Formative Assessments

Activity 1

1. Write a short sentence to explain the purpose of a communication strategy.

Communication strategies are designed to help individuals and organisations to

communicate effectively and achieve core business objectives.

2. List three examples of processes leaders can use to communication

information associated with the achievement of work responsibilities to co-
workers and write a brief paragraph to explain each one.

Induction
Induction is the process whereby new workers, or workers moving from one area/job
to another, are made familiar with the business, the legislative environment, the
workplace, the people, and the job to enable them to become productive within a
relatively short period of time.

Meetings
Meetings are an ideal medium for communicating information associated with the
achievement of work responsibilities with staff. Meetings provide the opportunity for
staff to receive a detailed explanation of the information presented and enable them to
clarify their roles and responsibilities with the meeting chair.

Information updates
Information associated with the achievement of work responsibilities might be
circulated to co-workers via email or other internal communication processes.
Internal communication processes include performance reporting, notice, information
kits and supporting documentation.

3. Provide three examples of performance indicators that might be used to

measure the achievement of work responsibilities.

-Efficiency Indicators
-Effectiveness Indicators
-Productivity Indicators

Activity 2

You are changing the rostering process. This will affect the hours employees
work.

1. Why would it be a good idea to consult workers about the rostering process?
Provide at least three reasons.
-They can identify problems and suggest solutions and they might have insight into
how changes will affect them, the organisation and customers/clients.
-Employees are more likely to implement new or amended procedures, practices,
programs, solutions, and changes where consultation occurs.
-People are much more likely to respond positively to change if they have been
involved in initiating it.

2. What method would you use to consult employees about proposed changes to
staff rosters? Why?

Facilitated meetings ensure staff have an opportunity to have input into the decision-
making process. Meetings might be whole of workplace, team meetings, or small
group meetings. The facilitator guides meetings participant through the matters for
consultation and uses interpersonal techniques and communication skills to ensure all
participant have the opportunity to contribute.

Because if they are involved in the process they will be more likely to respond
positively in the changes.

3. What feedback would you provide to workers on the outcome of the

consultation process?

Feedback to employees should include:

-What will be done
-When it will be done
-Who will do it
-How it will be done
-What resources are necessary
-How changes will be measured and monitored

Leaders need to use interpersonal skills and personal qualities when they provide
feedback to employees on outcomes of consultation processes, either individually or in
team meetings. This is because some of the feedback they might have to provide to
employees will not be well received by them.

Activity 3

You lead a team of employees. A number of them have raised an issue that is
affecting their ability to meet set targets. Specifically, they have advised you that
the budget they are working with does not allow them to secure the resources
needed to effectively carry out the job.

1. List the six steps in the problem-solving process you would follow to try to
promptly resolve the issue.

1. Identify problem. Define problem, symptoms and root causes.

2. Define the desired situation.
3. Gather and analyse data.
4. Generate alternatives. Consider potential impact/risks.
5. Choose an alternative. Make decision. Plan and implement.
6. Monitor and evaluate. Adjust plan.

2. After undertaking each step in the problem-solving process, you find that the
only way to solve the problem is to provide workers with more financial
resources but you do not have the authority to increase their budgets. What
should you do?

Despite their best efforts there will be times when leaders will be unable to address
the concerns or solve the problem raised by workers. Instead, they will have to raise
these issues with senior managers, other executives, or internal/external experts.
Unresolved issues are not necessarily a bad thing; it might be simply mean that
something is outside of the worker’s and leader’s direct control and that they need
another party to help them address the concern. They might need to refer issues to the
human resources, information technology (IT) or accounting department.

When faced with raising an issue with a senior manager or relevant person, a leader
has a responsibility to ensure that they are as knowledgeable as possible. They must
ensure that they have all the relevant facts, any history associated with the problem,
and have a through understanding of what impact the issue will have on workers’
ability to meet their goals and that of the organisation. The leader needs to be able to
quickly and succinctly bring the relevant person up-to-date and identify the trigger
point which has prompted them to seek help. Knowing the true essence of the
problem helps to ensure that the right help is sought and provided at the right time.

Activity 4

1. You have recently hired a woman from a Muslim background who wears a
hijab. After a short time working for the organisation she tells you that she does
not feel comfortable in the workplace.

Specifically, she tells you that:

-other workers have made derogatory statements about her religion
-there are pictures hung around the office that she finds offensive
-she has been told that she cannot observe religious requirements like prayer
time
-she has been told that she cannot wear the hijab because it does not form part
of the organisation’s uniform

Identify two organisational policies you could refer to for guidance on your
response, and seven actions you could take to address these issues.

-Discrimination/harassment policies
-Ethical codes

Things that the organisation can do to manage diversity include:

-Appointing trained Equity and Diversity Contact Officers (EDOs)
-Ensuring that all new and existing employees understand their obligations and
responsibilities in relation to workplace diversity
-Ensuring that dispute resolution mechanisms are available for employees
-Managing breaches of behaviour promptly
-Respecting that different employees will have different ways of thinking and working
-Establishing a workplace diversity plan
-Ensuring that managers act as role models by practising and promoting correct
behaviour

2. You have found that a number of employees are not adhering to the ethical
values of the organisation. When you talk to them about this they tell you that
they were unaware that what they were doing was wrong and that they have
never seen the organisation’s code of ethics. Identify eight things you could do to
make existing employees aware of their ethical responsibilities.

