BSBLDR402 Report: Leading Effective Workplace Relationships

This report, prepared by a student, comprehensively examines the principles of leading effective workplace relationships. It begins with short answer questions addressing key concepts such as developing understanding skills, communication, emotional intelligence, and managing boundaries....Read More

Running head: LEAD EFFECTIVE WORKPLACE RELATIONSHIPS
LEAD EFFECTIVE WORKPLACE RELATIONSHIPS
Name of the Student
Name of the University
Author Note

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Table of Contents
Assessment 1: Short Answer Questions.....................................................................................2
Answers to the question 1 to 16:............................................................................................2
Assessment 2: Role play & Portfolio.........................................................................................6
Meeting agenda:.....................................................................................................................6
Meeting report:.......................................................................................................................6
Email to team members:.........................................................................................................7
Assessment 3: Portfolio & Role play.........................................................................................7
Part A: Questions & E-Mail to Yuko.....................................................................................7
Part B: Report & template....................................................................................................10
Reference..................................................................................................................................12
Appendices...............................................................................................................................13
Appendix 1: Meeting Agenda..............................................................................................13
Appendix 2: Meeting policy and procedure.........................................................................14
Appendix 3: Networking Report..........................................................................................20

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Assessment 1: Short Answer Questions
Answers to the question 1 to 16:
1. Developing understanding skills, positive communication, understanding emotional
intelligence, managing boundaries in terms of informal and formal needs of the relationship,
and finally, listening actively.
2. Managers should adopt a transactional leadership approach, communicate, listen and work
on the advices given my team mates.
3. Workplace behaviour defines the organisation culture and with positive models instilled in
the framework, the way of thinking and working styles bring in change for company’s
productivity. Employees feel interested and comfortable working in an environment that will
not harass their basic rights or dignity in any terms.
4. Culture of other organisations that seem to have brought success to the company motivates
other companies to adapt the same in regards to same kind of industry and similar business
environment conditions. The positivity reflected in working styles, environment, facilities
given and benefits gained inspire other companies to opt similar strategies.
5. Effective interpersonal styles in workplace enhances operational efficiency that in turn
makes productivity stronger. For instance, non-transparent communication of leaders and
workers often create misunderstanding and suffering workloads. If a leader or manager
makes his employees afraid of him, he or she is not an eligible person who can motivate,
understand or inspire his team members to work.
6. Diversity in an organisation brings change in working patterns that reduces the essence of
monotony. Moreover, introducing diversity in terms of culture create gateways for employees

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to know, understand and accept the diversities of world and seek best skills that can help the
company to develop.
7. Communication: The most significant tool to avoid conflicts or resolve is communication.
Careful listening is a part of communication that allows a person to understand the other
person’s issue. Whether it be true or false, but listening completely allows emotional
intelligence to work at better place. At primary stage, understanding nature of conflict is
essential and then troubleshooting the solutions reflects better results (Cumberland et al.
2016).
Being impartial: Biasness can hamper the working condition and trust with employees.
Acknowledging or appreciating is good to inspire employee of credit but that can often create
a thinking in other employee of partiality. An effective leader has to be at neutral position for
resolving a conflict making it profitable both for the employees and company. It is always
better to analyse the situation from every side and then reaching a conclusion.
Promoting teamwork: Team working spirit enhances trustworthy dependability of the
employees and thus, support prospective working culture. In team work, employees get to
understand individual responsibilities and learn if they are not capable enough to understand
any point. Team work brings motivation, power and success of projects undertaken avoiding
any chances of conflicts. Reminding employees about successful projects that required
teamwork is the most effective way of resolving conflicts amongst them.
8. Open door policy, two-way communication feedback, building team spirit, training and use
of online tools to conduct meetings are some of the ways that encourages effective
communication of a team. Open door policy brings out creativity and sense of being involved
rather than encouraging secrecy. Two-way communicating feedback clearly reflects in-person
opinion of both the ends. Team spirit building helps the inspire team members to be

