resolve conflict through the outlined action plan:

  1. Identify sources of conflict: the fast action will be to gather as much information as one can

Regarding the conflict situation, this will make it easy for one to resolve the issue. At this, the manager will need to get information on when the employee felt offended, comparing the relationship between the incidents and finding out how the incident began. While doing this, it is important to give each parties a chance to share their views on the conflict. This will provide the manager with a strong basis on the situation since it demonstrates the managers impartiality (Vecchio, et al., 2010). As the two parties express their thought, always be an active listener and acknowledge the information shared by the two warring parties.

  1. Look beyond the issue: The step will request one to look at the issue in another perspective.

For example, it will investigate what caused the anger between the two parties leading to a disruption of the normal relationship between employees. This is because, as much as the source of conflict might be a minor issue, the level of enmity will have grown to the extent that the two parties begin attacking one another personally instead of looking at the main problem (Chiocchio, et al., 2011). While at the office, it is important to enable the two parties look beyond the incident and discover the real cause of conflict. Here it is important to ask questions like what happened and when they think the problem arose between them (Adler & Elmhorst, 2010).

  1. Ask for solutions: once each party has expressed own point of view, the next step will be 

To ask each part to provide their views on how the conflict can be resolved or how the situation can be changed. During this time, one has to be an active listener and take note of the nonverbal communication between the two parties (Adler & Elmhorst, 2010). Continue listening until the two parties start to cooperate without finger pointing on the ways they can resolve conflict.

d). Identify solutions that are supported by the two parties: The fourth step will to take note of the course of action, which will come from the two parties. Here one need to look at the advantages of the new ideas from the perspective of the organisation and that of the warring groups. For example, when the two parties agree, it means that production in a particular department will be increased.

  1. Agreement: this is the final step of action where the mediator allows the two parties to shake hands and agree on the alternatives(Hoegle & Muethel, 2016). Everything discussed and agreed on should be documented and the two parties sign as part of agreement.
  2. Describe how you could manage workplace conflict constructively, in accordance with your organization’s policies and procedures.

One of the ways to manage conflicts at the workplace is to first accept that conflict is inevitable occurs anytime. In this line, it will be important to deal with the issues as they occur and not avoiding. During the time that the conflict occurred, it is important to keep calm while addressing the issues. Ensure that the two parties are present and each party is allowed to express their issues. During this time, it is important to be a good listener while taking notes on the issues discussed. After that, read to them the workplace policies and describe to them how their issues are affecting these policies. In the end, agree on a solution that the two parties settle with, in relation to the policies of the organisation. Ensure the agreement is documented and signed (Hoegle & Muethel, 2016).

The two ways to support colleagues in managing difficulties in the workplace are:

  • Encourage teamwork
  • Appraise them for work done well.(Hoegle & Muethel, 2016)

Task 2

  1. Issues relating to the situation and impact to Trevor’s work responsibility

One of the main issue is discrimination at the work place that Trevor experienced from his work colleagues. This is a violation of the Equal opportunity policy that is supposed to be applied to all employees, in particular the relationship in the workplace.

  1. The following steps will be taken to manage Trevor’s complaints with reference to BizOps policies and procedures.

Firstly, as the chosen mediator the initial step will be to summon Trevor to express his problem with fellow colleagues on the issue of workplace discrimination. This will be followed by convening a meeting between Trevor and the parties he identified as being discriminatory. During the first meeting with the two parties, Trevor will be asked to list discriminatory occurrences and statements. The mediator will then allow the other parties to defend themselves. After this the workplace policy document will be read, in particular on the issue of Equal employment opportunities and the rights and responsibilities of each employee. The other parties will then be told where they have gone against the company’s workplace policy and procedures and warned against repeated the same (Leavy, 2014). The meeting will be document and the two parties will be asked to shake hands and sign the document as a show of commitment.

  1. To ensure that the consultation process provides opportunities for Trevor contributes to

The issue in an appropriate manner, an internal memo will be disseminated and Trevor will be asked to meet the chosen mediator as well as the other parties. During the meeting, it will be important to inform Trevor the purpose of the meeting and get his expectations. It is also important to assure him of protection from discrimination and his work.

  1. One of the ways that feedback will be provided to Trevor and other employees will be

Through sending an internal memo to all parties involved. It will also be good to do a follow up on the issue after some time and later inform the other staff whether Trevor is now comfortable with his job (Chiocchio, et al., 2011).

  1. The following is the issue management process that will ensure issues raised are

Completely resolved.

PROCESS

DESCRIPTION

Symptoms

The symptoms will include poor communication with customers, absenteeism at work, and bitterness with other employees, reduced performance.

Facts

Trevor complains of employee discrimination. Trevor is aged and feel discriminated due to his age. He is not as fast as other colleagues are.

Analysis

Due to workplace discrimination from other colleagues, it became difficult for Trevor to continue working in is usual station. He felt that discrimination caused him to perform poorly and needed intervention. Failure to do this, workplace policies will remain being in violation. In addition, Trevor may resign from the Job and sue the company for discrimination.

Options for Resolutions

The best options for resolution will be to mediate between Trevor and fellow colleagues. It will be important to write an internal memo against workplace discrimination highlighting penalties for those who engage in such behavior. The parties accused should also formally apologize to Trevor and sign an agreement of commitment against workplace discrimination.

Action Plan

Convene a meeting with Trevor, Meet with the two parties, come up with a signed memorandum against discrimination, post a memo on the company’s policy on discrimination and responsibilities of employees, and write a report to the directors on the conclusion of the meeting.