Methods of communicating and promoting diversity strategy can include:

-Written documentation
-Manuals
-Policy and procedures statements:
-displaying policy on noticeboards and other public areas
-distributing copies of policy to staff
-explaining policy to staff at meetings or other forums
-reinforcing key messages from policy in supervisory discussions, performance
appraisals or other interactions
-Information kits
-Information brochures and pamphlets
-Oral advice and guidance
-One-on-one meetings
-Small group meetings
-Email
-Seminars of forums on particular topics
-Training programs including induction training
-Intranet

Activity 5

1. Write a short definition of the word trust.

Trust, respect and confidence in each other are important in building and maintaining
successful workplace and external relationships. Trust is one of the most important
contributors to a harmonious, synergistic and efficient work environment. Success is
more likely in organisations where leaders are trusted.
2. Identify and describe two traits leaders should demonstrate that would help
them to gain and maintain the trust and confidence of colleagues and external
contacts.

Behaving ethically
A role model is a person who serves as an example; whose behaviour is emulate by
others. Role models provide a reference for the behaviour and performance of others.
Leaders who demonstrate professional conduct show that they can be trusted and act
as positive role models.
A good leader/manager however will provide a positive role model for others and
inspire others. They will manage by example; lead by example, be visible and part of
the communication loop, empower employees, delegate effectively, encourage new
ideas and innovations and help build inclusive organisational cultures. They set the
example and actively, through their own behavioural attributes, support the concept of
reliability, consistency, trust and adherence to ethical principles.

Recognising and valuing the contribution of all employees/external contacts

Leaders who want to be trusted by colleagues and external contacts will also
demonstrate trust in their workers. Smart, secure leaders hire competent, effective
employees and let them do their jobs. They delegate responsibility and authority to
staff, involve people in decision making, treat everyone with respect, and spread the
power in the organisation. However, competent leaders will help workers to solve
problems by using their skills to help others achieve established goals where required.
Employees must trust that leaders have employees’ best at heart, and will make
decisions on work opportunities (that is, career advancement and development) for
them for the right reasons. A climate of trust will encourage people to align their
personal interest with the interest of the organisation.

Activity 6

1. You arrange to meet with a new employee to see how they are settling into
their job. The employee speaks minimal English and you are worried that you
will not be able to make yourself understood. List 10 examples of ways you
might adjust your own interpersonal communication style to assist the new
employee to understand what you are saying.

-Slang/idiomatic language
-Clarity
-Phrasing
-Fillers
-Repeating
-Contractions
-Using yes and no
-Paraphrase
-Tone of voice
-Pace

2. Provide three examples of unethical communication.

-Plagiarism
-Lying
-Cheating

3. Two new team members have joined your team. One of them is from India and
other is from Japan. There is a team member who is having difficulty building an
effective working relationship with them. Provide 10 examples of how would
guide and support the work team in their personal adjustment process.

When accommodating diversity and cultural difference leaders should encourage staff
to:
-Challenge and strip away stereotypes -realise that they prevent them from seeing
people as they really are
-Build significant relationships with people who are different from themselves
-Refrain from making assumptions about people
-Look for commonalities and build a sense of shared purpose
-Value inclusive behaviour and language
-Encourage other to accept the collective mix of people
-Set the example
-Draw on multiple perspectives, experiences, strengths and potential for mutual
benefit
-Look for similarities and differences at the same time
-Brake down the barriers that restrict communication
-Throw away the fear factor –prejudice stems from fear

Activity 7

1. You have started a business selling health and protein shakes. You want to
increase sales of the product. Make a list of three people/organisations you
might network with to help you achieve this identifiable outcome and describe
the contribution they could make.

-Marketing experts: they can help doing a good marketing plan and advertising (how
and where publish de product), this will help to increase the sales.
-Nutritionist: having a qualified person in this area will be beneficial, as it will
generate credibility and seriousness about the product.
-Sales experts: they can help making a sales plan and advice on issues such as where to
sell, price versus competition, customers expectations, sales services, etc.

2. You need to learn more about ways to encourage the performance of team
members. Make a list of three people/departments you might build workplace
relationships with to achieve this identifiable outcome for the team and the
organisation and describe the contribution they could make.

-Human Resources department: they can advice with ways to motivate

people and support in the process.
-Financial department: they can show the benefits of a good
performance for the organisation and therefore for employees.
-Motivational coach: help in the motivation of the team using specific
techniques for it.

Activity 8

1. You have recently attended an industry event where you met a contact who
you think would be able to provide you with a lot of advice about how to market
your organisation. What would you do to begin to develop and maintain the
relationship? Why would you do this?

It is a good idea to send a new contact an email after meeting them. This will show the
person that you are genuinely interested in forming a relationship and you were
pleased to meet them.
A unique way to keep in touch with contacts is to send them information that might be
of interest to them.

