BSBLDR502 - JKL Industries: Networking, Conflict, and Resolution

This case study examines JKL Industries, a trucking industry company, focusing on its organizational structure, prevalent issues, and conflict resolution strategies. The company's tall organizational structure hindered communication, leading to conflicts arising from managers' lack of cultural understanding and accountability, resulting in employee insecurity and high turnover. A specific scenario involving the lack of accommodation for non-Christian employees during Christmas celebrations is addressed with recommendations for cultural diversity training and policy changes. The study emphasizes building a strong communication network, enhancing manager-employee collaboration, and enforcing legislations like the Racial Discrimination Act 1975 to ensure equality. Key stakeholders are identified, and an employee understanding development plan is proposed to improve organizational productivity and workplace relationships. Desklib provides access to similar case studies and resources for students.

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.

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