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enthusiast about working processes. Training and using digital methods of communicating
introduces new things of interest in the working system making employees much
knowledgeable and enthusiast.
9. Face-to-face communication help every commuter engaged in communicating to
understand the body language and attitude (McCleskey, 2014). People may reflect varying
confidence in writing and speaking styles. Hence, communicating by face-to-face interaction
enhances confidence of the participants.
10. Body language and attitude in workplace reflects the personality and expectations of the
employees from the company. Body language are indifferently what the mouth wants to
speak but cannot. Hence, reflection of mind gets expressed through non-verbal
communication. The significant differences in the voice tone also determines the body
language of the person.
11. Group meetings, in-person meetings, feedback strategy and communication under one
roof strategy are some of the basic steps. Firstly, identifying the problem followed by
analysing the employees associated with it and its core. Then comes arranging meetings,
communication, listening, analysis and suggesting resolutions to them.
12. Strengthening business connections is a positive aspect of networking that involves
sharing and discussion of information. Advancing in knowledge is preferable and profitable
for both employees and company. Interconnectivity allows the employees and the employers
to build knowledgeable connection. Building the confidence of the team members is an
essential benefit earned from networking. Gaining positive communication and sharing
perspectives creates a better opportunity for employees.
13.
Act Purpose Why they are important for

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effective workplace
relationships
Age
Discrimination
Act 2004
This act of the parliament of
Australia prohibits
discriminations of age in
sectors of employment,
accommodation and
education as well.
Workplace consists of people
belonging to varied age group.
Hence, discrimination due to age
is not accepted in the workplace
and respecting diversity is
significant.
Racial
Discrimination
Act 1975
Gough Whitlam during his
administration in Australia
developed this act that
prohibits racial
discrimination occurring in
sectors of employability,
education and communities.
Cultural variation in a workplace
brings diversity of religion and
perspectives of employees.
Hence, racial discrimination is
considered an offense that can
harm or attack ones basic
personality and disrespect of
his/her culture.
14. Workplace policies and procedures primarily set up an ethical way of punctuality.
Companies are accountable in sense that they have certain formal procedures to perform and
tracks to maintain that arranges their overall performance in a year. The law in a company
and its utility is maintained helping the company and employees to defend in case of
discrepancies. Employees are shared the knowledge of hitting the right door when they need
help.
15. Code of conduct in workplace help the companies in protecting the business by informing
employees about the rules and policies their organisation holds. Development of standards is

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the main motive that companies follow while implementing code of conduct theory letting
their employees know the limited acceptable behaviour at workplace as well as in the society.
16. Company values, respect for each other and violations of basic rights or complaining
about misconduct are some of the behaviours that Code of Conduct policy in a company
helps in development.
Assessment 2: Role play & Portfolio
Meeting agenda:
Refer to Appendix 1.
Meeting report:
Refer to Appendix 2.
The meeting was conducted in regards to discuss the falling sales of the Cricket Equip
and increasing complaints in customer service. The motive of the meeting was to discuss and
resolve this issue to bring back the productivity of the company both online and offline.
Being the operations coordinator, it is the duty to shed light on concurrent issue of the
company that is hampering the sales.
Through the meeting conducted in a team of ten (one excluded being the conductor).
Each of the small team of sales consist three members who assist the customers with
enquiries of sales and processing orders. However, as per the complaint, employees have
responded mix views on the issue. For being inadequately informed about the products,
complaints have been raised by employees against the training system and trainer.
Due to overtime issues and pressure of phone calls, employees are facing problem in
maintaining calm and hence, unintentionally reacts unfriendly to customers. Few of the
attendants even complain that customers on the call acts bossy and unethically commenting