2. A person from another department has referred a lot of new clients to you.
They do not have to do this. It does not form part of their job description.
Identify three things you could do to develop, maintain and show that you value
the relationship.

-If a contact refers a client to you always send them a thank note, whether you win the
business or not.
-A unique way to keep in touch with contacts is to send them information that might
be of interest to them.
-If a contact is particularly important, offer to take them to lunch. Alternately, meet
regularly for a casual and friendly coffee.

Activity 9

1. Propose two methods for identifying difficulties in workplace relationships.

-Management by walking around

-Active listening

2. Natalie and Joseph are work mates. Joseph has young children and likes to
have time off during school holidays to look after them as he has difficulty
finding others to look after them during these periods. He become very upset
that Natalie always asks for time off during school holidays even though she
does not have children. She argues that she wants this time off because her
boyfriend is a schoolteacher and this is the only time they can spend time
together and travel. They cannot both have time off over school holidays as this
would leave their department short staffed. The situation is causing difficulties
in their workplace relationship.

a. What strategy would you use to resolve this situation? Briefly describe each
step of the strategy to be used.

One of the most useful strategies for resolving relationship difficulties involves
negotiation.
There are five stages in the negotiation process:
1. Plan for negotiation: in the planning stage, workers need to create a set of clear
goals or objectives that they would like to be met during the negotiation process.
2. Discuss: both parties should set a climate for negotiation meeting by exchanging
greetings. This should help to reduce tension. They can engage a rational discussion
about each other’s needs and positions.
3. Propose: dealing with one issue at a time, workers should propose solutions to the
situation. This gives both parties room to move as they negotiate to a solution.
4. Negotiate the issue: discuss solutions and arrive at an agreement as to what
solutions should be implemented.
5. Check: check the agreement and confirm that each party is committed to it.

b. Describe a win-win, win-lose and lose-lose resolution of this situation.

Win-win
Win-win outcomes occur when both parties are satisfied with the settlement
negotiated. This means that Natalie and Joseph are happy, they will divide school
holidays for each one.

Win-lose
Win-lose outcomes occur when one party is satisfied and one is dissatisfied with the
outcome of the negotiation. This means that Joseph wins the negotiation and he will
have priority choosing when take time off.

Lose-lose
Lose-lose occurs when both parties are to rigid, or when both parties are unable to
collaborate or compromise, or are unaware of the opportunity to do so. This means
that wasn’t any agreement in the negotiation, Natalie and Joseph relationship is
completely broke now.

Activity 10

1. Explain the processes and systems that can be established to manage and
resolve conflict constructively.
To minimise the impact of conflict on business reputation and legal liability,
organisations should have a conflict resolution process in place that facilitate
resolution outcomes that are:
-Quick- issues can be resolved quickly rather than allowing them to escalate due to
inaction
-Fair- all relevant parties are consulted and their points of view are taken into account
-Handled sensitively- disputes should, where possible, be resolved in a confidential
way to minimise impact on customers or other employees
-Transparent- the procedure should be clear to all employees

Leaders should:
-Deal with the grievance/conflict promptly, reducing the stress for all involved and
leading to a speedy solution, avoiding the escalation of the problem
-Be accessible so that staff know they can approach managers with any problem
-Discuss grievances/conflicts in an informal/non-threatening manner
-Apply policies and procedures consistently
-Find a solution to the problem and fully explain it
-Be neutral and unbiased
-Deal with conflicts unemotionally
-Use problem-solving skills
-Manage the emotions of the parties involved in the conflict
-Refrain from blaming or criticising employees
-Identify the cause of the conflict and put into place a strategy that genuinely resolves
the conflict

Workers should encouraged to:

-Focus on the problem and not to the people or personalities involved
-Verbalise their feelings appropriately
-Manage their emotions
-Take responsibility for their own behaviour
-Avoid blaming and look to the future to find opportunities for solving the problem
-Identify areas where they can compromise
-Be open to finding solution

2. Two workers are engaged in a conflict related to who should answer their
manager’s phone and take messages when the manager is not present. They
both feel that they are too busy and too important to be required to do this.
Describe the signs you would look for to identify they are handling the conflict
constructively.

Conflict is constructive when:

-All parties recognise a common goal or problem
-All parties view the situation as potentially win-win
-Creative thinking is used to make better quality decisions
-Communication is open, honest (assertive) and effective
-All sides are committed to negotiation process –to genuine conflict resolution and
decision making

Constructive attitudes are characterised by:

-Cooperation and support
-Understanding the legitimacy of, and respect for, the other party
-Acknowledgement of the other party’s right to hold opposing views
-Channelling energies in a positive fashion –willingness to listen, learn and actively
work toward a solution
-Acknowledgement of the need to reach agreement, commit to that agreement, and
accommodate the needs of all parties

3. Provide two examples of:

a. Emotionally based conflict.

Bad communication
Disappointed of someone

b. Values based conflict.

Cultural differences
Different points of views

c. Needs based conflict.

