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BSBLDR402 Lead Effective Workplace Relationships

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  • Course Code: BSBLDR402
  • University: Kingston Institute Australia
  • Country: Australia
Question

Assessment 1: Knowledge Assessment (Written Tasks)

1. With respect to encouraging a culture of respect and courteous workplace behaviour, how would you:
(a) Ensure open communication
(b) Promote respect and courtesy
(c) Manage workloads and priorities
2. Describe 2 characteristics of effective workplace relationships.
3. Specify a basic strategy for developing workplace relationships.
4. State 3 possible sources of workplace conflict.
5. If a workplace conflict situation is the result of personality clashes at work the conflict will most likely continue unless attitudes and behaviours are changed. Suggest ways that the effect of personality clashes can be reduced.
6. Once you've set appropriate goals for an employee who is underperforming in their work tasks, how would you assist that team member succeed?
7. What is the role of networking in effective workplace relationships?
8. Define, and provide examples specific to your industry, of formal and informal networks.
 
Meeting Plan

Meeting Date:

Participants: 


1. Agenda Preparation
- Consultation with staff who are doing underperformance in any area.
(For example: Irregular in work, Required skill for any specific project.

2. Work Update.
Describe your recent work in broad terms. Now describe: During this interval, which tasks gave you satisfaction? Why? Now describe three tasks, events, or interactions that presented a challenge. Discuss, and note recommendations here.
  • Describe your recent work in broad terms.
  • Describe which task gave you satisfaction
  • Describe events, or interaction that lead nonperformance. 
3. Upcoming Work
  • Discuss projects and challenges ahead.
  • Describe your upcoming work in broad terms.
  • In what areas might you need support?
4. Goals Check. Track several immediate work goals and at least one long-term career goal. Goals: Focus on advancing specific technical or professional skills as well as building understanding of the company and the industry.

Actions: Refer to the Activities Guide for action ideas.
Status: Track status as “not started,” “continuing,” or “complete.”

 

Goals

Actions  (What will you do, who will help?)

Status

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 


5. Set next Meeting Date. When and where will you meet next? _______________

6. Agenda List. Discussion or action items you know you want to cover next meeting.
 
Professional Development Log

Organization Name: __________________

Team Member’s Name: ____________________

Designation: _________________ 

 

Skill and Knowledge

Level

Excellent

Good

Fair

Poor

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Professional development plan 

 

Area

Activities

Training

Work in Team

Conference

Workshop

Seminar

Course

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Resources Allocation Plan

 Project Title__________________                       Project Work Title:_______________

Prepare by: __________________                      Date:_______________

Resources Allocation

 

Resources

Allocation and Sources

Project Team

(Full and Part time staff)

 

Customer Support

 

Facilities

 

Equipment

 

Other

 

 Detailed Resources Requirement 

 

Resources

Skill Level

Associated Task

Duration required

Available time period

Cost

Unit of Cost

(Hour, Day, Week, Month)

Project Team

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Customer Support

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Facilities

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Equipment

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Task 2 – Workplace Relationships and Conflict

In a large publishing company in Melbourne, a young woman, Laura, was hired as a copy editor for one of the many journals produced by the company. Seven other employees worked on this team editing this Journal, including a senior editor named Tim. Laura had worked there for about a month when she and her fellow co-workers went for happy-hour after work. Everybody had a great time and had consumed a fair amount of alcohol. When everybody was leaving the bar to head home, Tim, who had been secretly attracted to Laura since she started work at the journal, hailed a taxi and offered to share the ride with Laura. Laura accepted the offer. Once she was inside the taxi, Tim then suddenly made an aggressive sexual advance toward her. Horrified, Laura pushed him away and told him to get out of the taxi. Mortified, Tim slinked out of the cab.

The next day, Laura came to work with some apprehension. How would she deal with Tim? Would the taxi incident affect her job? Although Tim did not supervise her, would he try to get her fired? Tim immediately went to her office and apologized for his extremely inappropriate behaviour in the taxi. Relieved at his apology, Laura decided not to pursue the matter through any formal channels in the office. She figured that since Tim apologized, there was no need to dwell on the incident. After all, Laura was a new employee, still in the process of learning the office politics and proving herself as being a competent editor. She did not want to rock the boat or bring negative attention to herself.

Everything would have been okay if Tim had stopped at just one sincerely expressed apology. However, whenever he found himself alone with Laura, Tim apologized again. And again. He said he was sorry about the incident at every opportunity he had for three months. This constant apology was awkward and annoying to Laura. Ironically, by Tim apologizing continuously for his unwanted attention in the taxi, he was foisting another form of unwanted attention upon Laura. When he first started apologizing, Laura told him that "it was okay". After three months of many apologies, she reached a point where she asked him to stop apologizing, to no avail. Frustrated, she confided in a few co-workers about her unusual dilemma. Consequently, these co-workers lost respect for Tim.

Although the taxi incident was not common knowledge in the office, Tim sensed that others knew about it by the way they interacted with him. The incident became the office "elephant" that the employees "in the know" saw, but didn't explicitly acknowledge. Meanwhile, Laura was tired of hearing Tim apologize and her feelings of discomfort increased. So when another editor position opened up in another journal division of the company, she applied for the job and was transferred to the other journal. In her new position, she didn't have Tim bothering her anymore. But she was unhappy with her new job. The journal material was very boring. She didn't work as well with her co-workers as she did in the previous journal (excepting Tim). She realized that she really enjoyed her old job. She began to regret her decision to avoid the conflict with Tim by moving to the new job. In an effort to seek advice as to how to solve her problem, Laura decided to consult with you as the Office Manager.

Analyse the situation and develop a Management strategy that is reflective of, and conducive to, maintaining effective workplace relationships.  In your discussion, outline how you will collect all relevant information and how you will take into account social, ethical and business standards.

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