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on the functioning of the company. The distressed phone call awaiting sessions are partially
due to technical imbalance. The customer help lines have to be broadened to overcome
narrow communication channel.
Certain customer service improvement strategies have been introduced like
professional education implementation in terms of handling communication with clients,
increased duties to approach professional development, research and development,
addressing point-to-point deal with customers, last but not the least, an organised chain of
customer help line series with extended options helping the customers being specified with
their problems. This will help employees to mitigate minor issues without getting into
extended conversation or quarrel. The cost of implementing all these policies are decided to
be $1,500 and with consent will begin soon.
Email to team members:
Dear team members (Operations department: Sales teams),
This is to inform you all that we are going to conduct a meeting on 2nd of August 2019 at
11.30 a.m. in the company’s conference room. The objective of the meeting will be to discuss
and resolve issues we are facing from customers regarding customer help services.
It is a request to all to go through the company regulations statute once and come up with
problems from your end to discuss. As an important part of the company, we cannot see our
sales rate going down and hence, you are welcome to come up with any suggestions.
We expect your heartfelt participation in the meeting.
Regards,
Operations Manager.

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Assessment 3: Portfolio & Role play
Part A: Questions & E-Mail to Yuko
a) Conflict resolution process
According to five conflict resolution strategies developed by Kenneth and Ralph, focuses on
five strategies of conflict resolution. In order to handle the conflict and bring it under control,
these strategies were developed. Avoiding, defeating, accommodating, collaborating and
compromising are the terms. Being a leader of a team, it is utter negligence and
unconstitutional to avoid the issue arising and hence, should be focusing on either
accommodating, collaborating or compromising. With reference to the given scenario,
collaborating is the best approach.
b) Range of actions to resolve
The process of resolving conflicts in workplace can be varied. However, some of the most
noted and useful strategies are as follows:
 Clarification of the disagreement and understanding the note of conflict initiation
 Establishing a common objective for both the parties to calm the situation and grasp
control
 Discussing the effective ways of meeting the target
 Determining the barriers of establishing the common targets
 Agreeing on the best resolved solution and acknowledging
c) Actions to resolve
The conflict resolution technique to be used in this context is arranging personal meets and
asking both Yuko and Beryl to revise the company policies. Beryl is being racist with her
behaviour that hampers the company’s workplace environment as well as culture. The
strategy and training has to be provided on cultural diversity at workplace and instances of

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organisations that have achieved success utilising talents from culturally diversified working
ambience.
d) Monitoring the situation
The conflict after being solved has to be followed up by frequent meetings, monitoring
performance, individually asking for feedback, taking feedback from close colleagues of the
conflict victims. The individual meeting can be conducted on every employee of the
organisation to ensure that cultural diversity is not interfering the constitutionality of the
organisation norms.
Email to Yuko
Dear Yuko,
As discussed in the meeting, we will be summarizing the brief points of the issue our
company thinks you should work on and agreed solution to that:
 Your irregularity of working style is creating a lethargic impact on other employees
around you. Thus, it is generating a deeper impact on the entire workplace and
working policies.
 We do trust you and have been witnessing your performance in the company since the
beginning. We found a potential talent in you and that is the reason of hiring you in
the company.
 It is expected as per the company rules and ethics as well as protocols of
professionalism, that it is better to keep aside personal life that is impacting the work
life and work style.
 We do consider the problems you have been facing previously due to cultural
discrimination and have tried to resolve it as much as possible. Therefore, since we
have shown our concern to resolve your issue, it is no more expected that you will

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consider the issue in your mind throughout the life and making yourself
psychologically down.
 Sound mind and sound health is what needed in a proper work life to balance the
inequalities and overcoming issues rationally.
 You should be focusing on your strengths as far as your expertise is considered and
have regular communication your immediate senior. You can come up to us with any
problem you are facing in the company and we are always there to help you out.
We hope it will be easier for you to comply with the points given and we expect the same
potentiality of yours to be reflected in your work from now on.
Thanks & Regards,
(Assessor)
Part B: Report & template
Report about the network
The network activity is found on LinkedIn with the name “Become a Manager”. The
LinkedIn learning section has developed this portal to make the managers all around aware of
correct techniques and intuitions of management. The website of the page is
https://www.linkedin.com/learning/paths/become-a-manager.
The network provide video sessions and live chatting sessions for learning management and
becoming aware of issues related to it. There is no cost for joining the group. There are
personal as well as professional development benefits getting connected to this site.
Personal benefit:
 Learning about behaviour and body language
 Understanding emotional intelligence

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 Understanding self-worth and its relativity to the world
Professional benefit:
 Learning professional mannerism
 Dealing with employees- tricks and techniques
 Confronting emergency or unknown situations in an organisation and resolve
Networking report template
Refer to Appendix 3.

