BSBLRD502 -Lead and Manage Effective Workplace Relationships Manage Diversity – Management Assignment Help

Task 

Lead and manage effective workplace relationships Manage Diversity

Task 1 – Directive And Supportive Behavior
Using directive behaviour – What do you say? 
Write what you would say to team members to demonstrate your understanding of each Directive Behaviour. To be perceived as skilful in using Directive Leadership Behaviours the two most important behaviours are – Goal Setting and Showing and Telling, ensure to include these in your responses
Directive leadership behaviours include:

Goal setting to achieve planned objectives – defining in detail what the goal or task is, what a good job looks like and how performance will be tracked. 
Clarifying roles – figuring out what roles each person will play in goal accomplishment, determining limits of authority and clarifying how decisions will be made. 
Showing and telling how – teaching the person how to do a specific task
Evaluating – how will their work or performance be reviewed and/or feedback given
Establishing timeline – telling them when you expect tasks to be completed
Setting Priorities – telling the other person what is important

Using Supportive Behaviour – What do you say? 
Write what you would say to another person to demonstrate your understanding of each type of Supportive Behaviour. To be perceived as skilful in using Supportive Leadership Behaviours the two most important behaviours are listening and facilitating and enabling self-reliant problem solving. 
Supportive leadership Behaviours include:

• Listening and confirming you heard – Listen to the person’s problems, job related or not, then let them know they have been heard
• Praise and encouragement – expressing appreciation for what they do and staying positive about the future
• Sharing information about self – building rapport and trust by disclosing information about yourself, sharing personal experiences, stories and insights
• Facilitating self-reliant problem solving – Asking the right coaching questions to help staff solve their own problems and ultimately build their confidence in managing difficulties
• Providing rationale and explaining why – describing the big picture and providing rationale for decisions and actions
• Show empathy – demonstrate that you understand their situation/feelings

TASK 2 – CASE STUDY 
Read the following case study “Delusions of Grandeur?” and answer the questions. 

Case Study – Delusions of grandeur?
David finally gets the break he has been hoping for. He is appointed team leader of the technical trainers of his company’s learning and development unit. Now he really has a chance to show management what he is made of. His career is about to begin! First, he intends to make some important changes in the way the team operates. He calls a team meeting and announces that, from now on, everyone is to adhere strictly to the standard working hours stated in their job contracts. Also, he intends to check everyone’s expenses quite carefully when they return from their frequent interstate training trips. Under no circumstances does he intend to let his budget blow out! The trainers point out that their frequent travel is often done outside working hours and a lot of their preparation for training is undertaken in their personal time. They see some of the ‘relaxed’ timekeeping when back at head office as quid pro quo – normal give and take. David replies that, on the contrary, this is a normal part of the job and they’d better start getting used to it. Seeing which way the wind is blowing, the trainers keep the rest of their thoughts to themselves.

The next item on David’s agenda is the training program he ran last week. The training manuals and training aids hadn’t turned up. ‘Sheila was supposed to send them and, as usual, she messed up. I intend to find a replacement for her as soon as possible. I won’t have my unit looking unprofessional in front of the trainees.’ Later, in the canteen, the trainers have quite a few things to say among themselves. ‘Fancy him checking up on our expenses-he’s the one who is well known for over-claiming!’ They all agree on that point. ‘David always says one thing and does another. And if he thinks I’m doing any travel or preparation in my own time, he’s got another thing coming!’ Once again, there is agreement all round.

‘What really gets me,’ says Margot, ‘is that the only way David seems to feel good about himself is by putting others down. He even does it in training sessions. He’s always flying off the handle, too! I’ve seen him rip into trainees when they don’t understand what he shows them first time round! All the trainees hate him-what in the world could management have been thinking of when they made him team leader? ‘Perhaps they just wanted him out of the training room!’ suggests Andy, only half-jokingly. ‘Great! So now he can take all his inadequacies out on us!’ ‘Poor Sheila. She never makes mistakes on our programs-only David ‘s. That’s because he leaves her such poor instructions about what he wants. I wonder what we can do to help her.’

‘He won’t listen to us. He always has to be the one with the answers and the good ideas. We might as well forget about suggesting anything or pointing anything out to him. I’m off to polish up my resume!’ “Me too! He is such an aggressive little fella! I don’t want to stay around here any longer than I have to!” With that, the technical trainers amble back to their workstations.(2) 2 (Source of Case Study and Questions a) – c): Cole, K – Management Theory and Practice – 4th Edition, Pearson Australia2010. Chapter 7 Establishing Effective Working Relationships, Case Study 7.1 pages 223-224.

Answer The Following Questions In Relation To The Case Study

2.1. Where is David going wrong in his working relationships with his team?
2.2. What advice can you give David to help him develop more effective working relationships with them?
2.3. David seems to be heading for conflict with his team. 
a)    What do you suspect his natural style for handling conflict is? 
b)    How would you advise David to handle any conflict between himself and his team? 
c)    What skills would he need to use to notice that conflict is looming?

2.4. What information might David have reviewed before addressing his team over travel related expenses?
a)    How could he have used this information more effectively?
b)    If you were in David’s position what would you have done differently?

2.5. David needs to develop his skills in organising meetings that are both inclusive and productive to facilitate consultation, trust, mutual respect and two-way feedback with his staff. Provide David with an overview of what is involved in each stage of this process and how it contributes to participation, productivity and meaningful consultation.
a) Planning 
b) During the meeting
c) Feedback/follow up activities

2.6. Role modelling and ethical behaviour is important in all workplaces.
a) Identify 2 instances where David did not model professional or ethical behaviour.  
b) What advice would you give David on the importance of good role modelling and why it is important?