Insufficient budget
Need to finish different tasks at the same time

4. Outline a conflict management process.

A process for dealing with conflict:

1. Acknowledge that the conflict actually exists at its earliest stages rather than hoping
that it will go away on its own. Conflict that is not acknowledged cannot be managed
and resolved and conflict that is identified earlier is usually easier to resolve.
2. Identify what the conflict is and why it has arisen.
3. Discuss the impact that the conflict is having on the individuals involved, team
members, customers and the organisation.
4. Ask the involved parties to participate in a cooperative conflict resolution process;
to be calm, courteous and respectful of others. Ask them to listen and understand
where the other person is coming from rather than just promoting and defending their
own position.
5. Clarify positions and set up processes for communication. Ask the parties involved
to keep communications open. They need to express their feelings and their position
so that others can understand where they are coming from and to identify what they
need. Leaders need to make sure that each person’s position is heard and understood.
6. List the facts, assumptions and beliefs underlying each position. This involves
clearly identifying what has led to each party’ position. Once this has been done it is
possible to identify the assumptions that are true and to determine if beliefs based on
those assumptions are accurate. Take time to separate facts from misunderstandings.
This allows the parties to step away from their emotional attachments and see the
issue more objectively.
7. Encourage everyone involved to generate a range of solutions. Ask everyone to
listen to each other’s ideas. Everyone need to feel heard and acknowledged if a
workable solution is to be reached.
8. Decide what course of action to take or what solution to implement. Agree to what
needs to be done, when, and by whom.
9. Provide positive feedback and recognition when the parties involved are able to
reach and implement a resolution to their conflict.

Leaders can take a number of approaches during the conflict resolution process. For
instance, they might act as an authority figure and tell the parties what the resolution
will be or simply tell one party that they are wrong. However, this is less likely to result
in a solution that the parties involved agree with or will commit to implementing. It is
the best to involve the parties in identifying a resolution as these resolutions are
generally more successful.

If, during the course of discussions with staff members involved in the dispute, the
view is formed that it cannot be resolved by the two individuals involved or through
assistance at the local level, other steps need to be taken. In this event, mediation
through external and independent person, may be helpful.

Activity 11

1. Identify and describe three qualities that would help leaders to provide
guidance, counselling and support to assist co-workers in resolving their work
difficulties.

Have a non-judgemental attitude: people who feel judged would not express their
feelings or be open to communicate anything about their work difficulties. Providing a
fair and good attitude will help others to be more confortable and not worried about
being judge wrongly.

Show empathy: it means be awareness of the feeling and emotions of others. It is how
we as individuals understand what others are experiencing as we were feeling
ourselves. Workers know and can tell that they will be understood with their feelings
and situations.

Be trustworthy: it is being honest, reliable and responsible. Having this quality will
make others be more respect with the person. Others will want to continue
relationships and dealing with the person.

2. You are talking to a co-worker who is very upset that another worker has
given them information that was inaccurate and this caused them to look bad in
front of another manager. You ask them what the worker said when they
confronted them and they reply by saying, ‘Who cares? There’s just no excuse for
what they did. Nothing they can say can make it right.’ List three pieces of advice
you would offer them.

-Refrain from making assumptions about another person. Often we think others are
out to get us when in reality they have no idea how their behaviour is affecting us
-Express their issue clearly and constructively so that others understand exactly what
the problem is
-Be willing to forgive. Everyone makes mistakes and behaves badly at times. If effective
workplace relations are the goal, it is necessary to excuse others for simply being
human

Activity 12

You are working with two employees because one has made some negative
comments about other’s culture. Draw up a 1-2 page action plan that could be
used to address this identified difficulty.

Desire for the conflict to be resolved

To cultural conflicts or misunderstandings, workers need to be committed to resolving
potential conflicts and take responsibility for bridging the cultural gaps.

They must:
-Have self-awareness of their own cultural practice, including prejudice, stereotyping
and bias
-Understand various cultural factors contributing to cultural differences
-Be sensitive and appreciate migration experience
-Have a good knowledge of, and skills in, communication
-Be willing to accept and appreciate other cultures

Understand of possible resistances

During the conflict resolution process is necessary to discuss the issues that may have
internal resistance to recognition of problems, and resistance to problem solving.

This resistance may take the form of:

-Employees resistance to examine their own values
-Employees resistance to acknowledging their own cultural stereotyping or bias
-Employees denial of the existence of conflict
-Employees tendency to blame others for causing the problem

Mediation with co-workers

When a conflict arises between co-workers, is necessary to use the conflict resolution
process or the grievance procedure.

Both processes would involve a mediator. This could be:

-A senior from both workers area (if the people involved are from the same area)
 -A team leader or other senior staff member
-An independent person from Human Resources department

Mediation means to have a neutral person acting in the role as a facilitator. The role of
a mediator is to provide both parties with opportunities to put forward their views
and assist in analysing the problem and looking for solutions.

Use cultural consultation services

If the conflict resolution process did not resolve the issue, a cross-cultural specialized
organisation should be involved.
Workshops and cultural awareness sessions could be useful for both parties.