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Reference
Cumberland, D.M., Herd, A., Alagaraja, M. and Kerrick, S.A., 2016. Assessment and
development of global leadership competencies in the workplace: A review of
literature. Advances in Developing Human Resources, 18(3), pp.301-317.
McCleskey, J.A., 2014. Situational, transformational, and transactional leadership and
leadership development. Journal of Business Studies Quarterly, 5(4), p.117.

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Appendices
Appendix 1: Meeting Agenda
<Type of> Meeting Agenda
Agenda Items Time
Allocated
1 Welcome and apologies 5 minutes
2 Items for discussion (list)
 Customer service complaints of misbehaviour, inadequate
product information
 Customer service development with new schedules
 Understanding difference of proposed delivery time and
actual delivery time
 Discussing problems from employees’ end
 Increasing sales strategy
 Proposing on-the-job training systems renewal
25 minutes
Meeting Date: 2nd August 2019
Meeting Time: 11.30 a.m.
Attendees: 10
Chair: 10
Please bring
and/or read: Company rules and regulations prospectus

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Appendix 2: Meeting policy and procedure
Purpose: The purpose of these policy and procedures is to ensure that all meetings are
organized and conducted effectively according to established protocols.
Scope: Cricket Equip convenes a range of meetings, including regular staff meetings,
meetings to discuss specific projects or issues, management meetings and client meetings.
Such meetings are considered to be formal meetings. This policy covers formal meetings
only. This policy and procedure applies to all staff with responsibility for organizing
meetings at Cricket Equip.
Notice of meetings: A notice of meeting must be sent to all staff at least ten working days
prior to the meeting except in the case of emergency meetings. This notice must be sent by
the person organizing the meeting. The notice is to be sent via email, addressed to
participating staff members.
It must identify:
The type of meeting (for example, face to face or teleconference)
The purpose of the meeting and any additional requirements
The place, date and time of the meeting.
Advice that the agenda will be forwarded within three working days of the meeting.
Where a staff member is required to attend a meeting but is interstate visiting clients,
teleconference arrangements should be made for that staff member in order that they can
attend the meeting.
These staff members are to be advised that they will be contacted via Skype and they are to
ensure they are available on Skype at the appointed time.

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Staff members who are unable to attend are expected to respond via email advising that they
are unable to attend.
The notice of the meeting should also be used to remind staff of the Cricket Equip meeting
code of conduct as follows:
Everyone is expected to be on time for the meeting.
Meetings must be entered into all staff calendars to ensure that they are not forgotten.
Mobile phones must be turned off in meetings.
Laptops may only be used during the meeting to make notes or to refer to relevant sources of
information.
Everyone’s point of view must be respected.
Every notice does not need to refer to each of the above points but staff should be reminded
to review this code regularly.
Meeting agenda
The purpose of an agenda is to inform the staff of when and where the meeting will be, as
well as what will be discussed and done at the meeting.
The person organizing the meeting must develop an agenda.
The Cricket Equip Meeting Agenda template must be used, ensuring that:
Each agenda item is numbered
Each agenda item is allocated an amount of time e.g. 9.00 am – 9.15 am and that this is
enough time for the item to be discussed.
There is a short summary of what will be discussed under each agenda item.