2.7. David needs to develop his skills in coaching and mentoring so that his team works together cohesively.  Provide David with:
a) the definitions of coaching and mentoring 
b) how and when he might use each skill
c) why these skills are important to the development of effective workplace relationships

2.8. Networking is an important part of everyday operations and can assist in the leadership, and development, of effective work teams.
a) Identify 2 internal and 2 external networking opportunities that David could utilise to improve and support his leadership of his new team.
b) Choose 1 external and 1 internal opportunity identified above and explain to David how the networks will assist him support his team.

2.9. David has identified that Sheila is underperforming in her role.  As David is a new manager, explain to him how he should manage Sheila’s poor work performance.  You should also advise him of any relevant legislation, policies and procedures that may affect this task.

Task 4 – Diversity At Work
Consider the following categories of possible diverse groups/individuals and think about your work team and the diversity they bring. Using the following table, choose a minimum of three (3) categories that you see in your work team and complete the table for each group. Please note that although we are classifying people into groups for this exercise, it is important to question our generalisations and assumptions and ultimately treat everyone as an individual. 

• How would you measure the effectiveness of the training? 
• What feedback mechanisms would be suitable for gathering feedback? 

Task 5 – Diversity Policy Research And Review

Part A
5.1. List the main sections of a well written policy document
5.2. List five (5) categories of diversity that an organisation should consider in their diversity policy
5.3. What information could an organisation use to analyse their existing practices in relation to diversity? 
5.4. Outline the key steps in the implementation of a diversity policy across the organisation
5.5. Suggest four (4) diversity targets for staff selection and recruitment
5.6. What are the benefits to the organisation of having a diversity policy in place? 

Task 6 – Implementation Plan
In an effort to improve workplace operations and support organisational efforts to show the value in a diverse workforce, you are required to prepare an implementation plan for the diversity policy and at least one of your diversity strategies identified in Task 4. You may use the table below. You will need to include communication strategies to ensure that everyone understands the policy – be sure to take into account different learning styles. 

Ensure your answer includes the following information:

• How you can promote the organisations diversity in internal and external forums to enhance the company’s image and reputation
• The consultation that occurred with management & individuals and/or teams 
• How you provided feedback on the outcomes of that consultation
• Training, guidance, support and/or coaching that you provided 
• An evaluation of the impact of the strategies that you have implemented
• The support processes that are available (or should be) from your organisation, to assist you in this implementation
• How you will review and monitor the diversity strategy

Task 7 – Legislation 
7.1. Select four (4) pieces of legislation from the list below. 
7.2. Explain two (2) key features of each that relate to diversity in the workplace. 
7.3. Explain two (2) key features of each that relate to workplace relationships
7.4. For each one, provide an example of the impact this legislation would have in your own workplace or a workplace that you are familiar with. 

• Age Discrimination Act 2004
• Disability Discrimination Act 1992
• Racial Discrimination Act 1975
• Sex Discrimination Act 1984
• Australian Human Rights Commission Act 1986 
• Australian Human Rights Commission Regulations 1989 
• Workplace Gender Equality Act 2012 
• Fair Work Act 2009
• Anti-Discrimination Act 1977 (NSW)
• Sex and Age Discrimination Legislation Amendment Bill 2010
• Equal Employment Opportunity Act 1987

TASK 8 – COMPLAINTS HANDLING SCENARIO
You are the HR Manager of a medium sized organisation; you have just received a verbal complaint of bullying/harassment from one of the staff, Mark. 
Mark states that he feels that he is being picked on and targeted unnecessarily by his supervisor. He is doing work that he feels is outside of job role and nobody else at his level is doing the same sort of work. He feels that when he first started in the role things were ok, but then there was a real change when he refused to head to the pub with work gang on a Friday night after work about 3 months ago. Mark has also declined numerous further invitations since then. 

Mark is now being informally performance managed by his supervisor on a daily basis and is being given more tasks then he can complete in one day. He cannot keep up. Mark sets out various examples of what he perceives to be the unreasonable demands. With reference to your organisations, or an organisation that you are familiar with, complaint handling procedures, outline how you would manage the allegation and address the complaint. Ensure to include the following in your answer:
8.1. What additional information might you need to determine if this might be bullying/harassment? 
8.2. What are some immediate steps you can initiate to manage or resolve this situation? 
8.3. Who needs to be involved both internally and externally? 
8.4. What would you say/do? 
8.5. What follow up steps needs to be taken and by whom? 
8.6. Identification of any applicable legislation
8.7. Copies of/links to any procedures or other guidelines used for your answer
8.8. Description of the communication and negotiation skills required
8.9. Identification of any training needs 
8.10. What role does guidance, counselling and support play in this situation? 

Task 9 – Conflict Resolution And Difficulties In The Workplace  

9.1. Using you own organisation and one that you are familiar with, identify and list their policies and procedures relating to dispute resolution, conflict and/or grievance procedures. 

9.2. Identifying difficulties and resolving workplace conflict are two of the most difficult issues for managers. Both issues arise constantly in the workplace and can stem from a number of factors. 

a) List and describe five (5) issues that can cause difficulties or conflict in a workplace. 
b) What are some negative impacts of conflict in the workplace?
c) What action / methods / strategies should be used to address/resolve these issues difficulties? 
d) How should/are staff guided and supported to resolve work difficulties? 
e) What role can coaching and mentoring play in eliminating difficulties within a workplace? 

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