Goal/objective Breakdown cultural barriers

What How Who When Benefits Responsibility
Actions-steps in Method of Resources and Time Expected Who will
the process of achievement support frames/dead outcomes undertake or
implementation required lines be responsible
for the process
Step 1 Supervisor of Communication One week Feelings Supervisor from
parties documented from parties parties
and issue of
the conflict
Step 2 Supervisor Communication One week Conflict Supervisor from
discuss with documented resolution parties
other plan
manager of approved by
conflict issues manager
Step 3 Supervisor Discussion was Meeting to be Workshop Supervisor from
organized documented and held in two on cultural parties
meeting with informed to weeks to awareness
parties to parties discuss and training
discuss clarified the assistance
conflict issue. from parties
resolution Workshop
assistance
agreement
from parties.
Step 4 -Workshop - Cross-cultural -Cultural -Help parties -Cross-cultural
about cultural specialized awareness break specialized
awareness organisation training (date cultural professional
-In-house -HR department to confirm barriers and -HR manager
training by with issues
RH specialized -Inform all
department organisation) employees
for all -In-house about
employees training on a cultural
 weekly basis inclusion in
for four the
sessions to be organisation
held next
month
Step 5 Monthly Communication Once a month Clarify if -HR manager
meeting documented for the next conflict has -Supervisor
four months been -Parties
resolved

Summative assessments 1

Question 1
Choose and explain how one system, policy or procedure can support the
development of effective work relationships focusing on interpersonal styles,
communications, consultations, cultural and social sensitivity, networking or
conflict resolution.

Organisations should develop and implement workplace diversity plans/programs to

ensure that workplaces are inclusive. Workplace diversity plans outline an
organisation’s commitment to the creation of an inclusive workplace and focus on
initiatives promoting the attraction, recruitment and retention of a diverse workforce.

An effective workplace strategy is based on three core principles:

-Compliance with specific legislative and government requirements
-Improvement of specific diversity objectives
-Active contribution to the overall effectiveness of the business

Workplace diversity plans should include measures to address employment-related

disadvantages of women, Aboriginal and Torres Strait Islander people, and people of
non-English speaking backgrounds. The concern for procedural fairness and legal
compliance in workplace diversity plan, however, should extend beyond the initial
recruitment and promotion of staff and include redress and improvement in
employment conditions, compensation and benefits, training and educational
opportunities, promotions, transfers, terminations and all other aspects of
employment.

Organisations should consider specific diversity issues that they wish to address as
they develop their diversity plans. These could be issues that have specific importance
to the business, because they affect groups of employees or clients who have a high
proportional representation, or issues that are deemed to be of moral, ethical or social
importance.
The selection of specific diversity objectives should not be taken lightly, as they will
form, in conjunction with the other two principles, the drivers of the strategy and will
cascade down to result in activities and actions that will attract additional resources
and effort. They also provide a tangible and concrete face to the strategy and as such,
become the reality as opposed to what is written in a policy document.

Diversity issues that organisations might choose to focus on include:

-Equal employment opportunity issues, such as:
-direct and indirect discrimination- discriminatory systems and practices
-harassment
-racism
-underrepresentation of equity groups
-employment of equity groups concentrated at lower levels in the organisation
-disproportionate representation of equity group members in non-permanent,
casual or contract positions
-inappropriate supervisory treatment of equity group members
-sidelining staff from diverse backgrounds to diversity roles rather than the
opportunity to pursue what interests them, or where they add most value
-inequitable access to higher duty opportunities, workplace training and
development
-Inappropriate treatment of those who do not fit the dominant paradigm of the
organisation
-Resolving communication issues
-Developing cultural competence
-Negotiating commonalities
-Resolving conflict

Question 2
Describe communication techniques leaders can use to initiate networking
conversations, including requests for help.

Learn to ask for what is needed and desired. This does not have to be done in a
manner that will put people off.
If unsure of how to ask others for help, consider using these question/sentence
starters:

Starter How to use it

By the way… This starter can be used when ensure about how to transition a
conversation so that a request can be made. This introduction is
useful when the conversation has been centred on something
else and you want to ask a question without being rude.
I just had a thought… Use this starter when somebody says something that raises
thoughts about a need or want that needs to be fulfilled.
Would you help…? This question starter clearly sets out the speaker intentions-
that help is needed and that networks are able to supply that
help. Use the word would rather than could as this suggests they
 have knowledge, skills and talents to help. It demonstrates your
esteem for the person being spoken with.
Who do you know…? This starter can be used when somebody has contacts that the
speaker could use.
Who do you By using this question starter, the speaker is communicating the
recommend/suggest? fact that they respect the other person’s opinion and that they
are trusted. It acknowledges the expertise of the person being
spoken to.

You need to be careful not to dominate the time spent with contacts only asking for
assistance. It is fine to ask questions but make sure others can also state their case. In
this way they are more likely to take time out of their busy schedule to help.

Use the ask offer thank method. Ask people for help to fulfil your requirements or
achieve your goals. Then, offer to help them in any way possible. Thank people for
their assistance. Even if people cannot hep, thank them for listening.

At times information will need to be provided by way of more formal presentations to

communicate goals and needs. Think about asking a number of network contacts (for
example internal department managers or external specialists) about ways they can
help and rather than overwhelm them with too much information on the spot, invite
them to meet up to provide more information.

Compliment people when asking for help. This helps people to feel good about
themselves and makes them more open to giving assistance.

