In this assignment we will take a look at a given project scen.docx

In this assignment we will take a look at a given project
scenario, conduct a risk assessment on
the architecture, and propose three security technologies that
can help mitigate the identified
risks.
!
Scenario:
The International Travel Agency (ITA) is a multinational
corporation that provides packaged
travel services for small to medium enterprises (SMEs) around
the world. Boasting thousands of
customers and hundreds of employees, the ITA is planning on
expanding their network to better
fit their information technology needs. Primarily, they are
looking to develop an IT solution that
allows multiple Travel Data Providers (regional offices) to
connect to their centralized IT
resources.
The International Travel Agency has contracted your team to set
up its core network and Travel
Data Provider (TDP) network and assess security risks related
to the new network deployment.
For this project, assume the network has already been deployed,
as per the image above.
Working together as a team, the ITA would like you to leverage
your expert knowledge to identify
potential security pitfalls in the current network design and

propose technologies that can help
mitigate any identified security risks. For your assignment, you
should complete a 20-minute
presentation outlining your answers to the following:
1. Conduct a risk assessment on the above network deployment
and identify 3 possible
weaknesses that could allow a malicious attacker to subvert the
confidentiality, integrity,
or availability of the ITA’s network resources or data. Name
and describe the risk,
identify what part of the network it would target, and identify
how such a breach would
negatively impact the ITA. If you make any assumptions about
the network, be sure to
state them in your answers. (30 Points)
2. Name and describe one technology that could be used to
reduce each of the risks you
identified above (one technology per risk). Briefly discuss when
and where the
technology is commonly used and where it could be placed in
the ITA network to
effectively mitigate the risk you identified. (30 Points)
In addition to identifying specific security pitfalls in their
current design, the client would like
you to create a package of materials that can be distributed to
employees as part of the ITA’s
ongoing security awareness training plan. These materials can
be in any form (videos, posters,
informative email communications, etc.) and should touch on
three common security issues
encountered by employees with a limited IT background.

(5 points each, 15 points total.)
Evaluation of these materials will be directly tied to their
perceived effectiveness in an enterprise
environment!
Lead and manage effective
Workplace relationships
BSBLDR502
V2016.4
2016
Learner Workbook
Student Name:
Student ID:
BSBLDR502 Lead and manage effective workplace
relationships
This unit describes the skills and knowledge required to lead
and manage effective workplace
relationships.

Performance criteria
ELEMENT PERFORMANCE CRITERIA
1. Manage ideas
and information
1.1. Ensure strategies and processes are in place to
communicate
information associated with the achievement of work
responsibilities to all co-worker
1.2. Develop and/or implement consultation processes to ensure
that employees have the opportunity to contribute to issues
related
to their work roles
1.3. Facilitate feedback to employees on outcomes of the
consultation process
1.4 Develop and/or implement process to ensure that issues
raised
are resolved promptly or referred to relevant personnel
2. Establish
systems to

develop trust and
confidence
2.1. Establish and/or implement policies to ensure that the
organisation’s cultural diversity and ethical values are adhered
to
2.2. Gain and maintain the trust and confidence of colleagues
and
external contacts through professional conduct
2.3. Adjust own interpersonal communication styles to meet the
organisation’s cultural diversity and ethical environment and
guide
and support the work team in their personal adjustment process
3. Manage the
development and
maintenance of
networks and
relationships
3.1. Use network to build workplace relationships providing
identifiable outcomes for the team and the organisation
3.2.Conduct ongoing planning to ensure that effective internal

and
external workplace relationships are developed and maintained
4. Manage
difficulties to
achieve positive
outcomes
4.1 Develop and/or implement strategies to ensure that
difficulties
in workplace relationships are identified and resolved
4.2 Establish processes and systems to ensure that conflict is
indentified and managed constructively in accordance with the
organisation’s policies and procedures
4.3 Provide guidance, counselling and support to assist co-
workers in
2
ELEMENT PERFORMANCE CRITERIA
resolving their work difficulties
4.4 Develop and implement an action plan to address any

identified
difficulties
Table of Contents
Chapter 1 – Manage ideas and information
........................................................................................... 7
communicate information associated with
the achievement of work responsibilities to all co-workers
............................................................... 7
Frontline Managers
...............................................................................................
.......................... 8
Work Responsibilities
...............................................................................................
....................... 9
Roles of Individuals and Teams
...............................................................................................
........ 9
Team leader, Team members
...............................................................................................
........ 10
Ideas and information
...............................................................................................
.................... 10
Collect and analyse ideas and information
................................................................................... 11

Sources of internal and external information
............................................................................... 13
Internal
...............................................................................................
........................................... 13
External
...............................................................................................
.......................................... 14
Confidential Ideas and Information
........................................................................................... ...
14
Changes to legislation and developments
.................................................................................... 14
Important Legislation
...............................................................................................
..................... 15
Strategies for Communication
...............................................................................................
....... 15
Identifying your audience and purpose
........................................................................................ 16
Effective written communication
...............................................................................................
.. 18
Effective verbal communication
...............................................................................................
.... 19

Issue instructions
...............................................................................................
........................... 20
......................................................................................... 22
1.2 Develop and/or implement consultation processes to ensure
that employees have the
opportunity to contribute to issues related to their work role
........................................................ 22
Establish a communication framework
........................................................................................ 22
Features of communication framework
....................................................................................... 23
Develop and implement consultation processes
.......................................................................... 23
Consultation processes
...............................................................................................
.................. 23
Encourage employee contributions
..............................................................................................
23
Provide opportunities for planning, decision-making and
action................................................. 24
Types of forums providing team input
......................................................................................... 24

1.3 Facilitate feedback to employees on outcome of consultation
processes ................................. 24
3
Informal and ongoing feedback
...............................................................................................
..... 25
Formal feedback
...............................................................................................
............................ 25
......................................................................................... 29
1.4. Develop and/or implement processes to ensure that issues
raised are resolved promptly or
referred to relevant personnel.
...............................................................................................
......... 29
Identifying problems
...............................................................................................
...................... 29
Solve problems
...............................................................................................
............................... 30
Problem-solving solutions for managers
...................................................................................... 30

Dedicated planning sessions
...............................................................................................
.......... 31
Involve key personnel or external experts
.................................................................................... 31
Informal meeting
...............................................................................................
........................... 32
Conduct Surveys
...............................................................................................
............................. 33
Chapter 4 – Establish systems to develop trust and confidence
.......................................................... 35
organisation’s cultural diversity and
ethical values and adhered to
...............................................................................................
............ 35
Cultural and social diversity
...............................................................................................
........... 35
Organisational policies and procedures
........................................................................................ 36
Social Standards
...............................................................................................
............................. 37
Ethical standards

...............................................................................................
............................ 37
Business standards
...............................................................................................
......................... 38
Adhere to relevant legislation requirements
................................................................................ 39
Work-life balance and family-friendly policies
............................................................................. 40
2.2 Gain and maintain the trust and confidence of colleagues
and external contacts through
professional conduct
...............................................................................................
.......................... 40
Identify colleagues and external contacts
.................................................................................... 41
Treat people with integrity and respect
....................................................................................... 41
Show empathy
...............................................................................................
............................... 42
Avoid behaviors that destroy trust
...............................................................................................
42
Aim for high professional standards
.............................................................................................
42

Build the talent and confidence of other
...................................................................................... 43
Support your team
...............................................................................................
......................... 43
Motivate others
...............................................................................................
............................. 44
Alleviate organisational stress
...............................................................................................
....... 44
Encourage open communication
...............................................................................................
... 44
Chapter 5 – Establish systems to develop trust and confidence
.......................................................... 48
organisation’s cultural diversity
and ethical environment and guide and support the work team in
their personal adjustment
process
...............................................................................................
............................................... 48
4

Organisational structure
...............................................................................................
................ 48
Achieve an optimum environment
..................................................................................... ..........
48
Communicate within a diverse workforce
.................................................................................... 49
Language differences
.......................................................................................... .....
..................... 49
Disability and special needs
...............................................................................................
........... 50
Tips for communicating with people with disabilities
.................................................................. 51
Use non-discriminatory language
...............................................................................................
.. 51
Emphasise cultural factors when recruiting
................................................................................. 51
Interpersonal Styles
...............................................................................................
....................... 52
Coaching and mentoring your team
.............................................................................................
53

Chapter 6 – Manage the development and maintenance of
networks and relationships ................... 55
3.1. Use networks to build workplace relationships providing
identifiable outcomes for the team
and the organisation.
...............................................................................................
......................... 55
The purpose of networking
...............................................................................................
............ 55
Use networks to benefit the organization
.................................................................................... 56
Benefits to individuals and building relationships through
networks .......................................... 57
Develop a list of contacts
...............................................................................................
............... 57
Tips for expanding your contact circle
.......................................................................................... 58
Networking strategies
...............................................................................................
.................... 58
3.2 Conduct ongoing planning to ensure that effective internal
and external workplace
relationships are developed and maintained
................................................................................... 59

Make the most of your network
...............................................................................................
.... 59
Represent your network
...............................................................................................
................ 60
Always follow up
...............................................................................................
............................ 60
Share information about networking
...........................................................................................
60
Chapter 7 – Manage difficulties to achieve positive outcome
............................................................. 62
4.1. Develop and/or implement strategies to ensures that
difficulties in workplace relationships
are identified and resolved
...............................................................................................
................ 62
Difficulties within the workplace
...............................................................................................
... 62
Manage workplace difficulties
...............................................................................................
....... 63
Speak with relevant people
...............................................................................................
........... 64

4.2. Establish processes and systems to ensure that conflict is
identified and managed
constructively in accordance with the organisation’s policies
and procedures ............................... 64
Follow policies and procedures
...............................................................................................
..... 64
Be objective and constructive
...............................................................................................
........ 65
Defuse the situation
...............................................................................................
....................... 65
Dispute resolution processes
...............................................................................................
......... 66
Chapter 8 – Manage difficulties to achieve positive outcomes
............................................................ 68
5
4.3. Provide guidance, counselling and support to assist co-
workers in resolving their work
difficulties
...............................................................................................
........................................... 68

Frontline managers responsibilities
..............................................................................................
69
Guide your team
...............................................................................................
............................ 69
Counsel your team
...............................................................................................
......................... 69
Support your team
...............................................................................................
......................... 70
4.4. Develop and implement an action plan to address any
identified difficulties .......................... 70
Develop an action plan
...............................................................................................
.................. 70
Review and implement workplace outcomes
............................................................................... 71
Summary
...............................................................................................
................................................ 73
References
...............................................................................................
............................................. 73

6
communicate
information associated with the achievement of work
responsibilities
to all co-workers
Collins Australian dictionary defines communication as “The
activity of process of giving information
to other people or to other living thing”

*Taken directly from Collins Cobuild university international
language data 1988 – ESSENTIAL DICTIONARY*
Communication has many different forms for example verbal
and written communication, internal
and external communication and there are many different types
of people of multiple levels within
our organisation who we need to communicate with and who
need to communicate with us.
Whilst external communication is usually done by managers at a
higher level all employees internally
communicate with one another.
Communication used in a positive way can help to empower
your brand, increase customer
satisfaction, increase customer retention rates and increase staff
productivity. If your organisation
communicates both internally and externally in the correct way
the results will be measurable with
an increase in both productivity and profitability across your
organisation.
Successful communication within your organisation means that:
• Employees understand the audience and stakeholder they are
communicating to, they have
an understanding of the objectives of the business and the
outcome of those objectives and
they are able to work towards improving further employee
engagement.
• Employees can refer to a communication strategy which helps
with business strategy and
provides a solid structure and skills for all employees within the
organisation

• Employees at higher levels are equipment with the correct
leadership and management
tools to help shape a positive behaviour and attitude in all
employees as well as a self
motivation to reach business goals through positive business
results
• Communicate in a way which educates and inspires all
employees to deliver on
organisational goals
• Measure internal communication effectiveness
Element of competency:
communicate information associated
with the achievement of work responsibilities to all co-workers
7
Frontline Managers
All managers play an important part in an organisation
communication structure, frontline managers
primarily are responsible for communicating information to
there team members relating to work
responsibilities. For a manager they are constantly
communicating with their team in regards or all

different types of organisational issues, organisational
responsibilities of their team, requirements
and standards of the organisation, values, policies and
procedures as well as new ideas and
information which may be relevant to all team members.
Frontline managers need to posses certain skills and abilities to
be able to:
• Gather and organise information from reliable and appropriate
sources
• Work with their team to analyse and share information
• Use information and communicate ideas for specific audiences
• Be continuously supportive and motivate other colleagues
To be a successful frontline manager you must display a
combination of interpersonal, conceptual,
practical and technical skills. Like with most roles you take on
in life the key to success in this is
communication.
As a frontline manager one of your main responsibilities are to
lead your team as they work towards
achieving work goals and responsibilities. A description of the
organisations expectations,
behaviours and performance requirements are written into the
contract for a frontline manager.
Irrespective of the job title it is expected that a frontline
manager will be able to display leadership,
management and motivational skills for themselves and their
team.
Holding the position of frontline manager means that you are
representing the organisation their
values and standards, as a role model to your staff your
behaviours are constantly being looked at by

your employees, it is your responsibility to provide and role
model guidance, support and training for
all members of your team.
Effective managers, frontline managers and team leaders are
able to:
• Assist team members in achieving their goals
• Have open communication, be honest and share information
with team members
• Make decisions to benefit the team
• Demonstrate to the team they need to take responsibility for
their actions
• Demonstrate active listening and continual learning from other
team member
• Show a personal interest in team members both professionally
and personally
• Have an understanding of the goals and objectives team
members want to achieve
• Display the ability to motivate, mentor and coach team
members as well as develop a solid
working relationship with them build on trust
• Help to develop team values, standards and protocol
8
Work Responsibilities
Each individual working within an organisation is given a role

in which they are employed to carry
out, these roles and responsibilities change for each individual
based on the type of organisation you
are working for, the environment within your organisation and
the industry in which you work. Each
member within an organisation needs to be aware of
there role , and the responsibility which comes with that
role.
Whether you are working as a team or as an individual
there will be common responsibilities which will be share
amongst a number of people within the organisation,
these responsibilities when achieved contribute to the
overall success of an organizations goals and objectives.
All company activities whether they are individual, team
or organizational division need to contribute to the overall
goals of the entire organisation.
When you are employed you are given an individual job
description which outlines your
responsibilities within an organisation, however both individual
and shared responsibilities should
be discussed in a team environment so that everyone is aware of
there own responsibilities and the
responsibilities of the team.
Roles of Individuals and Teams
A job role normally is based around an individuals skill base
and subject knowledge. An individuals
role within a team environment is determined by there existing
position within an organisation or
summed up by there job description. Your role within a team
can be very different from your regular
job function.