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Agendas must be saved according to the subject of the meeting and the date of the meeting.
The agenda will be saved in a specific project file or under a general file, such as “staff
meetings”.
Agendas must be sent by email to each meeting participant at least three working days prior
to the meeting.
Meeting arrangements
Regular staff meetings are to be held in the Boardroom, which can seat up to 10 people.
Meetings will generally be up to around an hour. However, for longer meetings, those
expected to last longer than 2 hours, refreshments should be organised. Depending on the
time of day this might be breakfast, morning tea, lunch or afternoon tea.
A maximum cost of $10 per person is allowable for morning or afternoon tea or $15 for
breakfast or lunch.
All catering is to be organized through Crave Catering:
http://www.cravecatering.com.au
For client meetings involving more than 20 people, a venue must be organized.
http://venuemob.com.au/corporate-function-venues/melbourne
There will need to be a projector and screen for PowerPoint presentations.
Travel to the venue should be organized for all staff. Organise taxis through:
https://www.13cabs.com.au
Chairperson

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A meeting must have a chairperson to chair the proceedings. This will usually be the person
who organizes the meeting and sends out the agenda. The chairperson is required to control
the meeting procedures and has the task of:
nominating or requesting a staff member to take meeting minutes (see following section).
making sure proper notice is given and that there is an agenda, listing all items that need to be
covered;
checking (and, usually, signing) the minutes of previous meetings if applicable:
keeping time (It is important that the meeting gets through its business in the allocated time)
dealing with the order of business;
facilitating discussion;
keeping order;
ensuring everyone has an opportunity to speak;
limiting the amount of time each staff member can have to speak on a matter; and
making sure that decisions are reached on issues that are discussed and that everyone
understands what the decisions are; and
declaring the meeting closed.
Minutes
It is essential that accurate minutes of all meetings are taken as follows:
At the outset of a meeting, the Chair is to nominate or request a staff member to take the
minutes of the meeting.
A laptop and the Minutes Template is to be provided to the staff member taking the minutes.

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The staff member should be advised that minutes must be saved according to the subject of
the meeting and the date and saved in a specific project file or under a general files such as
staff meetings
Minutes must be taken as follows:
It is important that the minutes record any resolutions or decisions made at a meeting.
Minutes should be as brief as possible without jeopardising accuracy and credibility of the
record.
At the meeting, notes can be taken and formal meeting minutes written up afterwards as set
out in the timelines below. The Minutes Template can still be used for taking notes. Notes
must also be provided with meeting minutes.
Attendances and any apologies must be noted. This is usually done at the beginning of a
meeting, although if people leave early or arrive late it is a good idea to also keep a note of
this in the minutes.
Present previous minutes for approval if applicable. Often, draft minutes for the previous
meeting will be circulated in advance of the next meeting, giving people time to consider
whether the minutes accurately reflect their recollection of the meeting. Minutes should be
approved on the basis that they are a correct record of the meeting.
Meeting minutes must be saved according to the subject of the meeting and the date of the
meeting. The meeting minutes will be saved in a specific project file (e.g. Customer Service
Folder YEAR folder or under a general folder such as Marketing Materials or such as staff
meetings).
Minutes must be provided by the minute taker to the Chair within 3 working days of the
meeting.

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Minutes will be distributed by the Chair to all attendees within 5 working days of the
meeting. This should be via email.

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Appendix 3: Networking Report
Details of the networking
activity:
LinkedIn (Social media)
Title: Become a Manager
Date: 2nd August 2019
Time: 11 a.m.
Duration: 2 hours
Details of the networking
activity:
The networking activity is witnessed on LinkedIn. By
joining the group or following the page, a person can
get detailed explanation, learning and examples of
being a manager.
What did you most like about the networking activity?
The activity represents variant knowledge and video explanations regarding management and
being a manager. Video representation with different case scenarios, discussion panels, live
communicating are some of the most important and effective part.
What did you least like?
The group hardly responds to messages when asked for suggestion in real life incidents. The
network focuses on learning and development rather than being a consultancy.
What benefits did participate in networking activity provide to you?
The case studies discussed and explained in the video representations are helpful and can be
stored for further reference. Participation in the activity allows connecting with managers
from different industries and different levels and understanding the geeks are helpful enough
to combat real life examples.