Monitoring Outcome

Monitoring will involve asking the two parties to report after a week and share progress, continue will group support and hold consultative meeting with the employees.

  1. Good leadership behavior is good for ensuring that all employees at BizOps work in

Harmony at all Times. It enables one gain trust and confidence of colleagues and the shareholders. One of the ways to do this is by displaying positive leadership traits among your employers and fellow staff. In this manner, one needs to practice integrity, appraise employees for hard work, display courage at solving issues and reward well performing employees.  It is important that when dealing with employees, one needs to look beyond self-interests and put more energy in to ensuring what is best for the team (Goleman, et al., 2004). It is also important to take personal responsibility for the team and encourage employees to set achievable goals, take initiatives and communicate on a regular basis. When one is able to do this, the leadership will be recognized and rewarded.

Task 3

The main issue at hand is poor communication and coordination among an employee and her immediate supervisors. In this case, Kathy who works with North Melbourne College complains that administration supervisor Melisa, always fails to communicate effectively with them about their responsibilities. Kathy argues that Melisa always dictates work assignments, deadlines and targets without consulting the team or asking for their feedback. In this regard, there is workplace conflict that has led to missing out on work, deadlines, duplication and unproductiveness due to the conflict between Melissa and the rest of the team. In order to establish where conflict has raised in the department, it will be important to come up with an action plan that will solve the conflict and allow the two parties to work in harmony and with clear coordination and communication (McCleskey, 2014). 

As the administrator, the first step was to raise awareness of the issue to both parties. First, it was important to call for a meeting with Melissa where the issue was explained. It was also important that during this time, Melisa learnt how the issue was affecting the reputation of the company and how it affects the productivity of members of her team. After this was clarified, the next step was to convene a meeting with Melisa and Kathy and her team members. This second meeting was important as it allowed for the two parties to lay down they complaints, and for Melisa to respond on those complaints. During this time, the administrator was an active listener while observing other nonverbal communication. This is important as nonverbal communication can help identify other deep-rooted feelings that could be the cause of conflict. Here no sides were taken and no finger pointing was allowed. After Kathy and her team were asked to share how they would want Melisa to work with them (Delbecq, et al., 2013). Melisa then responded by admitting her oversight. She promised not to practice dictatorial relationship with other employees and always taking time to explain.

Action Plan: Write an internal memo to all employees and administrator encouraging managers to serve their juniors as is required of them.

References

Adler, R. & Elmhorst, J., 2010. Communication at work: principles and practices for business and the professions. 10th ed. New York, NY.: McGraw Hill.

Anand, N. & Daft, R. L., 2007. What is the right organisation design?. Organisation dynamics, 36(4), pp. 329-344.

Arroliga, A. & C.Huber, C. M. J. D. D. J. P. &. W. D., 2014. Leadership in Health Care for the 21 st Century: Challenges and Opportunities.. The American Journal of Medicine,, 127(3), p. 246–249.

Beardwell, J. & Claydon, T., 2010. Human Resource Management: A contemporary approach. 6 ed. Harlow: Financial Times Prentice Hall.

Chiocchio, F., Forgues, D., Paradis, D. & Iordanova, I., 2011. Teamwork in integrated design projects: Understanding the effects of trust, conflict, and collaboration on performance. Project Management Journal, 42(6), pp. 78-91.

Davis, P., Frolova, Y. & Callahan, W., 2016. Workplace diversity management in Australia. Equality, Diversity and Inclusion: An International Journal, 35(2), pp. 81-98.

Delbecq, A., House, R. J., Luque, M. S. d. & Nadia Quigley, N., 2013. Implicit Motives, Leadership, and Follower Outcomes: An Empirical Test of CEO’s.. Journal ofLeadership & Organizational Studies, 20(1), pp. 7-24.

Eisenbeiss, S., 2012. Re-thinking ethical leadership: An interdisciplinary integrative approach. The Leadership Quarterly, 23(5), pp. 791-808.

Fraher, A., 2011. Thinking through crisis: improving teamwork and leadership in high-risk fields. Cambridge: Cambridge University Press.

Goleman, D., Boyatzis, R. & McKee, A., 2004. Primal leadership: learning to lead with emotional intelligence. Boston, Mass.: Harvard Business School Press.

Hoegle, M. & Muethel, M., 2016. Enabling shared leadership in virtual project teams: A practitioners’ guide.. Project Management Journal, 47(1), pp. 7-12.

Leavy, B., 2014. Boldly leading with a dual operating network – John Kotter addresses some likely practitioner concerns. Strategy & Leadership, 42(6), pp. 13-16.

McCleskey, J. A., 2014. Situational, Transformational, and Transactional Leadership and Leadership Development. Journal of Business Studies, 5(4), pp. 2-13.

Peretomode, O., 2012. Situational And Contingency Theories Of Leadership: Are They thesame. Journal of Business and Management, 4(3), pp. 13-17.

Vecchio, R. P., Justin, J. E. & Pearce, C. L., 2010. Empowering leadership: An examination of mediating mechanisms within a hierarchical structure.. The Leadership Quarterly, 21(3), pp. 530-542.

Zaccaro, S., 2007. Trait-Based Perspectives on Leadership. American Psychologist, 62(1), pp. 1-6.

Zhao, H. & Seibert, S., 2006. The big five personality dimensions and entrepreneurial personality dimensions and entrepreneurial. Journal of Applied Psychology, 91(1), pp. 259-271.

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