As you go from working as an individual to working as part of a
team there may be some confusion
from other individuals either within the company or within the
team or both about your new role
and responsibilities of that role. Depending on the organisation
and there stance of team work there
may be less emphasis on team skills if an organisation is less
team focused.
When a team environment is being established within an
organisation typically you will have a team
leader and then individuals who make up the team. Each person
within the team including the team
leader will have considerably different roles, responsibilities
and practical involvement.
In each different working environment the team leader and team
member will have a different role
to play.
9
Team leader, Team members
Building Site Operating Theatre
Team Leader
Foreman

Team members and their different roles
Bricklayer, electricians, labourers, carpenters,
plumbers
Team Leader
Chief Surgeon
Team members and their different roles
Anesthetist, theatre nurse, technicians, assistant
surgeons
Warehouse Bank Branch
Team Leader
Supervisor
Team member and their different roles
Forklift driver, pickers, packers, order checkers
Team Leader
Branch Manager
Team member and their different roles
Tellers, supervisor, loan staff, back office staff
*Taken from Aspire Version 1.2, page 4, Aspire Training and
Consulting*

Ideas and information
All teams require a certain level of information to maximize
their ability to achieve work goals and
objectives of both the team and organisation, based on the
organisation in which you work the level
of information to which you will be exposed to will vary.
Different people are exposed to different types of organizational
inform. For example:
Policies and procedures
All members of an organisation need to be exposed to policies
and procedures which affect them,
their team and there work responsibilities. It is the
responsibility of the frontline manager to induct
new employees, explain the policies and procedures provide
clarity on any issues new employees
may not be sure about and give a brief as to why this
information is important for new employees.
Planning and operational
Teams need to have an understanding of the organisation’s
goals, social and ethical standards. An
organization usually places all the relevant information in their
vision and or mission statements,
codes of best practices, business or strategic plans, risk
managements strategies, operational
budgets, team plans and operational budgets.
A code of conduct helps to outline to employees the rules and
responsibilities that an organisation
will observe when dealing with their stakeholders.

10
Marketing
Organisations keeps both a record of marketing and customer
base related information which may
include product and price information along with current and
previous catalogue information and
customer service charters, refund and exchange policies,
statistics of sales, stock and market
reports, customer feedback etc.
This type of information helps to improve marketing, sales and
customer service relations both
internally and externally. Marketing and customer service data
helps to employees to have a better
understanding of the organisations products and service and
allows then to respond to inquires a lot
easier as they are able to work within the broader organizational
goals.
Archival Data
This can include any types of information which has been filed
away. For example budgets from the
previous year or details of projects which the company have
undertaken. Employees may want to
access records which have been archived to use as example for
templates when preparing business
cases.
Performance Plans

Performance appraisals are used to help improve work
performance. Documentation accompanies
qualities assurance processes, skills audits, team and
individuals performance reviews. It is
encouraged to share operational outcomes with work colleagues
and make performance data
available to them to help continuous improvement amongst all
workers.
Collect and analyse ideas and information
As part of the frontline managers responsibilities they need to
be able to research and critically
evaluate information which can then be used as part of the
continuous improvement for an
organisation and a team. There are many areas which need to be
considered when collecting and
analyzing information an ideas.
Information Objectives
Understand the objectives of the information.
You need to understand the type of information you need to
collect, how the information will be
used and why it is needed before you start researching for the
information. It is important that you
are focused on the objectives throughout this process, be
specific about the aim and ultimate goals.
11

Research Method
Apply appropriate research method.
The method you use to collect your information will depend on
the objective of the information
itself, the desired outcome of the information and the amount of
time you have to collect and
analyse the information. Any member of your team can gather
information.
Common methods for acquiring information may include:
• Reading reports
• Analyzing catalogue
• Price list and statistics
• Interviewing
• Asking questions
• Sharing ideas
• Observing and listening
• Reviewing and sampling new products and service
Information Sources
Identify information sources
There is a wide variety of places where you can gather
information from, the most likely area is
within your own organization. As a manager it is important to
be informed where external sources of
information are coming from and any issues or developments
which may affect the decision making

or work performance of staff sourcing the information.
Information Validity
Making sure that information is valid
When gathering information you need to make sure that the
information is valid to the subject for
which you are gathering the information. There are several ways
in which you can determine if the
information which you are gathering is valid.
• Source – Know where the information is coming from, is the
source of the information
reliable? Is the source and the information widely accepted
within the industry and your
organization.
• Currency – Make sure that the information you are using is not
out of date
• Relevance – Information needs to relate directly to the
research goals
• Presentation – analyses how the information has been
presented, is there any errors or is
the information poorly organized
• Authenticity- Is the information accurate and authentic
• Acceptability – does the information follow the organisations
policies and procedures for
collecting and using information
12

Assemble Information
Information needs to be assembled correctly
As you are collecting information you will need to convert the
information into a more suited format
for your needs. Information may need to be culled from the
original documentation to fit Into the
categories you need. The way in which you assessment the
information you require will depend on
the nature of the information and the documentation use and
audience.
Sources of internal and external information
The source of information which you are collecting should not
be limited, information should be
gathered both internally and externally. When gathering your
information internally you may not be
able to source the information from files or data bases but may
need to speak to people within your
organization. Knowing the correct person you need to approach
will help you to better understand
the work roles and responsibilities of relationships your
colleagues have within the organization.
When speaking to colleague make sure you are clear about why
you need the information and also
be clear on what the colleague can and cannot provide.
When considering external sources to gather information you
may be looking at gathering
information from:

• Government departments
• Agencies
• Industry professionals and associates
• Public libraries
• Literature
• Directories
• Your own networking contacts
• internet
*Dot points taken directly from Aspire Version 1.2 Aspire
Training & consulting*
Internal
Internal communication is the communication which occurs
between individual within an
organisation. The communication can be between employer and
employee, employee and
employee, manger and team or individual or manager and
manager. Internal communication helps
to build businesses and empowers employees by supporting
business beliefs, behaviors and culture
within an organisation.
13
External
External communication is the communication which commonly

occurs outside of your organisation
or occurs between and employee of the company and an
individual outside of the company. This is
common when a customer service team member is dealing with
a customer or a manager is
speaking with stake holders.
Confidential Ideas and Information
As a manager and a frontline manager if is your responsibility
to ensure that any issues or
information affecting staff or external customers are dealt with,
with confidentiality and privacy.
Ideas and information need to be reviewed as commercially or
politically sensitive. An effective
manager should be able to deal with certain matters with
discretion.
“Commonwealth, state and territory legislation governs the use
of personal or client information”
*Quote taken directly from Aspire Training and Consulting
version 1.2*
When you are presented with information which you are not
sure how to deal with, you can also
refer to:
• Organisational policies and procedures
• Advice from more experience colleagues and seniors within
your organization
• Comply with commonwealth, state or territory privacy
legislation
• Make judgements as to when you should release certain
information

• If the information is not sensitive or private you can share the
information in a memo, notice
announcement either at a staff meeting or meeting which you
have called
Changes to legislation and developments
It is important for frontline managers and managers in general
to make sure they are complying with
commonwealth, state and territory legislation. All
organisation’s will have legislation which they
need to comply with. Guidelines around this limitation helps
organizations to set boundaries within
which they can work.
Your companies legislative practices should be written into the
companies policies and procedures.
By following the companies policies and procedures you are
meeting the obligations of your
organisation.
Using the internet for research and downloading information is
the most efficient way to conduct
research. It is the most efficient way of keeping up to date with
current legislation and any changes
or developments with legislation.
14
Important Legislation

Work Health and Safety Act 2011 (Cth)
Racial Discrimination Act 1975 (Cth)
Age Discrimination Act 2004 (Cth)
Disability Discrimination Act 1992 (Cth)
Sex Discrimination Act 1984 (Cth)
Human Rights and Equal opportunity Commission Act 1986
(Cth)
Privacy Act 1988 (Cth)
Financial legislation relating to the baking, finance or insurance
sector
Environmental legislation relevant to your organisation
Industrial relations legislation and regulation
Laws specific to your state or territory
Workplace or industry based codes of practice and ethical
principles
*Table taken directly from Aspire Training and Consulting,
version 1.2 page 10*
Strategies for Communication
The job of an organizational manager is to act as a channel of
communication between all team

members, other team leaders and senior managers within the
organisation. It is encouraged to share
information with others within your team or your organisation
as this helps to increase productivity
and healthy work relationships between co-workers.
As a manager you need to be a role model of the type of
communication you want others to follow.
If you encourage, support and demonstrate open communication
then other members of your team
will communicate in the same way.
When you have effective communication within your
organisation the results of that can be seen
through cooperation, respect , conflict resolution, innovation
and team work. This also increases
work performance amongst members of your team.
By having open and effective communication within your team
and within the organisation your
team is more likely to:
• Understand the purpose of a practical task
• Feel they work in an environment where they are able to ask
questions and voice their
opinions and concerns
• Work in an environment where employees are encouraged to
share ideas and solutions
15
• Work in an environment where obligations to work health and

safety, equal employment,
anti –discrimination and industrial relations and environmental
issues are fulfilled.
• Work in an environment where social, ethical and business
standards are upheld
• Enhance good will and motivation of employees
• Provide a workplace which is free from damaging speculation
and gossip
Identifying your audience and purpose
When communicating, you are always communicating to an
audience, successful communication
means that your message is being conveyed using a variety of
different communication techniques
and styles. The way in which you convey the information you
have will depend on the purpose of the
information and the audience who you are delivering it to.
You need to be clear in the purpose of the communication and
consider how the message will be
received by your audience. You need to consider whether the
communication conveys ideas and
information about the about the topic and if the communication
method you have chosen is
appropriate for both the information being communicated and
the audience it is being
communicated too.
Commonly when you are communicating information within an
organisation your audience will
consist of:
• Work colleagues
• Supervisors

• Senior management
• Working within other departments in the same organisation
• Clients and/or suppliers
• Potential new customers
• General public
• Specific target groups
There are many different types of communication styles you can
use to convey the correct
information in the correct way to the correct audience so
everything fits together. It is also
important to take into consideration the needs of the audience
when you are delivering information.
It may be helpful to use a number of communication styles and
methods when conveying
information. You can always ask your audience to provide you
with feedback to help you further
develop communication methods and styles which best work for
your organisation.
It is important to remember that communication involves more
then just verbal and written
methods, communication should be a two way interaction,
communication needs to involve the
exchange of ideas, listening, consultation and negotiation as
well as non verbal communication. All
employee’s should be invited and encouraged to have input in
communication. There are positives
and negatives to using multiple types of communication
methods
16

Verbal communication for individuals
Advantage Disadvantage Example
• Messages are conveyed
clearly
• Direct and instant
• Provides opportunity
for interaction
• Allows for messages to
have inconsistencies
• Easy for
misunderstanding to
happen
• Poor communication
may be time consuming
• Face to face
• Telephone
conversation
Verbal Communication in a group
• Message is consistent
across the group

• All questions can be
addressed at the same
time
• Provides opportunity
for agreed approach
• Time consuming
• Dealing with different
personality all at the
same time
• Meetings
• Discussion groups
Written – Electronic
• Quick and efficient
• Consistent message
being sent
• Visually effective
• No way to ensure the
message has been
read
• Communication may
be misinterpreted

• Emails
• Intranet posting
Written – Open
• Quick and efficient
• Provides a record
• Reaches a wide
audience
• Does not allow
audience to respond
• Impersonal
• Costs involve
• Display notices
• Instruction sheets
• System
documentation
17
Written – targeted

• Carefully worded
• Direct
• Confidential
• Provides a clear
record
• Formal
• Impersonal
• Discourages
conversation
• Memos
• Letters
Presentation
• Used as an aid for
speeches
• Captures interest
• Visually appealing
• One way
communication
• Easily misinterpreted
• Does not provide a
clear record
• Unable to clarify if
message is clearly

understood
• Exhibitions
• Public addresses
*Tables are taken directly from Aspire Training & Consulting
version 1.2*
Effective written communication
When communicating through written communication, you need
to ensure that the message is
communicated correctly. Time spent gathering and analyzing
information will be time wasted if no
one can understand the message you are trying to send.
When creating a written message you need to think carefully
about the message you are sending
and to whom, will be receiving the message and what they will
be doing with the information. The
more often you communicate in a written form the better
developed your skill for written
communication will be.
When communicating in written form you need to think about
and consider the following:
• Decide what you want to say and why you want to say it
• The purpose of your communication needs to be clear
• Ensure the point is made quickly and reinforce the main
message throughout the
communication
• Do not get side tracked

• Ensure all intended recipients receive and read the information
18
• Ask for feedback to your written communication
• Avoid using clichés an jargon
• Spelling, grammar and punctuation needs to be correct in all
forms of communication
• Materials should be presented accurately
• Materials need to be noted
• Write in a clear concise manner, use simple sentences and
short paragraphs or bullet points
• Be aware of who is reading the materials
• Make sure the content and tone of the document is appropriate
to the audience.
Effective verbal communication
Passing on information can be done in many different forms,
face to face, over the telephone, in a
presentation etc. When communicating in any form you need to
be clear about the information
which you are trying to convey and the purpose of why you are
conveying the information. The point
of your communication needs to be made quickly and
efficiently.
When verbally communicating to be effective try:
• Express you message clearly

• Make your point effectively and in a timely manner
• Have key points you can refer to
• Be confident in your materials and use examples to help
emphasis the point you are trying
to make
19
• Your message needs to be relatable to your audience, their
needs and their point of view
• Your communication needs to fit the style which your
audience is familiar with, this may
include changing your delivery style to better suit your audience
• Delivery your message in a simple non complicated way
• Be confident, speak in a positive tone
• Always invite and encourage your audience to ask questions
Issue instructions
When conveying information to internal or external people in
your organisation you need to make
sure what you are saying to clear, especially when you are
giving instructions, unclear instructions
increase the risk of misunderstanding between people.
Commonly if you are giving instructions to people you can
always assess if they understand the
message by asking them to repeat the instruction back to you in
their own words.

