Networking and Conflict Resolution in JKL Industries

This presentation discusses the issues faced by JKL Industries, including high employee turnover, low productivity, and conflict among employees and managers. It also provides a resolution plan that includes developing cultural diversity among managers, better understanding of employee culture, and building strong communication networks. The presentation also includes a role play of HR and an employee understanding development plan. The enforcement of legislations like the Racial Discrimination Act 1975 is also discussed.

NETWORKING AND CONFLICT
REOLUTION OF JKL INDUTRIES

ABOUT JKL INDUSTRIES
• Present in the trucking industry
• Mission-value enhancement of
customers and investors
• Vision-Development of human
resources to achieve mission
• Three LOBs-sales, rental and spare
parts sale

ORGANISATIONAL STRUCTURE
• Tall organizational structure.
• Hindered smooth communication
• Gave rise to conflict.

ISSUES• Managers lacked
understanding of
culture of
subordinates
• Lacked
leadership and
accountability
• Gave rise to
conflict.
• Outcome:
Insecurity among
employees
• Resistance to
change.
• High employee
turnover
Low organisational productivity
Managers lacked understanding of
employee culture
Employees were
exploited
Conflict among
employees and
managers
High employee
turnover

GIVEN SCENARIO
• JKL Industries employees employed both Christian and non-
Christian employees
• Non-Christian employees were not accommodated in Christmas
celebrations
• They expressed resentment

RESOLUTION TO THE ISSUES
• Development of
cultural diversify
among managers.
• Develop better
understanding of
sentiments of
subordinates
• Incorporation of
non-Christian
festivals like
Chinese festivals
in the company
policies.

BUILDING OF STRONG COMMUNICATION IN
JKL
• Building strong
communication network
among employees
• Enhancement of
manager and employee
collaboration
• Training of employees
(figure)

Role play of HR
• Training employees.
• Dealing with their insecurities.

MAIN STAKEHOLDERS OF THE COMPANY
• External stakeholders-Customers, Investors and Government
• Internal stakeholders-Apex management, managers and
employees

EMPLOYEE UNDERSTANDING DEVELOPMENT PLAN

ENFORCEMENT OF LEGISLATIONS
• HR should enforce legislations like Racial Discrimination Act 1975
• Enforce equality of treatment among employees.

REFERENCES
• Barak, M.E.M., 2016.
Managing diversity: Toward a globally inclusive workplace. Sage Publications.
• Cahn, D.D. and Abigail, R.A., 2014.
Managing conflict through communication. Pearson.
• Cascio, W., 2018.
Managing human resources. McGraw-Hill Education.
• Goetsch, D.L. and Davis, S.B., 2014.
Quality management for organizational excellence. Upper Saddle
River, NJ: pearson..
• Hon, A.H., Bloom, M. and Crant, J.M., 2014. Overcoming resistance to change and enhancing creative
performance.
Journal of Management,
40(3), pp.919-941.
• Karlsen, R., 2015. Followers are opinion leaders: The role of people in the flow of political communication
on and beyond social networking sites.
European Journal of Communication,
30(3), pp.301-318.
• Kraidy, M., 2017.
Hybridity, or the cultural logic of globalization. Temple University Press.
• Legislation.gov.au. 2018.
Racial Discrimination Act 1975. [online] Available at:
https://www.legislation.gov.au/Details/C2014C00014 [Accessed 3 Apr. 2018].
• Rice, M.F., 2015.
Diversity and public administration. ME Sharpe.
• Trax, M., Brunow, S. and Suedekum, J., 2015. Cultural diversity and plant-level productivity.
Regional
Science and Urban Economics,
53, pp.85-96.
• Zahariadis, N. and Exadaktylos, T., 2016. Policies that succeed and programs that fail: Ambiguity, conflict,
and crisis in Greek higher education.
Policy Studies Journal,
44(1), pp.59-82.
• Barak, M.E.M., 2016.
Managing diversity: Toward a globally inclusive workplace. Sage Publications.
• Cahn, D.D. and Abigail, R.A., 2014.
Managing conflict through communication. Pearson.

REFERENCES contd…
• Cascio, W., 2018.
Managing human resources. McGraw-Hill Education.
• Goetsch, D.L. and Davis, S.B., 2014.
Quality management for organizational excellence. Upper
Saddle River, NJ: pearson..
• Hon, A.H., Bloom, M. and Crant, J.M., 2014. Overcoming resistance to change and enhancing
creative performance.
Journal of Management,
40(3), pp.919-941.
• Karlsen, R., 2015. Followers are opinion leaders: The role of people in the flow of political
communication on and beyond social networking sites.
European Journal of
Communication,
30(3), pp.301-318.
• Kraidy, M., 2017.
Hybridity, or the cultural logic of globalization. Temple University Press.
• Legislation.gov.au. 2018.
Racial Discrimination Act 1975. [online] Available at:
https://www.legislation.gov.au/Details/C2014C00014 [Accessed 3 Apr. 2018].
• Rice, M.F., 2015.
Diversity and public administration. ME Sharpe.
• Trax, M., Brunow, S. and Suedekum, J., 2015. Cultural diversity and plant-level
productivity.
Regional Science and Urban Economics,
53, pp.85-96.
• Zahariadis, N. and Exadaktylos, T., 2016. Policies that succeed and programs that fail: Ambiguity,
conflict, and crisis in Greek higher education.
Policy Studies Journal,
44(1), pp.59-82.

THANK YOU