BSBLDR502: Leading and Managing Workplace Relationships at JKL

This report addresses key aspects of leading and managing effective workplace relationships within JKL Industries, aligning with the BSBLDR502 unit of competency. It delves into applying policies to ensure cultural diversity and ethical values are adhered to, identifying conflicting policies such as pay conditions and poor communication, and referencing relevant legislation that reinforces the company's commitment. The report also explores how policies and processes can promote cultural diversity, ethical values, and relationship-building, suggesting improvements in communication strategies. Furthermore, it outlines an approach to resolve team issues fairly, emphasizing trust and clear communication. The plan includes strategies for conducting sensitive meetings, addressing potential problems if issues are ignored, and maintaining trust through consequences for unacceptable behavior. The report also touches on the role of team building and technology in fostering collaboration and improving team outcomes. Finally, it presents a three-month plan for developing and maintaining internal and external relationships through seminars and team-building activities.

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Name:
Course
Professor’s name
University name
City, State
Date of submission

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Question 1
Apply policies to ensure that the organization’s cultural diversity and ethical values are
adhered to
JKL Industry has made a lot of policies to ensure that the organizations cultural diversity and
ethical values are adhered to. Due to interactions of many people from different backgrounds and
age meet, a backlash always occurs. The organization recognizes, respects, celebrates and
promotes the culture of diversity. Living as a community is paramount (Chen, 2016).
The subject of social psychology is socio-psychological phenomena and processes that are the
result of human interaction. This interaction is built on the basis of public and interpersonal
relations. Both series of relations
Describe at least two pieces of JKL Industries’ policy or procedure that conflict with the
team’s behavior towards the employee
There are several conflicting policies, they include;
1. Pay conditions that are in conflict with the organization
2. Poor Communications and organizational climate
Identify one piece of relevant legislation that has informed the JKL policies and reinforced
the company’s commitment to becoming an industry leader in cultural diversity and
ethical values
Change in business environment has allowed JKL to move from a small business to a leader in
the industry with change in the truck size and folk lifts to be sold. Communication is a complex,

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multifaceted process of establishing and developing links between people, generated by the
needs of joint activities and including the exchange of information and the development of a
unified strategy of interaction (Colbert and Purvanova, 2016).
Describe how policies and processes can help to promote cultural diversity, ethical values
and relationship-building
Some policies like restructuring and communication will help JKL in the following ways.
Communication is possible only with the help of sign systems. There are verbal and non-verbal
means of communication. Verbal means include oral and written language. For non-verbal -
gestures, facial expressions, pitch and timbre of voice, speech pauses, etc. Communication is
understood as the reality of human relations, assuming that any forms of communication are
included in specific forms of joint activity: people do not simply communicate in the process of
performing various functions, but they always communicate in some activity, "about" it
(Karanges and Lings, 2015).
Describe any changes or additions you would make to JKL Industries’ policies or
processes, including future communications intended
Communication has a function of influence, in which the "reverse effect of communication on
activity" is manifested, that is, activity through communication is not simply organized, but it is
enriched, new connections and relationships arise between people. In the structure of
communication three interrelated parties are distinguished: communicative, interactive and
perceptual.

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Explain how you intend to approach the team to resolve this particular issue fairly and how
that will be consistent
The set of information that people exchange among themselves can be viewed as information,
and then the very process of communication can be understood as a process of information
exchange. With every consideration of human communication from the point of view of
information theory, only the formal side of the matter is fixed: how information is transmitted,
while in the context of human communication, information is not only transmitted but also
formed, refined, developed. Therefore, it is necessary to clearly place all the accents and identify
specific features in the very process of information exchange, when it takes place in the case of
communication between two people.
First, there must necessarily be two individuals in it, each of which is an active subject. At the
same time, their mutual information implies the establishment of joint activities.
The specificity of the human exchange of information lies in the special role for each participant
in communicating this or that information, its significance. People do not just "exchange" values,
but tend to work out a common meaning.
Secondly, there should be the possibility of mutual influence of partners on each other through a
system of signs.
Thirdly, influence in communication can be realized only if there is a single or similar
codification system for the communicator (from the speaker) and the recipient (ie, the listener).
Fourth, communication barriers are always possible. In this case, clearly there is a connection
existing between communication and attitude. Communication barriers can arise due to the lack