When giving instructions you need to ensure:
• You are using plain English
• Sentences or paragraphs are short and easy to understand
• Terminology is used consistently throughout the message
• Information being given is relevant
• Use of diagrams, pictures or photographs are appropriate to
the information you are giving
• Demonstrations and role plays are cater to meet specific needs
20
Using an organisation which you are familiar with or using
AAC as an example answer the
following questions.
1. What types of ideas and information do you communicate
within your organisation
to support colleagues to achieve their work responsibilities?

2. Explain the purpose of the information being used and who is
the audience receiving
the information?
3. What strategies, processes or methods do you use to
communicate the ideas and
information?
Activity 1
21

1.2 Develop and/or implement consultation processes to ensure
that
employees have the opportunity to contribute to issues related
to their
work role
Organisational consultation processes are implemented in
organisation’s to ensure that all
work colleagues have the opportunity to contribute to their work
roles. Information relating
to your industry is constantly changing and it is essential this
information is conveyed in the
correct way to managers and employees. When passing on
important information to
colleagues its essential to make sure that they are:
• Good listeners
• Encouraged to contribute to organisational issues
There needs to be a means to communicate appropriate
information between employers,
operational units and external stakeholders so an environment
of knowledge and
cooperation is cultivated within and around the team and their
work.
Establish a communication framework
Communication frameworks are established to ensure a two way
flow of information and ideas. For
example the financial department advises other departments of
the budgets they have to work
within. To achieve a healthy workplace relationship and

increase productivity within your
organisation both employees and employers need to consult with
one another, compare notes abd
encourage input from both sides on workplace practices and
policies along with problem areas and
issues which need to be resolved cooperatively.
When developing a communication framework, features which
you may consider can also include:
1.2. Develop and/or implement consultation processes to ensure
that employees have the
opportunity to contribute to issue related to their work role.
processes
22
Features of communication framework
opportunity to contribute to
issues relate to their work
relayed to the work team and
relevant personnel

externally, both internally and
externally, are sought and valued in developing and refining
new ideas and approaches
the issues raised are
resolved promptly or referred to
relevant personnel
*Information taken directly from Aspire training and consulting
version 1.2*
Develop and implement consultation processes
Processes for consultation will vary organisation to organisation
based on the size and nature of the
organisation. By encouraging your team to contribute to
organisational decision making, individuals
within the team will feel a greater sense of job satisfaction and
a heightened interest in and
commitment to their job.
Consultation processes
updating
issues
rking or consulting with external organisation’s such as
unions, WHS, community
representatives, contractors, suppliers, clients, legal advisors
etc
development or WHS issues

lace notices available to all staff through the
use of intranet, email or memos
safety data sheets
face to face
Encourage employee contributions
Team members who are effective in their roles recognize that
their employees can have meaningful,
contributions which can be made based around the experience
and skills the individual possesses.
Workplace consultation encourages all individuals to contribute
and accept responsibility within
there roles and within the organisation. Once an employee
demonstrates they can contribute and
take responsibility it is easier for the manager to have increased
confidence in their staff members.
Managers can benefit from employee input and eye to detail
which can potentially identify potential
problems which can be dealt with promptly.
All managers should be actively encouraging staff to put
forward ideas, provide comment, show
initiative and raise any concerns work-related. The environment
needs to be one where employees
feel it is safe, comfortable and non-threatening for them to
share ideas, tips, wok strategies and
other information.
23

Provide opportunities for planning, decision-making and action
When you work within a team you are given the opportunity to
raise issues and concerns you may
have, contribute to knowledge being shared or give your own
opinions. This helps to shape decisions
which will be made on behalf of the team or the organisation.
By inviting staff members to
participate in a consultative group it allows them to raise and
address issues which can be promptly
resolves between staff and management at all levels. It is
essential in a productive work
environment to have a culture which encourages employees to
participate and bring input to
discussions, processes and outcomes.
There are many ways for staff members to have a voice within
the consultative group. Workplace
forums are a positive way to encourage people and help to
establish and build relationships, share
information and understand the work and daily task other
employees within your organisation have
and help them to achieve individual and team goals.
Types of forums providing team input
– allows for two way communication, sharing
information and facilitate
teamwork. Team meeting must be well structured, ran to their
full potential and provides an
opportunity for all individuals to participate.
ployee and manager -

sites
processes
People like to receive feedback, wether the feedback is positive
or negative feedback helps to
identify areas for improvement. By giving feedback you are
demonstrating a commitment to keeping
your team informed and help to eliminate complaints. Feedback
also eliminates that possibility of
people saying that they were not aware of the issue as they were
not told.
Not everyone feels comfortable giving feedback, however
without feedback you run the risk of
isolating yourself or your work colleagues. If you have given a
presentation for example it is
expected that the audience will provide you with feedback this
helps your to identify which areas
need improving and also highlights what you do well. Usually
organisations provide the audience
with the chance to provide feedback by asking them to fill out a
feedback form. It is ok for you to
seek feedback from individuals both internally and externally
from your organisation.
When giving feedback you can give verbal or written feedback,
the feedback you are giving can be
public or private, formal or informal. Managers should be
passing on feedback they are receiving

24
about their team especially positive feedback as this will
encourage team members to become more
involved and informed.
Informal and ongoing feedback
Feedback can be given both formally and informally. After you
have given a verbal instruction or
made a request you should then seek verbal feedback to make
sure the team member understands
what you are asking of them. Often people will say “yes” they
understand even if they don’t really
understand.
When giving feedback it needs to be delivered at the correct
time and also needs to be clear so that
the recipient has a full understanding of what you are telling
them. Leaving large gaps in time
between the issue being raised and feedback being given can
confuse the recipient or make them
think that either there issue is not being taken too seriously or
there is less commitment to the issue
being raised.
When giving feedback of any form you need to choose the
correct communication method to deliver
the feedback. If you decide to give written feedback you need to
ensure that all and relevant points
are clearly written out and that there is a perminate record of
the feedback is kept. After written
feedback is given, you then should follow up with a face-to-face

discussion.
If you are required to give feedback to members of staff who
are having a dispute amongst
themselves it is best to provide feedback in front of all involved
parties, this way it is fair and open.
Formal feedback
Organisations use a number of different formal strategies to
gather feedback. Here are some of the
more popular methods for gathering feedback.
-Degree feedback – This form of feedback involves
employees giving a rating or
qualitative feedback on their performance. This form of giving
feedback can be done
anonymously and delivered in the form of a report showing the
scores received for each
point of feedback given. 360-degree feedback is more of a
confronting feedback style and
needs to be managed carefully.
– when giving performance based
feedback you need to make sure this
is done in a careful way, if the feedback is negative then extra
care needs to be given.
Feedback which is given as part of a performance review can
affect an individuals career and
advancement prospects and may impact on them financially
(especially if the performance
review is linked to a bonus or salary increase). Feedback should
be give in a constructive way
regardless of if it is positive or negative. When you are
providing feedback try to give
examples and link the feedback to key results areas,

performance indicators and also team
goals or individuals working goals. When giving negative
feedback do not spend too much
time discussing the negatives of the feedback instead focus on
areas where the individual
can improves.
ition – Feedback can be used as a tool for recognitions
or acknowledgement of a job
well done. By talking the time to acknowledge the efforts of
staff and other members of
teams within your organisation more senior staff are showing
that the contribution of all
25
staff or a particular individual is important and valued. The
process of feedback involves
explaining to the people or person exactly what their hard work
means and how they have
made a difference.

26
Imagine you are part of a team at your current job
1. Describe the way members are encouraged to be involved in
planning and decision
making.
2. List two (2) strategies you use that would encourage team
members to participate
more fully and get involved more in work/team discussions?

3. Apart from your regular meetings which other activities can
be used to help provide
team members with opportunities to participate in running the
team, including
decision making, planning and operational tasks?
Activity 2
27
4. In your current role, or a role you have previously held either
as an individual or as
part of a team when was feedback required and how was
feedback give to the
person or team?
5. List and explain 3 strategies you can use when you need to
provide feedback to a
colleague, remember your feedback needs to encourage, value
and reward team
members.

6. From the three (3) strategies you have chosen in question 5
explain why you chose
those 3.
28
raised are
resolved promptly or referred to relevant personnel.

Specific processes need to be developed and implement by
managers to ensure that any
organisational issues which are raised by staff are resolved in a
manner which is effective and fast or
are referred to the relevant person or department to deal with
the issue/s being raised.
An organisation which is functional in consultation will resolve
workplace issues effectively. Frontline
managers need to ensure that consultation strategies are used to
help raise, address and resolve
issues promptly. When working on trying to resolve issues you
need to ensure that the strategy you
are using is the correct one for the issue which has been raised.
The process needs to be easy to
follow and each member needs to be aware of it.
Identifying problems
When problems within your organisation arise they can have
various levels of risk, severity and
urgency which need to be addressed. Common work place
problems can often fall into a range of
common categories.
When problems arise within your organisation which are
identified by members of staff, the
problem needs to be resolved proactively, use initiative and
avoid creating potential new issues.
Employees should be given recognition for potential reward for
their input in identifying problem
within your team or the organisation.
There can be many issues which can arise within your team or
organisation which can be identified

by staff members:
- when team members do not get along with
one another, when team
members are not capable of performing the work related duties
as required. When team
members become underused or board with the work they are
completing.
– processes may not be in place or may not
work correctly, when employees
are asked to complete task which are difficult or meaningless.
- time to complete task is not reasonable, not
enough people to complete
work task or not enough resources to complete work task.
raised are resolved
promptly or referred to relevant personnel.
29
- When misunderstanding relating to
directions or information provided
occur. Processes are not understood or communicated in the
correct way. Breakdown within
internal communication. Feedback is not given or asked for.

- when there is no respect or understanding given to
diversity, as a result there can
be a lack of teamwork and cooperation.
– if the team does not have a clear direction in
which it can be lead. When
members of the team do not understand or accept team goals,
the decision making process
is unclear or team members no longer feel valued.
Solve problems
Within the team there should be a positive attitude by all tem
members. Members of the team
should work cooperatively to help minimise major operation
issues from occurring and work
towards meeting the goals of the team. Demonstrate behaviours
which promote avoidance
strategies, early detection and swift action.
When you are having your regular team meeting you can
introduce a 5 minute session asking if any
members of the team are experiencing any problems or issues
that they may need help with and if
so is there any particular members of the team who would be
able to assist them?.
Within your team it is important to encourage an open
communication policy. There may be
members of your team who want to raise issues with you in
private instead of in a public setting
with other members of staff being present. If this is the case
then employees should feel
comfortable to do so.

It is encourages to have a management process in place which
covers all the common categories of
work related issues.
externally
tial scenario’s occurring within each
of these areas
can cause problems such as
resignation of team members, employees going on leave or
calling in sick
Problem-solving solutions for managers
When working within a team problems can occur which requires
team work to resolve, there are
many different ways in which you can work within your tram to
resolve these problem when they
occur:
or persons
within the team, forward the
problem onto your manager for a resolution.
resolved, the HR department
needs to be made aware of the issues immediately.
ce from more senior managers within
the organisation who may
have experiences the same issues previously.
-
solving

30
Dedicated planning sessions
When planning for me ideas which involves all members of the
team to be involved it is a good idea
to have staff planning activities which gets all team members
involved and gives everyone equal
opportunity to contribute. This can be achieved outside of the
normal work environment, where the
atmosphere is different and employees are taken out of the
everyday work environment.
The idea of having a day dedicated to planning helps to bring
together diverse parties with different
perspectives to help create dynamic tension and help develop
creativity. When planning for a day of
creative planning with your team make sure you include
activities which helps to develop ideas and
promote team work, example brainstorming activities.
The structure of your brainstorming day how have ideas free
flowing and promote creativity. All
employees attending the planning session should feel free to
express ideas and forward thinking
without their idea being dismissed without sincere
consideration.
Your planning session needs to result in a tangible outcome
where everyone involved feels there
time has been wisely spent, they feel valued and most important

they feel there contributions will
make a difference. To plan a successful planning session for
your team you need to have:
the session an how it is
conducted
rol the flow of the meeting
viewpoints, take part enthusiastically
and keep an open mind throughput the planning session
quality – everyone must be treated as
equals regardless of their status
within the organization.
*Sited and amended from Aspire training & consulting version
1.2, page 34*
Involve key personnel or external experts
When holding an organizational session you may invite both
internal and external key personnel to
sit in on the session, there may be issues which will be raised
which you feel cannot be resolved
within the team, therefore calling on the expertise of an external
person to help resolve particular
issues. This person can include:
• Other managers within the organization

• Other teams or individual members of other teams within the
organization
• Heads of department within the organization
When inviting external people into your meeting it is important
that they understand there role at
the meeting and the topics which will be discussed. Members
within your team also need to know
why external people are being invited into a team meeting, their
role within the meeting and the
31
contribution they will be making. Commonly when inviting
external people into a meeting they have
expertise in the following fields:
• Work health and safety
• Industrial relations
• Human resources
• Financial experts and advisors
• Legal representatives
Informal meeting
Informal meetings can be made up of people from your whole
team, other relevant personnel, and
operational groups across the organization, individuals who
have raised particular issues. No matter

the length of you meeting having an agenda and making sure it
is circulated to all members
attending the meeting is important. Invite attendees to add
suggestions to the agenda, if individuals
are attending agenda ideas of a sensitive mature make sure to
reinforce that they will be listened to
and are valued for adding their suggestions.
You want to create an atmosphere of no judgment which
encourages all participants to participate
in the sharing of ideas. Objective should be established and key
facts looked at for a working
solution. It is important to find a solutions which allows all
parties to move forward, there may be no
perfect solution to the issue however there needs to be a
solutions which helps to satisfy everyone.
When conducting a formal meeting it is recommended to have a
procedure to follow, here are some
tips you can use when putting together your informal meeting
process:
• Identify the problem
• Identify when and where it occurs
• Consider all points of view
• Explain what has been done to try and resolve the problem
• Reach a solution which takes into account the overall
objective of the organization
32