Question 3
Outline one relevant piece of legislation from any level of government that
affects business operation, especially in regard to work health and safety (WHS),
environmental issues, equal opportunity, industrial relations and anti-
discrimination and explain how these are relevant to managing effective
workplace relationships.

National state/territory equal opportunity and anti-discrimination legislation requires

employers to take all reasonable steps to create workplaces free from discrimination
and harassment for staff, customers, tenants and those under their case. This involves
treating people fairly and equitably. Commonwealth and state/territory laws
determine that people cannot be discriminated against based on assessment of their
race, nationality, gender, sexual preference, religion, skin colour, political opinion, etc.

This is generally in regard to employment, education, providing goods and services,

accommodation, clubs and associations, granting qualifications, advertising and
selling land.

EEO is based on the principle of merit applied fairly in the workplace. It involves
identifying and eliminating any discriminatory barriers that cause inequality in the
employment of any person or group of persons. The objective of EEO is to bring the
disadvantaged up to the level of the advantaged. EEO legislation makes it more likely
that organisations will have a diverse workforce.

Equal opportunity plans address how EEO is to be introduced into an establishment.

In Australia, any organisation with over 100 staff is required to submit a copy of its
EEO plan for addressing any inequalities or inequities in the workplace to the federal
government.

Summative assessment 2

Project

Why effective workplace relationships are necessary?

Working professionals spend a major part of their time during the week with co-
workers that they do with their families. A work environment can become a more
enjoyable place to be when the relationships among its people become positive and
flexible. Work becomes more enjoyable when employee share good work
relationships. Work relationships among employees can be improved through fun
activities, team lunches, team outings and organisation of informal get-together away
from work.
People who know one another well are more likely to work well together. Tem
members who know, like and respect one other will be more willing to collaborate for
the betterment of the team.

Communications in relation to the achievement of work responsibilities

Managers and leaders communicating information associated with the achievement of
work responsibilities to others verbally must be good communicators as they will be
presenting to people who might all have different opinions on the information and
how impacts them.
Leaders should be able to express themselves clearly and positively, both verbally and
in writing. They need to be able to convey information to people clearly and simply, in
a way that means things are understood and get done. This requires them to ask
questions, listen actively, clarify and confirm information, and convey information
confidently.
They must also be able to adapt to new and different situations, read the behaviour of
other people, compromise to reach agreement, and avoid and resolve conflict.
Co-workers might request additional information about the topic and leaders must
understand the outcomes well enough to answer questions about them.

Consultation
Consultation should involve people who might affect the outcomes, or be affected by
the decisions made, and might be also include people with expertise in the topic that is
being discussed.
Employees are the people who deal with the organisation’s policies, procedures, work
practices, and equipment on a daily basis. They are the ones with the most knowledge
about the issues related to their work role. They can identify problems and suggest
solutions and they might have insight into how changes will affect them, the
organisation and customers/clients.

Consultation is most effective when:

-Is carried out early on in the decision-making process
-Provides employees and their representatives with a real opportunity to provide their
views and opinions on the proposed decision
-Demonstrates that employers are open to suggestions
-Involves the provision for comprehensive information to employees about the
proposed decision in an accessible format
-Requires employers to respond to request for information from employees
-Records of conversation will be kept
-Reviews any suggestions or opinions made by employees and their representatives
-Explains the rationale behind the decision to implement solutions to employees and
their representatives
-Enables employees to seek legal advice if unsure of the extent of the employer’s
obligations

Consultation processes should provide information to employees about the process

for consultation, how a final decision will be made, and who will be involved in making
the decision.

Consultation processes should also:

-Inform workers of matters under consideration, workplace issues, etc
-Seek their input on issues that affect them
-Take the views of workers into account
-Offer opportunity for workers to contribute to decision-making in matters that may
impact on their health and safety
-Advice workers of the outcomes of consultation in a timely manner

The resolution of issues raised by workers

Problem-solving processes (or models) are individual or collaborative processes to
analyse problems and make good decisions based on that analysis. They generally
involve working through a number of steps to reach a solution.

1. Identify problem. Define problem-symptoms and root causes: involves identifying

and defining the problem. It start with a definition of the desired situation which is
matched against the current situation.

2. Closing the gap: involves determining what the desired situation is. Analysing the
gap between the current and desired situation isolates the reason/causes of the
problem. Objectives should be determined in measurable terms.
3. Gather and analyse data: in the problem-solving process entails gathering data
which can be analysed to give reliable, relevant, valid and timely information related to
the problem and possible solutions. Any decision based on invalid, incorrect or
unreliable data is, necessarily, an unsound decision.

4. Generating alternatives: in the problem-solving process is to generate solutions. To

make the most effective decision, generate as many alternative solutions as possible.
Involve others in the process, particularly those likely to be affected by either the
problem or the solution. The input of workers should increase the number of
alternatives offered, thus improving the quality of the solution. Also, those workers
who have been involved in resolving an issue are more likely to be committed to
implementing the solution.
There are number of tools that can be used to generate alternatives, including:
-Brainstorming
-Nominal group method
-Delphi technique
-Quality circles

5. Choose an alternative. Make decision. Plan and implement: in the problem-solving

process is to analyse alternatives and make a choice. Which alternative or combination
of alternatives will best address the issue at hand?
Check projected solutions against specified targets and objectives.
Does the process solution:
-Meet the essential criteria?
-Is it a desirable option?
-What adaptions will others need to make and is this reasonable?
-Will others support the decision?
-Are the resources available to support the choice?
-Can the choice be justified?
-Will it work?

