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Workplace relationships
BSBLDR502
V2016.4
Learner Workbook
Student Name:
Student ID:
2016
Performance criteria
ELEMENT
PERFORMANCE CRITERIA
1. Manage ideas
and information
2. Establish
systems to
develop trust and 2.2. Gain and maintain the trust and confidence of colleagues and
confidence
external contacts through professional conduct
2.3. Adjust own interpersonal communication styles to meet the
organisations cultural diversity and ethical environment and guide
and support the work team in their personal adjustment process
3. Manage the
development and identifiable outcomes for the team and the organisation
maintenance of
networks and
relationships
4. Manage
difficulties to
achieve positive
outcomes
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
1.1. Ensure strategies and processes are in place to 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
Chapter 2 Manage ideas and information ......................................................................................... 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
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
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
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:
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.
Operating Theatre
Team Leader
Team Leader
Foreman
Chief Surgeon
Warehouse
Bank Branch
Team Leader
Team Leader
Supervisor
Branch Manager
*Taken from Aspire Version 1.2, page 4, Aspire Training and Consulting*
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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.
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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
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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.
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.
When you are presented with information which you are not sure how to deal with, you can also
refer to:
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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*
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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
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
employees should be invited and encouraged to have input in communication. There are positives
and negatives to using multiple types of communication methods
16
Disadvantage
Example
Face to face
Telephone
conversation
Message is consistent
across the group
All questions can be
addressed at the same
time
Provides opportunity
for agreed approach
Disadvantage
Time consuming
Dealing with different
personality all at the
same time
Example
Meetings
Discussion groups
Written Electronic
Advantage
being sent
Visually effective
Disadvantage
Example
Emails
Intranet posting
read
Communication may
be misinterpreted
Written Open
Advantage
Disadvantage
Example
Display notices
Instruction sheets
Reaches a wide
audience
Impersonal
Costs involve
System
documentation
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Written targeted
Advantage
Disadvantage
Example
Carefully worded
Formal
Memos
Direct
Confidential
Impersonal
Discourages
Letters
Provides a clear
record
conversation
Presentation
Advantage
Disadvantage
One way
communication
Captures interest
Visually appealing
Easily misinterpreted
Does not provide a
clear record
Unable to clarify if
message is clearly
Example
Exhibitions
Public addresses
understood
*Tables are taken directly from Aspire Training & Consulting version 1.2*
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
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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:
20
Activity 1
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?
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Good listeners
Encouraged to contribute to organisational issues
22
Consultation processes
23
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about their team especially positive feedback as this will encourage team members to become more
involved and informed.
Formal feedback
Organisations use a number of different formal strategies to gather feedback. Here are some of the
more popular methods for gathering feedback.
360-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.
Performance review 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.
Recognition 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
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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
Activity 2
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?
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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.
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1.4. Develop and/or implement processes to ensure that issues 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:
People related - 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.
Task/process processes may not be in place or may not work correctly, when employees
are asked to complete task which are difficult or meaningless.
Time/resources - time to complete task is not reasonable, not enough people to complete
work task or not enough resources to complete work task.
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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.
Know how to ask for help from specialist both internally and externally
Be able to identify potential scenarios occurring within each of these areas
Have a plan on how to deal with potential situations which can cause problems such as
resignation of team members, employees going on leave or calling in sick
30
*Sited and amended from Aspire training & consulting version 1.2, page 34*
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
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contribution they will be making. Commonly when inviting external people into a meeting they have
expertise in the following fields:
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:
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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*
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Activity 3
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.
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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
Polices
Polices set out specific guidelines or rules that
tell staff how to work according to the
organisations objectives.
Procedures
Procedures out the organisations 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:
*Adapted from Aspire training and consulting version 1.2, page 47*
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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:
Workplace values 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
Code of conduct- 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
Employment policies- 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
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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:
Sustainability, health and issues related to how the organizations operations affect the
environment and local community
The impact your trading practices have on other organisatons and the greater community
Financial management including investment
How to deal with suppliers, contractors and defence
Research, including data integrity, use of privileged information, plagiarism and animal
welfare issued by product testing
Media and other publication
Legislative and regulatory requirements
Business standards
Organisations 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.
Organisations often outline their business standards in a vision or mission statement, a customer
service charter and a brand. For example:
Vision Statement
Mission statement
*Adapted from Aspie training and consulting version 1.2, page 49*
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legislation can directly affect you. It is the joint effort of federal, state and local governments
to administer these environmental protection laws throughout Australia.
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.
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Work colleagues
Team members
Team leaders and managers
Administration staff
Service or hospitality staff
Supervisors
Senior management
Board of directors
External Customers
*Tables directly taken from Aspire training and consulting version 1.2, page 56*
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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
Understand the
influence a good
manager has on their
team and the
organisation as a whole
and on the practices of
the organisation
42
It is important that you know your organisations 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.
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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
44
Organisations 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 .
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Activity 4
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?
46
5. Describe strategies which can be used to attain the traits associated with trust
building which can be difficult to achieve?
47
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.
Constructive communication
Sharing of knowledge
Consultation and cooperation
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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
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:
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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.
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.
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Know your team members and others you will be working with and asked what are their
requirements and preferences.
Never make a persons 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 individuals privacy into consideration along with any safety concerns.
*information has been adapted from Aspire training and consulting version 1.2, page 71*
Avoid using he/him or she/her instead use they/their or the workers this eliminators
an individuals 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*
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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 everyones 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.
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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.
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Activity 5
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
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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 someones opinion on a topic you
are networking with that person.
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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.
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
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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:
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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 organisations but within your industry.
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 elses.
There are many networking strategies you can use o extand your network:
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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.
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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:
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Activity 6
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.
3. What is the benefits to you and your organization by enhancing the relationship with
other industries, professionals and community groups?
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dealing with issues and the more developed your skills will become when dealing with workplace
issues and problems when they arise.
Actions
5. Take action
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4.2. Establish processes and systems to ensure that conflict is identified and
managed constructively in accordance with the organisations 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.
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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:
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es).
Activity 7
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?
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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
Staff inductions
Ongoing education
Leading by example
Training programs
Supply resources
Safe work practices
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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.
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Activity 8
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
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Summary
Most effective ways of dealing with work place conflict and difficulties
A workplace problem may be something which you have been involved in your dealt with at
some point, difficulties within the organisation due to conflict with other members of staff
Think before you act
Determine the extent of problems which involve looking at a bigger picture and long term
effects rather then the issue as it exists in the present time
Always aim for a win-win solution which satisfies all parties and helps them feel they have
worked together or collaborated for their mutual benefits
Ensure an action plan for resolving a work difficulty is properly executed, you need to be
supervised and monitor the situation on an on going basis
Conflict needs to be dealt with correctly, and with sensitivity 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
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