Conduct Surveys
To help address issues within your team or within the
organization you can survey relevant people
both internally and externally. For example surveying your
stakeholders may help to identify and
promptly address issues. When using surveys are a means to
identify issues or to gather information
you need to make sure they are clearly worded to ensure they
are understood by the people who
will be reading and filling them out. Make sure you use a
combination of open and close questions.
When providing surveys to gather information you can also ask
your audience to provide you with
feedback on your survey form, this can be done in a number of
different ways, however the most
efficient maybe to provide the audience with guided questions
for them to complete. For example
asking them to circle excellent, good, fair, poor or
unsatisfactory.
Give participants the option of adding there name or leaving it
anonymous, this helps participants to
feel more comfortable when leaving comments. All participants
need to be informed that there
feedback will be treated with confidentiality and their concerns
will be addressed.
When using a survey to gather information make sure your
survey included:
• Evaluation or feedback forms, inviting relevant people to

provide their opinions and detailed
comments on a particular service, product or process
• Questionnaires, designed to collect information about
customer requirements, satisfaction
levels, issues that need examination.
• Focus groups, comparing a number of typical stakeholders
invited to meet and explore
specific topics in-depth and generate suggestions and feedback.
• Suggestions boxes and similar invitations to customer to offer
feedback and raised issues of
concern.
*Sited and amended from Aspire Training and consulting
version 1.2, page 36*
33
1. When problems arise within your organization what is the

process which is used to
help resolve these problems?
2. List down two (2) examples of s close question you would
ask when conducting a
survey to gather information for your organization.
3. List down two (2) examples of s close question you would
ask when conducting a
survey to gather information for your organization.
Activity 3
34
Chapter 4 – Establish systems to develop

trust and confidence
organisation’s
cultural diversity and ethical values and adhered to
To ensure that cultural diversity and ethical values are adhered
to within an organization frontline
managers need to establish and implement policies.
Considerable thought is put into organizational
values, how they should operate and how they want their
employees to interact with both internal
and external contracts. Organizational documents need to be
created to help outline philosophies
and management standards which all staff are expected to
adhere to.
Organizations may have standards which are implied in a
general way for their business, they also
need to comply with relevant standards expressed in legislation
and regulations affecting
operations. Written, implied and legislative standards generally
fall into the categories of social,
ethical or business.
Cultural and social diversity
Cultural and social diversity within the workplace and everyday
life means individuals respecting
human individuality. Respecting cultural and social diversity
means that you are open to leaning,

developing and enhancing skills, experiences and attitudes of all
others and finding a way to work
together, solve problems, deal with others and negotiate. Having
diversity within your organization
helps to increase the competitiveness and market relevance of
your organization in the context of an
increasingly diverse community and the global economy.
Organisations are made up of a diverse group of people from a
diverse range of backgrounds and
social groups, this can be determined by their socio-economic
background, gender, sexulality, beleifs
and/or way of life. When communicating with others within
your organization be mind of not
creating differences through the communication type you
choose to use. Your working environment
cannot be a hostile one nor can staff members harass other
members of staff due to cultural
differences.
To retain a multi-skilled work force you need to create an
environment within your organization
which promotes diversity within the workforce and within your
organization along with ensure there
is an accurate reflection on society. You want to create a
working environment which is harmonious
organisation’s cultural
diversity and ethical values and adhered to

35
to all employees. When trying to create a harmonious
environment within the workforce you need
to consider all the individual difference which may affect
creating a harmonious working
environment.
• Age
• Belief and value systems, including religion and policies
• Culture, including ethnicity and language
• Social factors such as personality, lifestyle and sexual
orientation
• Work experience, educational background and literacy
standards
• Gender
• Physical and mental abilities
Organisational policies and procedures
Organisations put policies and procedures in place, as a
frontline manager your job is to assist and
support your team members, to understand and implement the
organization’s policies and
procedures. Staff members need to be aware of the differences
between company policies and
procedures.
Polices Procedures
Polices set out specific guidelines or rules that
tell staff how to work according to the
organisation’s objectives.

Procedures out the organisation’s policies into
practice by setting out the way work needs to
be done, step by step. They are used to control
work processes, allocate responsibilities for
each task and ensure that requirements are
met.
These procedures can include:
• Stand operating procedures
• Safety data sheets
• Organissational activities undertaken to
meet performance outcomes
• A set of accepted actions approved by
the organization
*Adapted from Aspire training and consulting version 1.2, page
47*
36
Social Standards
Social standard are applied within the organization, how staff
members interact with others on a
social level and how staff members interact with members of the

community. In your role as a
frontline manager it is your responsibility to make sure staff
members understand the internal
standards an adhered to them all the time. Organisational
standards can be applied to but are not
limited to:
– There is a statement which is made by
the company which outlines the
values of the company, this can include:
o Equity and diversity
o Industry relations
o Flexible work practices or family friendly policies
o WHS
o Fair treatment
o Management/staff consultation and cooperation
- A documents which covers employee
behavior and workplace processes
including:
o Rosters and hours of work
o Acceptable behavior outlined by the company
o Social inclusiveness and respect for individual
o Formal or informal for environment
o Dress code
o Workplace maintenance, security, signing-on
o Honesty and cooperation between all staff members
o Confidentiality and intellectual property
- document policies which cover the
following:
o Recruitment and promotion
o Equal opportunity
o Reward and recognition for high-performing staff

o Profit sharing and other benefits for staff
o Education, training and development
o Performance review and grievance processes
o Leave arrangements
o Use of vehicles and staff travel arrangements
Ethical standards
External support is heavily relied on for business support,
external support is required by the wider
community and by the governing body to operate responsibly, to
demonstrates what is considered
acceptable values and to show respect to those who are affected
by the work which is carried out.
Many organizations have a written set of business ethics which
govern the way the organization
operates, this helps to outline best practice of the organization,
philanthropy and a desire to be
good corporate citizens. The ethical standards are put In place
to help guide principles and
demonstrate the way in which employees need to act in certain
areas when representing the
37
organisaion. Standards must be made clear to all employees and
it is expected that all members of
the organization will comply with these standards.
Each organization will have its own set of ethical standards
which it will comply with, these standard
may include:

organization’s operations affect the
environment and local community
our trading practices have on other organisatons
and the greater community
information, plagiarism and animal
welfare issued by product testing
Business standards
Organisation’s need to have a document which sets out their
core values and explains step by step
they way they conduct business. The purpose of the document
helps staff, customers and any other
external people, companies or sources to of the organizational
standards, how they are conducted
and how they operate within the organization.
Organisation’s often outline their business standards in a vision
or mission statement, a customer
service charter and a brand. For example:
Vision Statement Mission statement
An organization vision encapsulates the reason
for the organisation’s existence and its vision
for the future.

The organisation’s mission statement
summaries the overall objective of the
organization
Customer service charter Brand or corporate image
The customer service charter helps to set out
the code of best practice for servicing and
dealing with the organization’s clients
An organisation’s brand and/or corporate
image is used to identify the organization to the
outside world, potential customers and
suppliers along with stakeholder. It impacts all
areas of the organization’s operation. All staff
need to be aware of the organisation’s
corporate image, the way it is portrayed and
the way in which staff are required to carry out
their duties in line with the organisation’s
corporate image.
*Adapted from Aspie training and consulting version 1.2, page
49*
38
Adhere to relevant legislation requirements
Organisations need to have relevant legislation, codes, national
standards and workplace, health and

safety rule put in place which teams need to be aware of an
must follow. Manages need to be aware
that laws and standards are complex and may need to be
amended regularly.
National legislation applies to many issues, while state and
territories also have laws of their own
which they need to adhere to. It is the responsibility of the
organization to provide all employees
with details of the legislation and guidelines which are relevant
to their team, it is the responsibility
of the manager to ensure all members of the team understand
and follow the legislation.
– It is the responsibility of the
employer to make sure that all
employees are working in an environment which is safe. If there
is a breach in the WHS act
then the organization can be prosecuted and can receive a
substantial fine. If the breach was
to result in death or injury of a worker the employer would need
to compensate the worker
or their family and their legal representation. This legislation
applies to both state and
federal levels. You can look at the legislation which applies
directly to you and your
organsiation based on where you live by looking up the safe
work website.
www.safeworkaustralia.gov.au
– Equal employment
opportunities are covered by
federal, state and territory laws, it is a requirement of all
organizations operating in Australia
under this law to create a work place free from discrimination
and harassment. Having

effective processes in place helps to improve productivity and
increase efficiency within the
organization and within individual teams.
- discrimination- Discrimination needs to be eliminated
within the workforce, it is the
responsibility of the managers and team leaders to prevent
discrimination from occurring in
their organization. Common types of discrimination within the
workplace can include but are
not limited to:
o Race
o Color
o Gender
o Sexual preference
o Age
o Physical or mental disability
o Marital status
o Family responsibility
o Pregnancy
o Religion
o Political opinion
o National extraction
o Social origin
– This is known commonly as an
unwelcome advance of a sexual mature
or sexual favor or any unwelcomed conduct of a sexual nature.
Sexual harassment can
include discriminating against people due to their sexual
preference.
- Everyone within the organization can play a
part in eliminating environmental
discrimination. Depending on your business activity you will

need to look into if environment
39
http://www.safeworkaustralia.gov.au/
legislation can directly affect you. It is the joint effort of
federal, state and local governments
to administer these environmental protection laws throughout
Australia.
Work-life balance and family-friendly policies
There is a common struggle between work and personnel
responsibilities, commonly individuals look
towards their workplace to provide some relief, support and a
possible solution for managing all the
commitments and struggle of work life balance. Workplaces are
encouraged to work with their
employees to help foster a work-life balance.
Work-life balance for many organization usually is associated
with the need to allow individuals
access to work as well as accommodating family duties into
employees employment. Typically this is
applied to employees who have children of care age, although it
can expend to people who are
caring for aging parents or other members of their families. The
needs of staff to have a healthy
wok-life balance has encouraged organization to adapted family
friendly policies to increase
retention rates of valuable staff.
Depending on the size and nature of your organisation the type

of family friendly policy which the
company puts in place will vary. There are many benefits for
both employees and organisation of
having family friendly policies in place to help with the work-
life balance many people are struggling
with. By organisation having family friendly policies and
promoting work-life balance they are more
likely to retain there staff.
2.2 Gain and maintain the trust and confidence of colleagues
and external
contacts through professional conduct
Professional conduct can assist a manager to gain and maintain
the trust of employees, colleagues
and external contractors. To have and maintain successful
business relationships trust and
confidence must be gained by all parties involved, this includes:
managers, customers, suppliers,
team members and contractors.
When trust becomes broken, individuals then act only with their
own interest in mind, not the
interest of the team. A lack of confidence in each other can
quickly lead to those outside also losing
confidence in the organisation.
In your roles as a manager or a leader there are certain
behaviors which you can model in your
performance and work which encourages a level of high
performance by your team and helps you to
gain their confidence. This model then follows on to those
outside the organisation. This direct
correlation between how an employee views the organisation

and how outsiders view the
organisation. Once confidence and trust has been lost by
employees the message being delivered to
customers from frontline staff can be affected.
40
Identify colleagues and external contacts
It is essential for organisation’s to have accurate data on work
colleagues an external contractors.
There is a direct link between internal staff satisfaction and
external customer satisfaction. This can
be described as a flow on effect, if staff are receiving high-
quality service they will be more
motivated to give high quality service to the customer of the
organisation.
Each organisation usually has an organisational chart of plan
which outlines the roles of every
department and the jobs people have within these smaller
departments which make up the overall
organisaiton. Each department depends on service provide to
them from other departments.
Work colleagues External Customers
• Team members
• Team leaders and managers
• Administration staff
• Service or hospitality staff

• Supervisors
• Senior management
• Board of directors
• Customers and clients
• Industry or union representatives
• WHS representatives
• Community representatives
• Suppliers
• Contractors
• Legal advisers or accountants
*Tables directly taken from Aspire training and consulting
version 1.2, page 56*
Treat people with integrity and respect
As a manager or leader it is important to treat all people both
internally and externally with respect,
empathy and integrity. Firstly you must have the ability to be
able to develop trust and have people
gain confidence in you.
If people feel as tho they are being treated insensitively, they
will become resentful, demotivated
and negative towards the organisation, therefore they will
become less productive in their work
roles. There are a few simple steps you can take to ensure this
does not happen:
• Act with integrity
• Have strong values
• Follow through
• Value feedback both negative and positive
• Encourage integrity
• Be flexible and responsive

• Show respect to others and yourself
• Build self-worth
• Show courtesy
• Be aware
• Encourage input
• Take part
41
Show empathy
Empathy is the ability to show compassion and sensitivity
towards other people and their feelings,
views and circumstances. This is an active process by which
you demonstrate understanding towards
another person due to their situation. Treating people with
empathy also refers to developing
rapport and a positive work relationship with people.
It is important that empathy is encouraged amongst teams and
within the organisation for all staff
members, everyone needs to have consideration for the feeling
of others. It is important to not let
empathy undermine your role as the team leader, whilst it is
good to show empathy do not get too
personally involved with your staff. Good leaders need to
establish a comfortable balance.
Understand other
situation
Value staff Be compassionate

• Make allowances for
situations where staff
may be experiencing a
difficult time.
• Value your staff and
their life outside of
work. Understand that
sometimes personal
matters need to be
given special allowance
over work.
• Understand the
influence a good
manager has on their
team and the
organisation as a whole
and on the practices of
the organisation
Avoid behaviors that destroy trust
Trust takes a long time to establish but can be destroyed in a
matter of minutes, once trust is broken
within an organisation even small actions can negatively affect
the business relationships for an
organsiation.
Behaviors which destroy trust can include:
• Taking credit for someone else’s hard work
• Being unreliable and unpredictable
• Withholding information or acting secretly
• Being inconsistent

• Going behind peoples back, gossiping or being disrespectful
Aim for high professional standards
How you perform as an individual is a reflection of your
organisation, by conducting yourself with a
high level of professionalism your will notice that others around
you will be influence to do the same
thing. Your job description should contain specific description
of the performance standards you are
expected to meet.
42
It is important that you know your organisation’s expectation of
you and your job. It is important
that you are aware of your own performance levels and
behaviours and the value of ongoing
professional development and self-improvement. Consider
having a mentor or undertaking training
programs offered outside of your organisation to help you
maintain and further develop your
professional standards.
Build the talent and confidence of other
Everyone is different which means we are all have difference
strengths and weaknesses, it is
important that you encourage your team members to help them
develop their strengths and
continuously work on their weaknesses to make them a strength.
Individuals will have greater job
satisfaction if they feel they have the skills to perform their

roles to the best of their abilities.
As a manager if you are asking your staff to work to high
standards then you also need to show your
team that you yourself hold yourself to the same high standards.
These high standards need to be
kept with external contractors as well as internally.
Managers need to maintain consultative strategies which give
work colleagues the confidence to
make contributions and achieve full potential. It is important for
team members to:
Show initiative
• Develop skills both new and old
• Communicate openly
• Listen to others
• Remain committed to the consultative process
Support your team
Managers need to display leadership and support towards
members of their team, this can be
displayed through positive attitude. Managers need to
demonstrate behaviours which they can
model to their team members.
It is important to make sure that the expectations of your team
members are not unrealistic. Do not
set people up to fail, by setting them unachievable goals. Pay
extra attention to how new staff
members are feeling it is important to make sure they are
feeling in control and have a good
understanding of what they are doing.