6. Monitoring and evaluation: involves monitoring and evaluating the effect of the
solution. The aim here is to determine that the solution is, in fact, closing the identified
gap.
Solutions do not always achieve their objective. This might mean that it is necessary to
have to revisit the problem-solving process and develop new ideas and new plans, or
at least, to make adjustments to the current plans.

The cultural diversity of workers

An effective workplace strategy is based on three core principles:
-Compliance with specific legislative or government requirements
-Improvement of specific diversity objectives
-Active contribution to the overall effectiveness of the business

Workplace diversity plans should include measures to address employment-related

disadvantages of women, Aboriginal and Torres Strait Islander people, and people of
non-English speaking backgrounds. The concern for procedural fairness and legal
compliance in workplace diversity plan, however, should extend beyond the initial
recruitment and promotion of staff and include redress and improvement in
employment conditions, compensation and benefits, training and educational
opportunities, promotions, transfers, terminations and all other aspects of
employment.

Diversity issues that organisations might choose to focus on include:

-Equal employment opportunity issues, such as:
-direct and indirect discrimination- discriminatory systems and practices
-harassment
-racism
-underrepresentation of equity groups
-employment of equity groups concentrated at lower levels in the organisation
-disproportionate representation of equity group members in non-permanent,
casual or contract positions
-inappropriate supervisory treatment of equity group members
-sidelining staff from diverse backgrounds to diversity roles rather than the
opportunity to pursue what interests them, or where they add most value
-inequitable access to higher duty opportunities, workplace training and
development
-Inappropriate treatment of those who do not fit the dominant paradigm of the
organisation
-Resolving communication issues
-Developing cultural competence
-Negotiating commonalities
-Resolving conflict

An effective strategy takes the right steps to prevent discrimination, harassment and
bullying in the workplace, as well as outlines the legal liability and organisational
consequences that could face the organisation, its directors and managers in the event
of non-compliance.

Ethics
Ethics are principles or moral standards which govern the conduct of a person or
group. They provide an indication of what is right and wrong. Individuals all have an
ethical framework within which they function. Ethics and ethical frameworks are
influenced by a variety of factors, including laws or regulations, religious beliefs,
community expectations and socially acceptable standards of behaviour.

Ethics might relate to:

-Fairness: implies conformity with rules and standards. To treat people fairly, leaders
and workers must ensure others are not discriminated against, abused or exploited.
Groups of people should be treated equally (taking into account programs designed to
address inequities). Personal opinions should not be allowed to influence judgement.
Fairness helps to promote positive relationships.
-Consideration: it is important to extend and demonstrate consideration for others in
all communications and interactions. When others do not feel like their views and
feelings are being considered they can feel devalued, unheard or misunderstood. Being
considerate allows people in an organisation or team to build a relationship of trust. It
leads to positive workplace relations.
-Impartiality: is a principle of justice. It requires decisions to be made based on
objective criteria. All dealings should be carried out without bias, prejudice or
favouritism.
People who are impartial, will be able to consider issues fairly without allowing their
own interests to influence them. They will not promote the benefit of one person over
another for improper reasons.

Winning the trust and confidence of workers

Colleagues and external contacts will only become trusting once consistent behaviour
has been demonstrated.
Leaders can build trusting relationships with employees and external contacts by:
-Establishing open lines of communication, ie demonstrating that they will not
withhold information from them and that they are available
-Recognising and praising employee contribution/the achievements of external
contacts
-Behaving ethically
-Demonstrating competence, ie workers and contacts can have confidence that leaders
know what they are doing
-Effectively managing conflict
-Negotiating with and on behalf of employees and external contacts, ie looking out for
their best interests
-Recognising and valuing the contribution of all employees/external contacts
-Treating employees/external contacts with respect and consideration, ie
workers/external contacts can trust that they will be treated well by leaders
-Having a positive attitude
-Being enthusiastic and involved
-Accepting responsibility, ie not blaming others
-Demonstrating competence with regard to:
-task and job skills
-management skills
-Providing opportunities for employees to develop their skills and knowledge
-Acting honestly, credibly and acting ethically

Workers also need to trust team leaders and managers to ensure that the workplace is
safe and secure.

Interpersonal communication styles

When communicating with people from culturally and linguistically diverse (CALD)
backgrounds it is necessary to adapt communication styles and techniques to make
ourselves understood. This is particularly relevant when speaking with people who do
not speak English as their first language. Adjusting communication styles is ethical in
the sense that it ensures that all people in a work environment are included.
There are a number of things that can be done to help people understand
communications in a way that is responsive to their needs, including:
-Slang/idiomatic language
-Clarity
-Phrasing
-Fillers
-Repeating
-Contractions
-Using yes and no
-Paraphrase
-Facial expressions
-When yes means no
-Silence
-Tone of voice
-Popular culture
-Pace
-Proxemics

Networking
Networking means building strategic and mutually beneficial relationships with
people or with groups. Networks encourage information sharing and problem-solving.
A network can be describes as:
-A connected system of things or people
-A communication system
-A system or set of associations and contacts which support each other through the
exchange of information and ideas

Participation in networks and professional associations enhances leaders’ ability to

access and use information for the purpose of increasing/improving their personal
knowledge, skills and relationships as well as their work skills.

