Effective Workplace Relationships

This assignment focuses on the importance of effective workplace relationships. It explores topics such as internal and external communication strategies, fostering a diverse and inclusive environment, and the benefits of networking for both personal and organizational growth. Students are tasked with analyzing scenarios involving communication challenges, developing networking plans, and proposing solutions to enhance workplace relationships.

Running Head: LEAD AND MANAGE EFFECTIVE WORKPLACE RELATIONSHIPS
Lead and manage effective workplace relationships
Name of the Student
Name of the University
Author Note

1LEAD AND MANAGE EFFECTIVE WORKPLACE RELATIONSHIPS
Answer 1:
JKL Industries, an Australia based association, is intending to shift from rental market
and enter a generally more gainful market of retail deals. Subsequently re-arrangement of
working framework has turned out to be mandatory. This is driving towards a
miscommunication among the workers of the association, which is probably going to
influence the business destinations of the association. The above-mentioned company
nurtures certain limitations in the domain of diversity and sphere of networking issues, which
further disrupts the communication within the organization. The Brisbane Branch Manager
must skillfully deliver his duties in developing the internal and external communications of
the company.
Answer 2:
Moreover, many of the policies and procedures of the stated organization prove to be
rigid barriers in the path of fruition of healthy communication amongst employees. The
Brisbane Branch Manager must further amend certain company policies towards the end of
nurturing healthy communication amongst employees.
Answer 3:
a. The following pieces of JKL Industry’s policy contradict with the team’s behaviour
towards that particular employee:
 Anti-discrimination guiding principle (Luchenister 2015)
 Policy of moral code
b. Anti-discrimination legislation and fair work act are pieces of legislation, which are
likely to prove relevant to the stated scenario (Ericson and Widmark 2015).

2LEAD AND MANAGE EFFECTIVE WORKPLACE RELATIONSHIPS
c. The following policies and procedures might aid in promoting cultural diversity,
ethical values and relationship building:
1) Transparency:
The workers of each level must be aware of the alterations taking place in the
company (Zhu and Manjarrez 2017). The workers belonging to any level must
not be kept in dark regarding the changes, which are capable of affecting the
company in a positive or negative manner and consequently which are going
to affect them.
2) Tolerance of diversity:
Opinions must be sought from every employee before getting involved in any
major decision-making process. This will not only help the organization in
fetching variegated suggestions, but also will enhance relationships within the
organization and will further reflect the tolerance policy of the organization.
3) Impartiality:
Each and every employee must be treated in a fair and just manner,
irrespective of their caste, creed and religion. Moreover, no favouritism and
subsequent purposeful victimisation, must be encouraged in the office
environment.
d. The following aspects might be considered to further promote cultural diversity and
ethical values in JKL Industries:
1) An effective bi-directional consultation between the employer and employees
must be established.
2) The organization must arrange for workshops and discussion forums at regular
intervals.

3LEAD AND MANAGE EFFECTIVE WORKPLACE RELATIONSHIPS
3) Employees must involve themselves in open-ended dialogues to reach any
decision within a short tenure.
4) The company must involve stakeholders in the decision-making process, in
order to maintain their transparency.
e. The situation needs to handled in a very sensitive manner. The Brisbane Branch
Manager needs to conduct a workshop and address the following issues:
1) The concerned employees’ sense of employee engagement and empowerment
must be enhanced.
2) They must be enlightened on the aspect of accountability of work
performance.
3) They must be made aware of the organizational values, morals, policies and
goals.
f. The concerned employees, being possessors of high designations may refuse to
participate in the workshop and take suggestions from a not so experienced [Two
months of experience] branch manager. They might refuse to mingle or get involved
or be cordial with any employee belonging to a lesser level.
g. The workshop might begin with the appraisals and notes of appreciation for the
achievements executed by them. Thereafter, the workshop might move into the
learning of ethics, morals and policies of the organization and the method in which
the employees must adhere to these policies, in order to prevent any further
miscommunication within the selected organization.
h. A bi-directional and open-ended communication would best suit this situation. This
process will help in collecting opinions and viewpoints of various people. This
process will consequently aid in reaching the roots of the communication problems
and will further facilitate permanent obliteration of those impediments.