Offer support training and guidance and rotate the task that
individuals have to complete, make sure
staff have confidence in their new responsibilities.
• Give recognition to staff
• Show loyalty to staff
• Build self-esteem within your staff
• Delegate to your staff
43
Motivate others
Members of your team should feel motivated and empowered to
strive to achieve their work goals
and be enthusiastic towards their work goals. A motivated team
delivered a much higher standard of
work then an unmotivated team.
Its is important as a manager you find the triggers for what
motivates your team. By rotating the
daily task to each member of your team you are forever
presenting them with new challenges and
this helps them to stay motivated, as with new responsibility
comes new confidence.
It is thought that greater leadership can be achieved through
skilled communication, the formation
of positive relationships and the implementation of innovative
workplace processes
Alleviate organisational stress

Employees become stressed within their own roles when they
experience ongoing challenges
associated with performing their work roles. The levels of stress
can vary depending on the role,
industry and organisation. When employees feel as though there
currently resources are being
exceeded that is when they start to feel the pressure and stress
from within their organisation.
Stress and prolonged stress of any kind can lead to a multitude
of health issues for employees
ranging from chronic physical and mental health issues to
mental fatigue, exhaustion and feeling of
not being appreciated.
It is the role of a front line manager to help alleviate
organisational stress by reducing the pressure
placed on employees and increasing the resources necessary to
meet the demands of the
organisation.
Organisational stress has a number of different causes:
• Demands place on employees
• Leaves of support provided by colleagues and managers
• Failure to have positive working relationships
• Changes within the organisation which are not effectively
communicated to staff
• Ambiguous job roles and excessive work responsibilities
• Individual struggling with the control they have over their
performance based on their job
roles and expected tasks.
Encourage open communication

Personal communication, face-to-face communication are all
very important for employees to gain
the confidence they need to feel comfortable when asking
questions, making suggestions and
voicing their concerns openly.
By maintaining open communication with all team members,
gives an indication of the moral level
within your team or within the organisation overall. Individuals
need to have interpersonal skills to
be able to take corrective action when necessary
44
Organisation’s should have an open door policy whenever
possible, this helps employees to feel
comfortable and gives them more flexibility to ask questions
and seek guidance and raise
suggestion. As a manager you need to let your staff know it is
ok for them to come to you with
concerns .

45
1. Internal standards need to be followed by all employees both
new and old, explain
how you would communicate these standards to new employees?
2. Explain how readily available these standards are to
employees and when they may
need to refer to them?
3. Are the internal standards made available to contractors? Or
other individual who
only work for the company from time to time?

Activity 4
46
4. Which trust building behavior is most common in your
organisation?
5. Describe strategies which can be used to attain the traits
associated with trust
building which can be difficult to achieve?

47
Chapter 5 – Establish systems to develop
trust and confidence
organisation’s cultural diversity and ethical environment and
guide and
support the work team in their personal adjustment process
Organisations all develop their own cultures and ethical
environments over time, this culture is then
shapes how employees make decisions, approach work functions
and interact with others and the
way they behaviour within the workplace.

Managers play a major part in creating conditions which
effective working relationships by adjusting
their own interpersonal communication styles to meet the
culture of the organisation.
Organisational structure
The culture an organisation has, has a major impact on the
productivity and relationships which are
formed with other members of the organisation. The current
culture of the organisation is dictated
by the nature of the activities of the organisation and the people
within the organisation.
Workplace culture is made up of a number of different elements
which are seen to be the norm of
an organisation.
Achieve an optimum environment
Workplace culture varies from organisation to organisation, this
happens as a result of the size and
nature of the organisation, there are several characteristics
which commonly define a healthy social
an cultural working environment.
It is the responsibility of the manager and/or team leader to
guide employees in adapting their
interpersonal styles and methods to meet the preferred social
and cultural environment.
Characteristic’s of an optimum organisational environment can
include:
• Constructive communication
• Sharing of knowledge

• Consultation and cooperation
organisation’s cultural
diversity and ethical environment and guide and support the
work team in their personal
adjustment process
48
• Integrity of individuals
• Demonstrating mutual respect, empathy and trust
• Encourage employees to share ideas
• Measuring and rewarding individuals and group achievements
• Clarify the purpose of expectation
• Encourage fairness and equity
• Positive attitudes
• Fulfilling and enjoyable working environment
• Putting best practice into place
• Having a positive team spirit
• Continues improvement and professional development
Communicate within a diverse workforce
When employees are communicating both internally and
externally within the organisation the
communication strategy needs to be considered and may vary
for different people within the
organisation. To successfully establish a positive working

relationship you need to recognise diversity
and the special needs of others both internally and externally
within the industry which you work.
There is no such thing as “normal” communication styles and
techniques when you are
communicating with people from all different cultures and
backgrounds. Different cultures regard
different types of communication styles and techniques as
offensive, for example many cultures
regard making direct eye contact with an individual as very rude
and can make people feel
uncomfortable.
It is important to be aware of the cultural sensitivities of
individuals when you are communicating
along with making sure that the subject you are communicating
is not culturally sensitive. You need
to consider the feeling of others when communicating, avoid
prejudice and steropying individuals as
this is very unhelpful.
Language differences
In 2011 the Australian census published results which showed
20% of Australians speak a language
other then English at home. Looking into language spoken
within the workforce for certain sectors
that percentage is much higher. Within Australian there are 200
different languages spoken, within
that 200, 17 of these languages are predominant.
The English language has many comprehensive levels, and
needs to be adjusted to suit your level of
delivery and the audience, there level of English who you ae
delivering it to. An individual may be

able to speak fluent English, however they may not be able to
read complex document or
terminology. People often require time to examine the language
being used or they may need to
translate it into something they can better understand.
There are many ways you can accommodate for language
differences within the workplace, for
example:
49
• Check the information you want to convey has been correctly
understood
• Provide your audience with the opportunity to ask questions,
express concerns and use an
interpreter if necessary
• Have a member of your audience read a draft copy of the
message you want to
communicate, especially if you are communicating it to a
diverse audience
• Written messages can sometimes be inadequate or
inappropriate. Communication should
be face to face opposed to written
• When talking to people who has English as a second language
it is important to speak
clearly, slowly and do not shout. A strong accent does not mean
that an individual has poor
English skills

• Try not to use slang or idioms, for people who do not speak
English as a first language the
use of slang can be very confusing as there is no literal
meaning.
• Avoid acronyms, even the most simple ones like ASAP.
Abbreviations also need to be
avoided as they lose meaning when the audience does not
understand their literal meaning.
Disability and special needs
When looking at the term disability it is known that the term
refers to a condition where there is
interference of the way a person can usually do things, this can
include a range of disabilities such
as:
• Physical
• Psychiatric
• Intellectual
• Impairment (temporary or permanent)
If you are working with anyone internally or externally who
may be suffering from any form of
disability you need to ensure when communicating with them
the information is presented in the
most appropriate format. Providing supportive communication
devices such as:
• Telephone typewriters
• Assistive technologies
• Noticeboards
Can all be forms of effective communication when dealing with

people who may be experience
earing impairment or may be limited with their movement to a
wheelchair?
When dealing with people who have intellectual disabilities it is
important you carter the
information so that they can comprehend and process the
information being presented to them and
be able to understand the consequences of their own actions.
50
Tips for communicating with people with disabilities
• Know your team members and others you will be working with
and asked what are their
requirements and preferences.
• Never make a person’s ability your focus of discussion, unless
the individual raises the topic
themselves.
• Do not assume a person with a physical disability also has an
intellectual disability.
• If the individual has an interpreter, speak to the person
themselves not the interpreter.
• Be aware of patronising, being overly sympathetic, or
assuming an individuals disability is a
major problem.

• Take an individual’s privacy into consideration along with any
safety concerns.
*information has been adapted from Aspire training and
consulting version 1.2, page 71*
Use non-discriminatory language
When communicating with people of different cultural
background it is very important to be mindful
of what you are saying and the way in which can individual
could interpret the meaning of the
message you are trying to send. Within your organisation you
need to make sure you are using non-
discriminatory language, which means you are communicating
without leaving anyone out based on
their gender, status, race or ability.
There are many ways you can avoid using language which
individuals may find to be discriminatory:
• Avoid using “he/him” or “she/her” instead use “they/their” or
“the workers” this eliminators
an individual’s gender from the conversation.
• Avoid using broad categories like “the blind” or “the Asian”
you need to exclude the
possibility of difference when you are talking to individuals.
• Avoid placing unnecessary emphasis on differences for
example do not use the nationality of
one person to describe them to a group who are of different
nationality.

• Never use language which denigrates or stereotypes people.
* Information has been adapted from Aspire training and
consulting version 1.2, page 72*
Emphasise cultural factors when recruiting
When recruiting new staff it is important that you are upfront
and honest with them about their
work role and the expectation you have of them, just as you
need to be upfront anf honest with
them about the expectations you have from your team members.
When looking at hiring a new
team member include these expectations in the job
advertisement, job description and include them
in the interviewing process. If is important that job applicants
know about the organisation’s social
and cultural climate.
It is important that new team members are made aware of what
is expected from them in terms of
work priorities, reporting lines, group interactions, team rules,
problem solving, values and traits
51
they are expected to uphold. All of this can be achieved without
overwhelming your new staff
member on their first day by providing them with a carefully
planned induction program.
It is important as a manager that you monitor your team and
there style of work and interaction

with each other, be aware of prevailing team climates and
ensure interpersonal styles and methods
of operation are meeting the organisations expectation.
Ask your employees to provide you with regular feedback
through the use of a standardised survey
which ask employees for feedback on:
• Existing cultures
• Levels of morals
• Trust between management and staff
• How well do people interact with others within the team
As the manager it is important that you are taking everyone’s
view into consideration.
As the manager you need to be aware of staff members who are
experiencing difficulties in adapting
due to attitudinal problems, cultural differences and or special
needs. If a member or members of
your team are experiences these difficulties it is important that
they are made aware of everyone
within the organisation who can help them including the HR
department.
If is your job as a good coach or mentor to provide an
environment which your staff feel safe and
where they can receive guidance, and learn from their mistakes
and grow as a person and as an
individual within the team.
Interpersonal Styles
You need to be aware of each individuals own personality type
and behaviours as a manager to best
communicate effectively with them, break down relationship

barriers and understand the dynamics
of your group. Everyone is different, there personalities are all
different, the way they react to
situations will be different an there behaviour will be different,
as a manager if you do not
understand these traits about the people you are working with,
the people in your team then you
will not know the best way to get then to meet the goals of the
organisation.
There are many different personality types, our personality type
is the reflection of how we choose
to use our mental functions.
52
Coaching and mentoring your team
As a manager, there are time when you need to take on the role
of the coach either for a member of
your team or for your whole team, it is not your role as the
manager to make sure you are there to
show your staff everything which needs to be done, sometimes
assistance is required and asking
someone else to step in as you have identified a skills gap can
be very beneficial to the member of
the team who is experiencing the gap.

By having another person set in and coach your team or a
member of your team essentially what
you are doing is:
• Improving the teams performance
• Your team is learning through doing
• A learning environment has now been created
A mentor within your workplace essentially is a person who is
considered to have experience and or
expertise which assist and counsel those who are less
experienced.
To be a mentor is different to being the team leader, whoever it
is the job of the team leader to
create mentors within the team so that less skilled and less
experience members of the team know
how they can go to for help and assistance.
Mentors can help out in a number of different ways by:
• Mentoring relationships with internal staff, interal staff with
external customers or external
members of staff like contractors etc
• Provide experience due to their own work experience
• Listen to others
• Provide constructive candid feedback
• Encouraging advise
• Respect confidentiality of others
There are many advantages for both the learner and the mentor
when paired correctly, by having
this a successfully working relationship there are also many
benefits for the organisation and the

team.
53
1. When applying for a job (one you may already have or one
you are looking for )
describe the traits which the organization had listed on their job
advertisement?
2. What approach would you take if you were ask by your
manager to teach current or
new staff about ethical and cultural expectations which are
placed on them as
employees of your organization? This needs to include in the
discussion
a. Work priorities
b. Reporting lines
c. Group interaction
d. Team rules
e. Problem solving
f. Ethical values

Activity 5
54
Chapter 6 – Manage the development and
maintenance of networks and relationships
identifiable
outcomes for the team and the organisation.
An effective frontline manager establishes themselves with a
network which assist to build
strong workplace relationships, which provides identifiable

outcomes for their team and the
organization. Being able to successfully network means that you
are making and maintaining
connection for mutual benefits throughout your industry. Theses
benefits may to beneficial
for a range of different categories within your organization such
as:
• Professional development
• Social purposes
• Business social purposes
• Personal purposes
It is important to share what you know, and find strength in
numbers. Creating networks for
professional or personal reasons is founded on the human
instinct to connect with others,
share information and feel as though you are part of something
bigger. Networking does not
have to be done only in a formal sense, of you are seeking
someone’s opinion on a topic you
are networking with that person.
The purpose of networking
The act of networking is something you can be doing without
even being aware of the fact you are
actively networking. Networking should not only be done as a
means to sources information, but
instead as a way of extending the circle of people who can bring
your knowledge and skills and who
identifiable outcomes for the

team and the organisation.
3.2. Conduct ongoing planning to ensure that effective internal
and external workplace
relationships are developed and maintained.
55
in turn you can provide knowledge and skills to. To network is a
valuable and resourceful tool to
have, although be mindful of the limitation which surround
networking.
Think about networking like this; each person has a unique
circle of people around them, they are
connected with these people in some way. When you start
communicating with a person within that
circle you can then use them as a source of information, support
and ideas and even use that person
in the future as a referral. That person you have chosen to
network with then has there own circle of
people who they choose to network with. This is a never ending
circle of seeking out an individual
who you want to network with, who already has a networking
circle of their own.
Use networks to benefit the organization

When networking is used effectively, there is a significant
impact on almost every aspect of business
operation within an organization.
• When you network you are provided with a source of
information which allows to you find
out about developments within your industry, the wider
community and the general
business world this can be achieved both at a national and
global level.
• Being part of a network allows you to do business with a
broader circle of customers, in new
regions and in a multitude of different ways.
• Networks help to uncover ideas about new services and
products
• You are gaining access to industry expertise, new contacts and
information which may not
be easily attained
• Being part of a network helps to provide support and
assistance on issues you or the
organization are grappling with.
• Networks present opportunities for beneficial partnerships and
supply arrangements with
other organization and groups
56