Networks form and integral and essential part of the organisation system. They
benefit the organisation plus the individuals and groups within them because they
contribute to positive information sharing, relationships and support building
processes.

It is necessary to identify the goals of networking before beginning to network. It is

not a good idea to embark on a networking journey without a clear idea of where you
want to end up.
When considering how to use networks to achieve goals and positive outcomes for the
organisation, leaders should consider these questions:
-Why are these goals important to the organisation/me?
-How will the achievement of these goals benefit the organisation/me/others?
-What do I need from others in order to achieve these goals?
-Who can help me to achieve these goals?

The management of conflict

Conflict usually arises from a difference of opinion, goals, or values where people care
about the outcome. The more important the value that individuals place upon the
outcome, the greater the potential for conflict exists. People rarely get into conflict
about issues that they do not consider important to them. The more often people
interact with each other, and the closer they work together, the more potential there is
for conflict to occur.

Common sources of conflict include:

-Unclear definition of responsibilities (role conflict)
-Limited resources
-Conflict of interest

Successfully dealing with conflict enables the problem that it has brought to the
surface to be resolved. It also leads to a team that is able to work together productively
as it requires the parties involved to examine their goals in close detail. This helps
them to understand the things that are more important to them.

Conflict is constructive when:

-All parties recognise a common goal or problem
-All parties view the situation as potentially win-win
-Creative thinking is used to make better quality decisions
-Communication is open, honest (assertive) and effective
-All sides are committed to the organisation process- to genuine conflict resolution
and decision making

Frequently an apparent conflict can be resolved easily through communication and

clarification.
According to employment legislation, employers have a legal obligation to make every
effort to resolve conflict in the workplace.
To minimise the impact of conflict on business reputation and legal liability,
organisations should have a conflict resolution process in place that facilitates
resolution outcomes that are:
-Quick
-Fair
-Handled sensitively
-Transparent

A process for dealing with conflict:

1. Acknowledge that the conflict actually exists at its earliest stages rather than hoping
that it will go away on its own. Conflict that is not acknowledged cannot be managed
and resolved and conflict that is identified earlier is usually easier to resolve.
2. Identify what the conflict is and why it has arisen.
3. Discuss the impact that the conflict is having on the individuals involved, team
members, customers and the organisation.
4. Ask the involved parties to participate in a cooperative conflict resolution process;
to be calm, courteous and respectful of others. Ask them to listen and understand
where the other person is coming from rather than just promoting and defending their
own position.
5. Clarify positions and set up processes for communication. Ask the parties involved
to keep communications open. They need to express their feelings and their position
so that others can understand where they are coming from and to identify what they
need. Leaders need to make sure that each person’s position is heard and understood.
6. List the facts, assumptions and beliefs underlying each position. This involves
clearly identifying what has led to each party’ position. Once this has been done it is
possible to identify the assumptions that are true and to determine if beliefs based on
those assumptions are accurate. Take time to separate facts from misunderstandings.
This allows the parties to step away from their emotional attachments and see the
issue more objectively.
7. Encourage everyone involved to generate a range of solutions. Ask everyone to
listen to each other’s ideas. Everyone need to feel heard and acknowledged if a
workable solution is to be reached.
8. Decide what course of action to take or what solution to implement. Agree to what
needs to be done, when, and by whom.
9. Provide positive feedback and recognition when the parties involved are able to
reach and implement a resolution to their conflict.

Mediation aims to assist two (or more) disputants in reaching an agreement. Whether
an agreement results or not, whatever the content of the agreement, the parties
themselves determine the outcome rather than accepting something imposed by a
third party.

Any relevant legislation

National state/territory equal opportunity and anti-discrimination legislation requires
employers to take all reasonable steps to create workplaces free from discrimination
and harassment for staff, customers, tenants and those under their case. This involves
treating people fairly and equitably. Commonwealth and state/territory laws
determine that people cannot be discriminated against based on assessment of their
race, nationality, gender, sexual preference, religion, skin colour, political opinion, etc.

This is generally in regard to employment, education, providing goods and services,

accommodation, clubs and associations, granting qualifications, advertising and
selling land.

EEO is based on the principle of merit applied fairly in the workplace. It involves
identifying and eliminating any discriminatory barriers that cause inequality in the
employment of any person or group of persons. The objective of EEO is to bring the
disadvantaged up to the level of the advantaged. EEO legislation makes it more likely
that organisations will have a diverse workforce.
Equal opportunity plans address how EEO is to be introduced into an establishment.
In Australia, any organisation with over 100 staff is required to submit a copy of its
EEO plan for addressing any inequalities or inequities in the workplace to the federal
government.