4LEAD AND MANAGE EFFECTIVE WORKPLACE RELATIONSHIPS
i. A bi-directional conversation previously ensued between the higher officials
[representing the employers] and the group of employees, regarding a discontent
related to wages, amongst the latter faction. The open ended nature of the
conversation helped in reaching a mutually consented conclusion where the
employers consented to increase the wages in exchange of extension of working
hours.
j. Networking with internal and external people could aid in building positive
relationships to achieve organizational and professional goals in the following
manner:
1) completing the work, through tending to gaps in learning
2) interacting through networks, with suppliers to lay preparation for arranging
more ideal terms of exchange and achieve certainty through interpersonal
abilities
3) interacting through networks with clients or purchaser factions to recognize
client needs, create sensitivity and develop trust
4) interacting through networks with industry factions to pick up bits of
knowledge.
5) interacting with experts to set the mark for individual execution and learn
viable practices and to identify oneself as a part of a professional group with
shared vision, qualities and exclusive requirements
The following networks might prove helpful in achieving organizational and
professional goals:
1) Intranets
2) Linkedln groups
3) Brisbane chamber of commerce

5LEAD AND MANAGE EFFECTIVE WORKPLACE RELATIONSHIPS
4) Social networking platforms, such as the ‘Facebook’ (Bolander et al.
2015).
k. An intranet within the organization proved to very helpful. Joining the network
proved to be beneficial, as the doubts got cleared really fast and there was no pace for
miscommunication as the conversations were not oral, yet were written down and
were visible to other concerned employees. These frequent interactions helped in the
development of stronger relationships. The organization certainly prospered an lot
more owing to the establishment of such network.
l. The following might prove effective for Sam and Alex to reach their professional and
organizational goals:
1) Attending workshops to build personal trust
2) Attending workshops regarding various human behaviour and the methods to
deal with them.
Answer 4:
b)Networking Activity Person a)Schedule for three
months
c)Rationale for
networking activity
I. Internal:
Usage of
Facebook
II. External:
Involvement
in webinars
Employee 1 I. Minimum 30
minutes of
usage per
day.
II. Minimum 2
webinars per
month.
I. This will aid
in
communicati
on with
colleagues
II. This will
help in
maintaining a

6LEAD AND MANAGE EFFECTIVE WORKPLACE RELATIONSHIPS
communicati
on with
suppliers
i. Internal: Use
of Intranet
ii. External:
Participation
in webinars
Employee 2 i. Minimum
half of
working
hours per day
ii. Minimum 4
webinars per
month
i. This will
help in
clearing
doubts
with
colleague
s
ii. This will
help in
maintaini
ng good
relation
with
clients.

7LEAD AND MANAGE EFFECTIVE WORKPLACE RELATIONSHIPS
References
Bolander, W., Satornino, C.B., Hughes, D.E. and Ferris, G.R., 2015. Social networks within
sales organizations: Their development and importance for salesperson performance. Journal
of Marketing, 79(6), pp.1-16.
Ericson, A. and Widmark, S., 2015. Ethnic anti discrimination work in La Paz, Bolivia: A
study of the perceptions and beliefs of the employees regarding the ethnic anti discrimination
work at a public university.
Luchenister, A.J., 2015. A New Era of Inequality: Hobby Lobby and Relgious Exemptions
from Anti-Discrimination Laws. Harv. L. & Pol'y Rev., 9, p.63.
Zhu, J. and Manjarrez, D., 2017. How are Companies Engaging Employees in the Succession
Planning Process, and What are the Potential Benefits or Concerns Related to Increased
Transparency?.