Benefits to individuals and building relationships through
networks
As previously said networking is not limited to the professional
world only, you can use networking
as part of a social content if you chose to networking can assist
you to:
• Introduce yourself to a wider community of people with
different skills ans knowledge and
links to future contacts
• Extents your business and professional circles
• Provides you with new sources of information an a forum to
share ideas
• Provides you with access to advice on a wide topic selection
and opens up opportunities to
share ideas
• Opens opportunities for new careers
• Provides an additional support network for both business and
professional challenges
It is common that many people feel they do not have the
capacity to network or to successfully
network as they do not know the right people, or find it hard to
approach professionals. Truth Is
there is more people in your network then you think there is, the
people you already know are more
valuable then what you think.
You need to be having the right conversation with people in
order to find out if they are the people

you should be spending time networking with, find out what it
is they do, what is there role within
the organization, where do thy come from in a professional
sense, and most importantly who do
they network with? And is there any future connections you
could b making though them. Anybody
wihin or connected to an organization can provide you with a
great deal of knowledge and advise.
Through this person you can then be introduced to people wo
may be decision makers within the
organization or industry.
Through networking you are provided with an opportunity to
receive valuable advise when it comes
to:
• Operational problems and solutions
• Industry trends
• Business methods
• WHS
• Regulatory requirements of your organization and industry
Develop a list of contacts
When you are starting your networking journey, compile a list
of the people you already know, these
people all have their own contacts, similar to your list just
bigger. Whenever you ask for help or
advise from a person in your contacts list this may then reach a
greater list of people. Once you
make contact with these people, you gain access to their list of
contacts and then make yourself
widely available as you are providing access to your contacts.
Already in your list of contact you may have:

• Individuals within your workplace
57
• Clients, suppliers, contractors and other business contacts
• Individuals you have work previously with
• People within your local community
• Family, friends and acquaintances
• Members of clubs or interest groups ie- LinkedIn
• Current or former students, tutors, trainers and or teachers
• Service providers such as accountants, lawyers, doctors and or
tradespeople
Building and extending your contact list is something which can
be easily achieved. You need to get
yourself in the habit of speaking to people who you come in
contact with, take a genuine interest in
their work and the activities they undertake. Really make the
most of the opportunity to have a
conversation with this person. It does not matter who you are
talking to or where you are speaking
to them, what is important is that everyone has something to
offer and if you do not start a
conversation then you are not going to find out what is on offer
and how this can help you and
potentially lead to further opportunities and professional
development.
Start of small, where you are comfortable, network within your
own network then choose
individuals within your network who you can start networking
within their network and over time as
you are bringing more and more people into our circle you will

find that your network is expanding
and your circle is growing with a diverse range of people who
all can offer a diver range of skills and
knowledge, not only within your organisation’s but within your
industry.
Tips for expanding your contact circle
• Use your friends contacts
• Get to know the people you work with better
• Reach out to people both within and externally of your
organization
• Develop a database of names and details for your contacts of
you do not see them regularly
• Extend your networking circle to actives you do both
personally and professionally
• Collect business cards and record key information on the back
of them such as person’s
name, where you met the person and who they are connected
with.
Networking strategies
Your network can be structured however you want it to be this
means it can be made up of internal
and external people of your organization, informal or formal,
structured and unstructured and
individuals and or groups, the important thing to remember is it
is your network which you are
building no one else’s.
There are many networking strategies you can use o extand your
network:

• Professional association – join a professional or trade
association
• Special interest group – find a group which caters to any
special interest you may have, this
may have something to do with the industry you are in or may
just be a personal interest.
58
• Conference and functions – attend conferences and functions,
trade fairs and seminars or
other forms of business functions
• Target individuals – seek out individuals you may have an
interest in networking with
• Online opportunities – use your social media groups as a way
of networking online
• Partnerships – develop partnerships with stakeholders and
other external members of your
Organisations and industry
There are many advantages of networking both on a
professional level and socially as well, also
there are a few disadvantages, before you start networking with
people have a look at the
advantages and disadvantages and see what type of networking
is best for you and for what you
want to achieve by networking.
3.2 Conduct ongoing planning to ensure that effective internal

and external
workplace relationships are developed and maintained
As a manager if is your responsibility to conduct ongoing
planning to ensure effective internal and
external relationships are being maintained and developed
correctly. Not all people feel comfortable
with the idea of networking, for some people this can feel like
an intimidating experience and can be
seem in a negative way. We network every day, it is just that
when we are having a conversation
with someone that is exactly how it is seen as a conversation
not as a networking discussion.
To successfully network, it takes two individuals, you need to
make yourself available to others as
they are supporting you.
Make the most of your network
Networking has boundaries and as an individual you need to
respect the boundaries which are put in
place, make sure you are always observing the basic business
protocol. Do not use networking as an
opportunity to make a hard sell, use it as a first step to
establishing a goodwill and introducing
yourself to someone different. If you are networking with a
contact of your own, try to know them
better or on a personal level, show an interest in the person and
what they are saying. When you are
establishing and maintaining your network be prepared to spend
time with people, make sure this
time is spend actively interacting with them and always offer
your help to others.

• Keep in regular contact with people in your network
• Join social groups to extend the people in your network and
meet different types of
people
• Use professional events as a platform for your networking
59
Represent your network
When networking have a clear understanding of both you and
your Organisations goals, when you
are asked what it is you do, you should be able to answer this
without hesitation. If you are not
confident then practice saying it aloud, practice with a
colleague or write it down and practice saying
it in the mirror until you become comfortable and confident
with it.
If you are networking with companies outside your organization
but who provide a service to your
organization make sure you are monitoring these companies,
you do not want to have an
association with Organisations who ate not providing
identifiable benefits to you and your
organization.
Always follow up

When you are given a referral make sure you act quickly and
efficiently. If you are provided with
contact details of people your actions and the way in which you
respond is a direct reflection of the
person who has provided you with the details. It is important
that you do not respond in a way
which will reflect negatively on the person referring you. To
help with your respond you can try:
• Chose an appropriate strategy
• Decide on the best form of communication
• Consider what is an achievable time to achieve your desired
outcome
Share information about networking
To be able to share valuable information about networking
within your organization and to your
colleagues is an important part of the network process and
should be included in workplace
discussions and planning meetings. By sharing information and
ideas your colleagues are given the
chance to provide you with feedback and generate ideas on how
to offer and gain support from
contacts. Information and materials which you have collected
through networking can be combined
with information and materials other people have collected to
help build a portfolio of potential
contacts that your whole team have the ability to network with.
This information can be shared with other members of the team
and organization at team meetings,
in a short written report, in a discussion as oral communication
method or by putting all the
information into a data base which everyone has access to.

It is your job as the manager or team leader to ensure this
information and encourage your team to
provide this information so that you can your team can
successfully network as part of the
organsiation. Networking also helps to support individuals
careers and develop skills for their
professional development.
60
1. In your workplace describe how your organization uses and
promotes networking
within the Organisations? This may include external activities
such as trade shows or
conferences.
2. Describe the benefits to your team or organization by
establishing and maintaining a
network?
3. What is the benefits to you and your organization by
enhancing the relationship with
other industries, professionals and community groups?

Activity 6
61
Chapter 7 – Manage difficulties to achieve
positive outcome
difficulties in
workplace relationships are identified and resolved
Any difficulties within workplace relationships need to be
resolved promptly and efficiently,
as a manager or team leader their needs to be policies in place
which you follow to help
resolve the conflict immediately and constructively.
Problem solving and decision making in the workplace is
actives which most employees

undertake on a daily basis, people are aware these skills ae
essential for daily operations at
work many people chose not to resolve their work difficulties
effectively and avoid dealing
with the situation completely.
When facing problems it is often common for people to:
• Avoid dealing with the situation and hope it will resolve itself
• Apply a solution which is fix the problem at hand quickly but
will not resolve the
underlying issues
• Blame themselves and develop a cycle of worry and inaction
• Lay blame on others and accept no responsibility
Difficulties within the workplace
When a situation arises which is seen to be difficult that is
exactly how it should be seen as difficult
not as negative, when you are dealing with issues and problems
within the workplace there are two
important aspects to remember:
1. Workplace problems and issues happen all the time
2. Use them as an opportunity to create and improve systems
which enhance workplace
relationships
Look at difficulties as a means of being provided with
information which can be used to resolve
deeper issues which can then have a positive and more effective
outcome for everyone involved.
The more effective and efficient your workplace practices the

greater awareness you will have when
difficulties in workplace
relationships are identified and resolved
identified and managed
constructively in accordance with the organisation’s policies
and procedures
62
dealing with issues and the more developed your skills will
become when dealing with workplace
issues and problems when they arise.
Manage workplace difficulties
As a team and an organisation it is important that you
collectively become more resilient through
awareness and application of effective problem solving skills so
that when faced with a workplace
issue it can be dealt with efficiently and effectively and in the
hope the same issue will not be raised
again.
There is a 5 step process which organisations, managers and
team leaders can use to outline
managing work place difficulties.

Managing work difficulties
Steps Actions
1. Recognise the symptoms of the
problem
• Be alert to early warning signs of
potential problems
• Establish a culture of regular
highlighting and addressing issues
2. Identify the problem • Gather all facts
• Determine who is involved and how the
issue should be handled
• Establish the cause of the problem
3. Analayse the problem • Evaluate the extent of the issue
• Determine the potential implication
• Consider the interest of those effected
• What processes need to be followed to
resolve the issue
4. Define the options for resolution • Define and evaluate
options for
resolution with those at the centre of
the problem
• Determine the best course of action
5. Take action • Develop a action plan

• Implement the solution within the
organisation’s processes
• Follow up to ensure implementation
• Monitor the outcome
63
Speak with relevant people
After you have determine how best to deal with the issue and
the individuals involved, it is best to
act immediately, this approach needs to be a non-accusatory
way where you avoid jumping to
conclusions and being hasty.
You job at this point is to seek the views of each person
involved, what is there knowledge of the
incident and get a clear view of what actually occurred while
taking each person perspective into
consideration. It is important that each person speak openly
with you without feeling as though they
are being judged and for you it is important that you are
applying active listening skills and asking
open ended questions. Unless you are asking a question to make
a point clearer be mindful not to
interrupt the person who is speaking.
It is important to:

• Use interpersonal skills
• Maintain trust
• Listen to different points of view
• Avoid reacting by using your emotions
• Promote positive relationships
identified and
managed constructively in accordance with the organisation’s
policies and
procedures
Conflict within a team and organisation needs to be identified
and managed in a
constructive manner an d in accordance with the organisations
policies and procedures on
how to best deal with conflict.
There may be many reason why conflict occurs with a team or
organisation, usually this has
to do with performance problems opposed to personal issues
between members of staff.
Conflict is an everyday part of work life, conflict does not only
occur within the office and
between employees, conflict can occur between employees and
customers as well.
Follow policies and procedures
When conflict arises it needs to be treated immediately,
however you need to first look at the
conflict which is becoming a problem and work out what they
conflict is over, who is involved in the
conflict and if it requires the attention of a manager or if
individuals are able to work out the conflict

themselves.
First look at the problem solving steps to work this out before
you intervene in a problem which may
be able to be sorted out by the people involved without the
assistance of the manager or team
64
leader. Your organisation will have a policy in place for the
correct way to handle and resolve conflict
within the working environment. Some of the steps within the
policy may include:
• Have the relevant parties meet to discuss the issues
• Speaking with your team or people involved about the
commitment and cooperation
needed between all team members in order to achieve the
common goals of the team and
the company
• Provide an opportunity for resolution by brainstorming
potential solutions with individuals
involved
• Making the employees aware of the organisations policies on
conflict resolution and the
potential outcomes if a resolution cannot be resolved
Be objective and constructive
Whether you are directed involved in conflict or are working

towards finding a resolution for the
conflict all parties need to be willing to compromise and
negotiate to help find a solution to
overcome the conflict. You need to be willing to listen to each
person’s views and opinions as well as
being open to accepting different ways of doing things if it
means the end of the conflict.
The situation needs to be handled in a constructive way it a
resolution will be found. For each person
involved in the conflict they are wanting a resolution to be
found as soon as possible as the conflict
can be very uncomfortable for all involved. Sometimes small
problems can become large issues if
they are not dealt with as soon as they arise.
Defuse the situation
When dealing with a situation whether you are directly involved
or brought in as a third party to
help defuse the situation it is important to never make decision
based on your emotion towards a
situation, if you feel too close to a situation and are feeling like
you may not be able to make a
decision without your emotions interfering it is then best that
you walk away and let other people
deal with the situation. You need to think about how your
emotions and an emotional decision will
affect everyone else involved.
When you are trying to defuse a situation please some of these
techniques:
• Use a deferral techniques
• Discuss any misunderstandings
• Acknowledge other parties involve

• Be aware of certain behaviours
65
Dispute resolution processes
Organisation have a formal framework in place which helps to
easily deal with dispute within the
organisation so they can be easily resolved. It is in the best
interest of the management’s staff to
take initiative in developing collaborative processes for dispute
resolution and for all individuals
involved to be encouraged to use them.
There is no idea way to deal with conflict resolution, the
resolution will depend on the size and
nature of the organisation, although certain principles do apply:
• Consensus – procedures should be developed in collaboration
with all interested parties
• Transparency – all employees including new employees should
be made aware of the
dispute resolution policies and procedures
• Functionality- policies need to be functional for all people
within the organisation
• Timeless- a commitment to consultation with staff and
openness to sharing ideas

• Informality – all levels of management within an organisation
need to be aware of how
to deal with and resolve conflict and other issues within the
organisation
• Referral – Dispute resolution processes should allow for
issues to be referred to other
departments and personnel within the organisation if there is a
need for it
• Right of review - Internal procedures are not meant to replace
the right of recourses to
formal dispute resolution processes
66
• es).
1. Imagine you are the manager, you have been asked to write a
list of symptoms
which indicate a problem within your team, you need to identify
the action you
would take to further explore a situation and avert the
development of a major
problem within your team and the organization. What is on your
list?

2. What relationship difficulties did you experience as part of a
work place issues?
3. Describe a time when conflict or misunderstanding has
occurred within your
workplace, how was the situation resolved?
Activity 7
67
Chapter 8 – Manage difficulties to achieve
positive outcomes

workers in
resolving their work difficulties
Managers and team leaders need to provide staff with guidance,
counselling and support
when they are trying to resolve difficulties which relate to
work. It is not the responsibility of
the manager to resolve the issues for their employees,
depending on the issue itself it may
be considered inappropriate for a manager or team leader to get
involved to try to resolve
the problem. Organisations and managers should be encouraging
staff members to work to
resolve their issues by themselves, openly and directly, while
encouraging a positive
outcome for all employees and the organization.
At the level of a manager it is your responsibility to take the
lead in training your staff and
other members of the organization on how to resolve conflict
with others and use effective
problem solving techniques, this can be achieved by continual
guidance, counselling and
support which with an environment of positive communication
and cooperation will
encourage staff to take the lead and be productive in resolving
their own conflict within the
workforce.

workers in resolving their work
difficulties
identified difficulties
68
Frontline managers responsibilities
There are many responsibilities of a frontline manager and may
duties they need to carry out on a
daily basis to provide there team with not only a manager but
someone they feel comfortable to
confide in. Providing your team members with encouragement,
advice and help shows them your
commitment to positive interaction and your willingness to
show loyalty and support to those
employees who report directly to you and their colleagues.
The key responsibilities and roles you need to take on as a
manager and team leader are to:

• Guide – direct and influence members of your team on how to
resolve difficulties in the
workplace by training them in effective problem solving skills
and techniques.
• Counsel- offer advice to team members on resolving particular
workplace difficulties in a
formal consultation
• Support – provide all members of your team with support an
opportunities and mechanisms
which motivate and direct them to solve problems and create a
better working environment
which helps them work to their best potential
Guide your team
Your team look to you for guidance and information about
expectations and organizational goals,
policies, procedure and effective problem solving dispute
resolutions. There are many ways
managers and team leaders can guide there teams, for example:
• Staff inductions
• Ongoing education
• Leading by example
• Training programs
• Supply resources
• Safe work practices
Counsel your team
Commonly problems arise in a team when one or more members
of the team no longer act in the
best interest of the team but instead act as individual without
regard for any one other then

themselves. As a team leader it is them up to you to act quickly
and carefully to remedy the situation
through counselling, discussion and coaching.
When a member of your team is acting out of not playing their
role within the team counselling
them may help you to determine the reason why, to work out if
they are outing out as a result of a
unresolved workplace issue or if it may be a personal matter
they are struggling with.
There are many things you as a manager can do to counsel your
team:
• Providing coaching options to all members of your team
• Shadow or have someone within the team shadow a member of
your team
69
• Mentoring, provide your team with a mentor, this can be
someone from within your team
who is senior in their position and can help provide skills and
knowledge to other less
experienced team members.
Support your team
Make it clear to all your team members that they all have your
support through any difficulties, let
all members of your team know that you have an open door
policy and that they can ask you
questions at any given time, this helps staff to feel that you are

approachable whenever is necessary.
Provide your team with all the necessary information they will
need to help with settle into the team
and the organization, this can include information about
problem solving policies and procedures of
the organisation’s or legislative requirements.
It is important in the role of a manager that your support to your
team is constant this demonstrates
your loyalty to your employees. Loyalty must be earnt by both
the employee and the managers, this
can be achieved by defending your employees in the face of
criticism and providing them with
ongoing guidance, training and constructive feedback.
identified
difficulties
Develop an action plan
By having a documented action plan you are better equipped to
look over the plan, determine the
details and how it will be implemented. It Is important that all
relevant parties are included as they
all need to understand the proposed solution in a clear way and
understand what their
responsibilities will be in implementing the action plan. It
should not be assumed that anyone
involved in the action plan already understands their task and
knows how to implement it, when
involving other people in implementing an action plan you need
to make sure that they are trained,
on how the plan should be implemented as set out by the

organization.
If issues arise which have not yet been addressed or dealt with
then the plan may need to be altered
to accommodate these issues, however the fundamental intent of
the solution should always remain
the same.
• Involve your team
• Follow organizational and legislative requirements
• Seek further advice
70
Review and implement workplace outcomes
If you are implementing an action plan to help deal with
conflict within the workplace it needs to be
continuously monitored and supervised to ensure the plan is still
working on an ongoing basis,
however this does not need to be the manages job, as the
manager you can allocate the task of
having a person monitor this plan, however this person needs to
be someone who is not involved in
the problem to begin with.
Through monitoring the plan you are ensuring that all task and
changes are agreed upon and
everything is completed within a specific time frame with the
correct allocation of resources. Each

member involved in the conflict needs to have a clear
understanding of how progress will be
monitored, delays or difficulties allocated to certain actions or
task.
It is important that a good communication is established
between all staff members who are
responsible for implementing the action plan and those who will
be affected by it. By having the
communication you are helping to ascertain how employees feel
about taking place in implementing
or being effected by the action plan and whether there
experiencing any problems.
You can ask for timely feedback or employees may just feel a
need to give your feedback, remember
feedback is always welcomed. It is easier to take action to
prevent more problems in the future then
by not having any feedback to guide you.
71

1. Develop an action plan, use 5 task which need to be
addressed and identify any
difficulties you come across. This action plan can be based on
your actual work place
or somewhere you may have previously work.
Task Person Completion date

Activity 8
72
Summary
difficulties
involved in your dealt with at
some point, difficulties within the organisation due to conflict
with other members of staff
bigger picture and long term
effects rather then the issue as it exists in the present time
aim for a win-win solution which satisfies all parties
and helps them feel they have
worked together or collaborated for their mutual benefits
properly executed, you need to be
supervised and monitor the situation on an on going basis
and in the faster way possible
References
Aspire training and consultation workbook, version 1.2

Precision group training and assessment manual
BSBLDR502 Lead and manage effective workplace relationship
– slides produced by Elizabeth Carter
73
Chapter 1 – Manage ideas and information1.1. Ensure strategies
and processes are in place to communicate information
associated with the achievement of work responsibilities to all
co-workersFrontline ManagersWork ResponsibilitiesRoles of
Individuals and TeamsTeam leader, Team membersIdeas and
informationCollect and analyse ideas and informationSources of
internal and external informationInternalExternalConfidential
Ideas and InformationChanges to legislation and
developmentsImportant LegislationStrategies for
CommunicationIdentifying your audience and purposeEffective
written communicationEffective verbal communicationIssue
instructionsActivity 1Chapter 2 – Manage ideas and
information1.2 Develop and/or implement consultation
processes to ensure that employees have the opportunity to
contribute to issues related to their work roleEstablish a
communication frameworkFeatures of communication
frameworkDevelop and implement consultation
processesConsultation processesEncourage employee
contributionsProvide opportunities for planning, decision-
making and actionTypes of forums providing team input1.3
Facilitate feedback to employees on outcome of consultation
processesInformal and ongoing feedbackFormal
feedbackActivity 2Chapter 3 – Manage ideas and
information1.4. Develop and/or implement processes to ensure
that issues raised are resolved promptly or referred to relevant
personnel.Identifying problemsSolve problemsProblem-solving

solutions for managersDedicated planning sessionsInvolve key
personnel or external expertsInformal meetingConduct
SurveysActivity 3Chapter 4 – Establish systems to develop trust
and confidence2.1. Establish and/or implement policies to
ensure that the organisation’s cultural diversity and ethical
values and adhered toCultural and social
diversityOrganisational policies and proceduresSocial
StandardsEthical standardsBusiness standardsAdhere to relevant
legislation requirementsWork-life balance and family-friendly
policies2.2 Gain and maintain the trust and confidence of
colleagues and external contacts through professional
conductIdentify colleagues and external contactsTreat people
with integrity and respectShow empathyAvoid behaviors that
destroy trustAim for high professional standardsBuild the talent
and confidence of otherSupport your teamMotivate
othersAlleviate organisational stressEncourage open
communicationActivity 4Chapter 5 – Establish systems to
develop trust and confidence2.3. Adjust own interpersonal
communication styles to meet the organisation’s cultural
diversity and ethical environment and guide and support the
work team in their personal adjustment processOrganisational
structureAchieve an optimum environmentCommunicate within
a diverse workforceLanguage differencesDisability and special
needsTips for communicating with people with disabilitiesUse
non-discriminatory languageEmphasise cultural factors when
recruitingInterpersonal StylesCoaching and mentoring your
teamActivity 5Chapter 6 – Manage the development and
maintenance of networks and relationships3.1. Use networks to
build workplace relationships providing identifiable outcomes
for the team and the organisation.The purpose of networkingUse
networks to benefit the organizationBenefits to individuals and
building relationships through networksDevelop a list of
contactsTips for expanding your contact circleNetworking
strategies3.2 Conduct ongoing planning to ensure that effective
internal and external workplace relationships are developed and
maintainedMake the most of your networkRepresent your

networkAlways follow upShare information about
networkingActivity 6Chapter 7 – Manage difficulties to achieve
positive outcome4.1. Develop and/or implement strategies to
ensures that difficulties in workplace relationships are
identified and resolvedDifficulties within the workplaceManage
workplace difficultiesSpeak with relevant people4.2. Establish
processes and systems to ensure that conflict is identified and
managed constructively in accordance with the organisation’s
policies and proceduresFollow policies and proceduresBe
objective and constructiveDefuse the situationDispute
resolution processesActivity 7Chapter 8 – Manage difficulties
to achieve positive outcomes4.3. Provide guidance, counselling
and support to assist co-workers in resolving their work
difficultiesFrontline managers responsibilitiesGuide your
teamCounsel your teamSupport your team4.4. Develop and
implement an action plan to address any identified
difficultiesDevelop an action planReview and implement
workplace outcomesActivity 8SummaryReferences
Assessment 2
Project - Group Activity
Unit: BSBLDR502 Lead and manage effective workplace
relationships
Qualification: BSB51915 Diploma of Leadership and
Management
Training Package: BSB Business Services
Due date: Week 7
Assessment Type: Project – Group
Activity

Student name: Student No:
Assessment Guidelines
Please read the following assessment guidelines carefully.
1. The purpose of this activity is to assess your knowledge and
skills in leading and managing effective
workplace relationships.
2. If you have any considerations that may affect your
performance in the assessment please inform your
assessor immediately. Your assessor will provide you with a
suitable alternative to complete this
assessment.
3. To gain competency for this assessment, neatly write the
correct answers on the sheets provided or
demonstrate competency in activity tasks by the due date.
4. Submission of assessment after the due date will result in a
penalty fee.
5. Place your name and date at the top of the page and on the
Feedback Evaluation Sheet (back page).
6. Your assessor will return it to you with comments and your
results. This information will be supplied at
the end of this document on the results page.
7. If you feel the decision made by your assessor was incorrect
please refer to your Student Handbook for
information on assessment appeals for the required steps to
appeal this decision.

8. A “NYS” (not yet satisfactory) result of this task may be
returned to you for a re-assessment. Re-
assessments must be submitted by an agreed date with your
assessor or as soon as possible within the
duration of the unit.
9. The re-assessment work must address the specific
performance tasks beyond doubt for the assessor to
issue a satisfactory (pass) result. A repeat NYS outcome could
lead to an administration fee.
10. All work must be done individually. Copied work will not
be accepted and could lead to an “academic non-
performance” rating. It is highly recommended that you keep a
copy of this assessment.
11. Complete the Feedback Evaluation Sheet by signing and
ticking the appropriate box as to whether you
wish to appeal or finalise this assessment.
I have read and agree to the assessment guideline conditions
above.
____________________________ Date: ______________
STUDENT SIGNATURE
Task One – Written Report
RTO 90982
CRICOS 02599C

V2016.4
192.168.10.251TrainersN ew Training Packag eBSB52415
Diplom a of M arketing (Transition)BSBLDR 5022 Group
Activity
V2016.4.doc
Page 1 of 13
This is a group activity (a group of maximum three people). In
this activity you will
demonstrate the skills and knowledge required by this unit by
completing a scenario –
based project.
You are working as a Customer Service Manager at a big
telecommunication company Veptus and
you are responsible for a team of 25 call centre representatives.
One of your team members –
Alisha, has made a complaint to the human resources
department claiming she has been experiencing
racial discrimination from her co-workers. She claims that her
colleagues tease her about her accent
and due to this she has been subjected to very offensive
comments. She also says she has been
isolated and even ostracised as no-one ever talks to her and
when she wants to talk to anybody –
they always say to her “oh, I don’t know what are you trying to
say, it is so hard to understand you” or “you
should learn how to speak English first before you start talking
to us”. Alisha claims that these comments

have caused her much distress and she even doubts her
capabilities in relation to her being a call
centre customers’ service representative.
Alisha has been employed in your company for over 2 years.
She is from India and does have a bit of
an accent, but this has never been an issue and customers that
she has been serving, have always
been very happy with her saying Alisha is a very patient, calm
and polite person and she always
explains things properly. She always participates in mandatory
workplace training and she always
receives good reviews from trainers.
Alisha reports directly to you, so you, together with the Human
Resource Manager, need to follow-
up and respond to the issue. In your response you need to
identify the issue, recommend ways to
resolve any conflict and promote the organisation’s cultural
diversity within your team.
Respond to each of the following questions by preparing a
report and presenting it to
your team.
1. What are the key issues relating to the situation and describe
how they impact on Alisha’s
work responsibilities?
2. What are the steps you will take to manage Alisha’s
complaint properly and describe how
these comply with the company’s policies and procedures?

3. Describe how you would ensure that consultation processes
would provide opportunities
for the affected team members to contribute to the issue in an
appropriate manner?
4. Describe how you would provide feedback to the affected
team member and other staff on
the outcome of the consultation?
5. Develop an issue management process to ensure that the
issues that have been raised would
be resolved promptly and referred to relevant personnel. In the
issue management process
you need to include:
• Symptoms – early warning signs of the issue
• Facts – identify who is involved and establish the causes
V2016.4
Activity
V2016.4.doc
Page 2 of 13
• Analysis – evaluate the extent of the issue, determine the
potential implications,
consider the interest of all those affected and ensure adherence

to the organisation’s
equal opportunity policy, conflict resolution procedure and
legislative requirements
• Options for resolution
• Action plan – implementing the solutions and follow-up to
ensure implementation
• Monitor outcomes – describe the process of how you will
monitor the outcomes of
the action plan, including ongoing support and counselling to
assist team members in
resolving their difficulties in the workplace
6. Describe how you display professional leadership behaviour
through your own conduct,
including:
• Ways to gain and maintain trust and confidence of co-workers
and external contacts
• Methods to adjust your own interpersonal communication style
to meet your
company’s cultural diversity
• Techniques to guide and support team members in their own
personal adjustment
process
NOTE: Students need to have their report TYPED up and submit
a hard copy of the
report to their Trainer and Assessor.
All reports must contain:
• Introduction
• Finding

• Address each of the above 6 criteria
• Conclusion
NOTE:
Before you answer all the questions, please refer to your
company’s Equal Employment
Opportunity Policy and Conflict Resolution Procedures (See
Appendix 1 and 2
respectively).
Please attach a copy of your report to this assessment tool upon
submission.
Do not forget to present the outcomes of the report to your team
(the Trainer and
your class mates).
V2016.4
Activity
V2016.4.doc
Page 3 of 13
Appendix 1
Equal Employment Opportunity Policy

Purpose and Scope
Veptus is committed to ensuring that all employees enjoy Equal
Employment Opportunities.
This means that employees are treated fairly and equally. It is a
fundamental right and must be applied
to every aspect of work life.
The purpose of this policy is to encourage a workplace culture
based on the Veptus’ values
and to prevent unacceptable conduct. This policy also sets out
the process and options available to
staff who encounter such behaviour.
Principles
EEO principles apply to:
• Access to jobs
• Conditions of employment
• Relationships in the workplace
• The evaluation of performance
• The opportunity for training and career development
By promoting equal opportunity in the workplace, the quality of
customer services and
workplace productivity will be enhanced.
Veptus is committed to:
• Treating all people with dignity and respect
• Providing our staff, customers and visitors with an
environment free from any form of
unacceptable conduct and thus enjoy a harassment-free
workplace
• Taking appropriate action against any staff member who

breaches this policy
Objectives:
• To ensure that no discrimination takes place and that all
employees enjoy equal access to
opportunities within the organisation
• To ensure that decisions relating to employment, promotions
and training are equitable and
based upon merit
• To ensure that all employees are able to work in a non-
threatening, harassment-free
environment
• To promote EEO and ensure that every employee is aware and
understands, their rights and
responsibilities in relation to EEO in order to promote the social
and cultural diversity of the
organisation
• To enable Veptus to uphold its obligations to ensure the
absence of all forms of
discrimination by promoting workplace rules, policies, practices
and behaviour that are fair
Benefits from EEO
A well planned and successfully implemented EEO program can
improve the effectiveness
and efficiency of the management and development of human
resources, which can produce the
following results:
• Increased productivity and efficiency

V2016.4
Activity
V2016.4.doc
Page 4 of 13
• Greater efficiency in matching skills and abilities of
individuals to jobs
• Cost-effective reduction in turnover of staff
• All staff feeling encouraged to achieve their full potential
• Increased employee interest and motivation, increased
productivity, job satisfaction and
morale, improved corporate performance
• Improved quality of work
• More cooperative work relationships and reduced workplace
conflict
• Fair process to deal with work-related complaints and
grievances
• Positive public image of the organisation
State and Federal legislation is designed to protect individuals
from discrimination because of
their sex, race, marital status, pregnancy, disability,
homosexuality, transgender, sexual harassment,
age, or carer responsibilities. Employees of Veptus are expected
to abide by the organisation’s equal
employment/anti-discrimination guidelines and the State and
Federal laws. Where the standards are
breached, counselling and disciplinary action will occur, and

acts of serious misconduct may result in
termination of employment.
Manager’s responsibilities
It is the responsibility of managers to promote the principles of
EEO in their workplace and
this can be achieved by:
• Providing employees with a positive role model
• Ensuring employees are aware and comply with policies
• Reviewing all workplace practices and employment conditions
to comply with anti-
discrimination legislation
• Acknowledging that diversity makes good business sense
• Dealing with complaints quickly, confidentially and
efficiently
• Seeking the assistance of Human Resources Staff
Employee responsibilities
Employees are responsible for:
• Their own behaviour and actions at all times
• Adhering to the company’s policy regarding EEO
• Seeking the appropriate advice regarding the acceptability of
an action prior to undertaking it
• Treating fellow employees and customers fairly and equitably
• Being aware of their individual responsibilities under anti-
discrimination legislation
• Advising their manager if they believe they have been
discriminated against and if they believe
there has been discrimination against a colleague
The fair practices and behaviours that help to achieve equality

in employment include:
• Open, competitive and merit-based recruitment, selection and
promotion practices
• Access for all employees
• Flexible working arrangements
• Prompt, effective and fair grievance management
• Communication process that allow employees access to
information and their views to be
heard
• Recognising/focussing on the knowledge, skills and ability of
employees
• Making workplace adjustments for people with disability
• Dealing with and eliminating discrimination and/or harassment
V2016.4
Activity
V2016.4.doc
Page 5 of 13
Lodging complaint and dealing with breaches
Any employee who feels that a decision has not been based on
merit or they are being
discriminated against has the right to make a complaint with
their direct manager or Human
Resources Manager. While it is preferred that matters are
resolved satisfactorily internally,
employees have the right to lodge a compliant with the relevant

external body.
Veptus does not tolerate any form of unlawful discrimination,
harassment, bullying or
victimisation. Anyone who engages in unacceptable conduct in
breach of this policy will face
disciplinary action which may include a verbal or written
warning and in serious cases, or cases of
repeated behaviour, termination of employment.

V2016.4
Activity
V2016.4.doc
Page 6 of 13
Appendix 2
Conflict resolution procedures
Open communication and feedback are regarded as essential
elements of a satisfying and
productive work environment. Veptus encourages its employees
to resolve any issues or concerns
that they may have at the earliest opportunity with each other
or, failing that, their immediate
supervisor. The preferred process involves employees resolving
issues to their satisfaction internally,
without feeling they have to refer to external organisations or to
authorities for assistance.

Purpose
The purpose of this document is to provide an avenue through
which employees, and their
managers, can resolve work-related complaints as they arise.
Policy
Veptus will establish mechanisms to promote fast and efficient
resolution of workplace
issues. Employees should feel comfortable discussing issues
with their manager or supervisor in
accordance with the procedures outlined below. All formal
avenues for handling grievances will be
fully documented and the employee’s wishes will be taken into
account in determining the
appropriate steps and actions. No employee will be intimidated
or unfairly treated in any respect if
they utilise this Policy to resolve an issue.
Conflict resolution requirements
The process of conflict resolution must be:
• Followed as soon as is practicable, so that the issues can be
resolved before they become
major problems
• Fair and equitable to all parties, regardless of rank or seniority
within the organisation
• Carried out in a confidential manner so they cause as little
disruption to non-involved parties
as possible
• A transparent process, which is openly available to every
Veptus employee
• A genuine attempt to resolve issues within the organisation

with a view to maintaining
healthy working relationships for all employees.
Responsibilities
It is the responsibility of Managers to ensure that:
• They identify, prevent and address potential problems before
they become formal grievances
• They are aware of, and are committed to the principles of
communicating and information
sharing with their employees
• All decisions relating to employment practices are made with
consideration given to the
ramifications for the individual, as well as the organisation in
general
• Any grievance is handled in the most appropriate manner at
the earliest opportunity
• All employees are treated fairly and without fear of
intimidation.
It is the responsibility of Employees to ensure that:
• They attempt to resolve any issues through their immediate
supervisor and through internal
processes at the earliest opportunity.
V2016.4
Activity

V2016.4.doc
Page 7 of 13
It is the responsibility of the Human Resources Department to
ensure that:
• All managers, supervisors and employees are aware of their
obligations and responsibilities in
relation to communication and information sharing with their
employees;
• Ongoing support and guidance is provided to all employees in
relation to employment and
communication issues;
• All managers, supervisors and employees are aware of their
obligations and responsibilities in
relation to handling grievances;
• Any grievance that comes to the attention of managers or
supervisors is handled in the most
appropriate manner at the earliest opportunity.
Process
The following is the process of conflict resolution that must be
followed by all Veptus
employees:
1. An employee who considers that they have a dispute or
grievance should raise the matter with
their immediate supervisor as a first step towards resolution.

The two parties should discuss the
matter openly and work together to achieve a desired outcome.
2. The Manager or Supervisor should check for clarification of
the issue to ensure they fully
understand the complainant’s concern. Managers should follow
the standard procedure of
offering the employee the opportunity to have an independent
witness at the discussion, ensuring
they follow the steps outlined below:
• If more than one person is present, establish the role of each
person.
• Outline the process that is to be followed.
• Inform the parties that any information obtained in the
conduct of the review is confidential.
• Listen to the complainant and diagnose the problem.
• Take accurate and detailed notes of all conversations
(including dates, people involved) and
attach any supporting documentation.
3. The Manager must ensure that the manner in which the
meeting is conducted will be conducive
to maintaining positive working relationships, and will provide
a fair, objective and independent
analysis of the situation.
4. All parties are to maintain complete confidentiality at all
times.
5. If the matter is not resolved and the employee wishes to
pursue it, the issue should be discussed
with a more senior manager.
6. If the resolution is not forthcoming, then the matter should be
referred to top-level

management. Again, the matter is to be discussed openly and
objectively with management to
ensure it is fully understood.
7. If the resolution is not forthcoming, then the matter will be
taken to an external independent
body for resolution. The independent body may be an
organisation such as the Fair Work
Commission, who will provide a mediator or conciliator to
assist with resolving the issue.
V2016.4
Activity
V2016.4.doc
Page 8 of 13
Observation and Demonstration Checklist
FAMILY NAME: GIVEN NAME(S):
UNIT CODE: BSBLDR502 Date:
Item Description of what the assessor expects to see the student
doing in the course of the project

S NYS
1. Demonstrating professional conduct to maintain the trust and
confidence of
others
2. Adjusting interpersonal communications styles to meet
organisational and
individual needs, and support other in their own adjustment
process
3.
Managing conflict constructively
4.
Guiding, counselling and supporting team members
5.
Building positive relationships at work
6. Communicating information to support others to achieve
work
responsibilities
7.
Facilitating employees' contributions to consultation on work
issues
Trainer’s feedback on evidence of knowledge and skills

demonstrated through this
project. Include recommendation on how to address gaps in
competency.
Trainer’s signature ____________________________ Date:
_____________________
V2016.4
Activity
V2016.4.doc
Page 9 of 13
GROUP ASSESSMENT COVER SHEET
This document is to verify that the Students listed below

completed the work in a group as
outlined in the Group Activity Assessment.
It is a requirement that each Student signs the Cover Sheet, as
this forms evidence of
completion of their Group Activity.
Unit Name:
BSBLDR502 Lead and manage effective workplace
relationships
Assessment:
1
Trainer’s
Name:
Group:
Student Name Student ID Signature
1
2
3
4

5
Trainer’s Signature: _______________________________
Date:______________
V2016.4
Activity
V2016.4.doc
Page 10 of 13
Project – Group Activity
Assessment 2 – Feedback Evaluation Sheet
STUDENT NAME:
STUDENT
NO:
ASSESSOR’S NAME: DATE:
UNIT NAME: BSBLDR502 Lead and manage effective

workplace relationships
Did the learner in this assessment demonstrated that they can:
YES NO
Develop and/or implement consultation processes to ensure that
employees have the
opport
Facilitate feedback to employees on outcomes of the
Develop and/or implement processes to ensure that issues raised
are resolved promptly or
referred to relevant per
Establish and/or implement policies to ensure that the
organisation’s cultural diversity and ethical
Gain and maintain the trust and confidence of colleagues and
external contacts through
Adjust own interpersonal communication styles to meet the
organisation’s cultural diversity and
ethical environment and guide and support the work team in
Conduct ongoing planning to ensure that effective internal and
external workplace relationships
Develop and/or implement strategies to ensure that difficulties
in workplace relationships are
Establish processes and systems to ensure that conflict is
identified and managed constructively in
Provide guidance, counselling and support to assist co-workers
Develop and implement an action plan to address any identified

FEEDBACK TO STUDENT:
V2016.4
Activity
V2016.4.doc
Page 11 of 13

Assessment
-assessment
required
Student
Signature
The result of my performance in this unit has been discussed
and explained to me.
____________________________ Date: ______________
STUDENT SIGNATURE
Assessor
Signature
ASSESSOR’S DECLARATION:
I hereby certify that the above student has been assessed by
myself and all assessments are carried out as per the
Academy’s Assessment Policy & Procedure.
____________________________ Date: ______________
ASSESSOR SIGNATURE

APPEAL PROCESS:
� I would like to appeal the outcome of this assessment as per
the appeals procedure in the
Student Handbook
Student’s signature: _______________________ Date:
__________________
V2016.4
Activity
V2016.4.doc
Page 12 of 13
Assessment Receipt
FAMILY NAME: GIVEN
NAME(S):
UNIT CODE: BSBLDR502
TERM: 4, 2016

ASSESSMENT NUMBER: 2
Assessor’s Name:
Assessor’s Signature:
Submission Date:
Resubmission Date:
Assessor’s Signature on
Resubmission:
Important Notes: This is your evidence that you have handed in
your assessment to
your trainer. It is your responsibility to keep this document by
the end of the term. This
Assessment Receipt is not to be considered that the assessment
has a positive outcome.

Student Declaration
Your trainer and assessor is required to discuss the following
matters with you.
□ Purpose and outcomes of the assessment process
□ Relevant unit/s of competency
□ Recognition of Prior Learning
□ Appeals process
□ Confidentiality and security of information
□ Special need/ Additional information
□ Signing of Student Declaration
In signing this form the Student acknowledges that the
assessment process has been fully
explained by this unit’s Trainer and Assessor of the Australian
Academy of Commerce
(‘Academy’). This declaration verifies that copies of the
Assessment Plan and Unit of
Competency have been provided and that the candidate
understands and agrees to the
assessment process as described. The candidate also confirms
that she/he agrees that the
Academy has removed the weighting and marking as part of its
assessment evaluation. This
competency based training (CBT) assessment is part of the
Academy’s continuous
improvement policy and compliance upgrade.
V2016.4
Activity

V2016.4.doc
Page 13 of 13
____________________________ Date:
______________PurposePolicyResponsibilitiesSTUDENT
NO:STUDENT NAME:DATE:____________________________
Date: ______________ASSESSOR’S DECLARATION: I hereby
certify that the above student has been assessed by myself and
all assessments are carried out as per the Academy’s
Assessment Policy &
Procedure.____________________________ Date:
______________ASSESSOR’S NAME:

In this assignment we will take a look at a given project scen.docx

More Related Content

Similar to In this assignment we will take a look at a given project scen.docx (20)

More from jaggernaoma (20)

Recently uploaded (20)

In this assignment we will take a look at a given project scen.docx