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of a common understanding of the situation of communication: linguistic, political, religious,
professional, may be psychological in nature (Kick and Thomas, 2015,).
Question 2:
● Use the following bullet points to plan how you will conduct the meeting. Consider a
sensitive introduction to the matter that led to the need for this meeting
To preside over a meeting with sensitive information, the following should be done
 Ensure that only the parties that are supposed to be there are there. Other employees
example lower management maybe told that this meeting is private and has sensitive
information
 Ensure that trust is paramount and you will reveal that the information is sensitive.
 Sometimes ensure that mobile phones are not carried to the meeting room to prevent
recording
 Ensure that you set the rules and consequences upon any leak of sensitive information.
Describe what potential problems may occur if the team ignores this matter and outline the
benefits of arriving at a suitable resolution
When the team ignores
 You may take disciplinary action on the person that released the sensitive information
 Fines and penalties may also be used as tools to use against such people
 Information sent may injure the reputation of the company and therefore should be
closely guarded (Reina and Reina, 2006).

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 Take steps to ensure such will never happen again.
Consequences of unacceptable behavior while maintaining trust
 The consequences include the loss of trust and confidence on a particular person. He or
she may be fired or given warning. If there seem to be no trust at all, the person with
unacceptable behavior will be kicked out of the meeting while disciplinary actions may
be started.
 In the event that the behavior continues, drastic actions such as dismissal, warnings,
suspensions, fines and penalties may be imposed.
 This will create trust when information is not released.
Question 3
Team building and seminars are good networking strategies for the company. In the end, social
interaction changes the space in which we work. For generation Y, work is not automatically
associated with one fixed address. What is important is getting the right results at the right time.
A Cisco study shows that about 40 percent of Generation Y employees would agree to a lower
salary if the employer provided them with a high degree of flexibility in relation to the
workplace, as well as the corresponding devices and applications (Sias, 2014).
Information technology should support mobile collaboration in networking
Smartphones and Tablet PCs have long been a part of everyday work life. Generation Y wants to
be able to access corporate IT systems on the go and at home as easily, and work as productive
as in the office. Regardless of where the employees currently work, they should be able to
organize videoconferences with customers, suppliers and project teams. To solve specific tasks

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and implement projects, companies form temporary groups with members who have never met
personally and spread around the globe (Simmons, 2017).
How the article could assist managers with identifiable/measurable outcomes for their
teams
When the team works well, there is greater productivity and efficiency. Team building creates a
family like atmosphere where there is no toxic competition, rivalry and workplace politics. The
measurable outcomes are always a better system to operate in and good working environment
(Vassou and Theocharous, 2017).
Question 4
Prepare a plan to develop and maintain internal and external relationships, including a
schedule for the next three months
Networking
Activity
person schedule Description/ rationale for
networking
Date for
follow up
review
seminar Staff-
accountant
September Enhance skills
12-9-2018
Team building General staff October Bonding and having social
capital 12-10-2018

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Team building General staff November Bonding and intermingling
with other employees 13-11-2018
Provide a rationale for each activity
For seminars and conferences, the rationale of the activity is to provide enhanced skills to the
employees. They are meant to add the level of employee competency through seminar skill and
experience. This is one of the major networking activities by JKL industries where it is used to
enhance employee competency and efficiency (Vogel and Kreysch, 2018).
Team building on the other hand is a networking activity which is internal in nature where
employees are supposed to increase their level of interaction and having a day or two out of the
workplace.

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Reference List
Chen, M.H., 2016. Construct development and testing of a measure of Guanxi quality:
understanding workplace relationships from a cultural perspective (Doctoral dissertation).
Colbert, A.E., Bono, J.E. and Purvanova, R.K., 2016. Flourishing via workplace relationships:
Moving beyond instrumental support. Academy of Management Journal, 59(4), pp.1199-1223.
Karanges, E., Johnston, K., Beatson, A. and Lings, I., 2015. The influence of internal
communication on employee engagement: A pilot study. Public Relations Review, 41(1), pp.129-
131.
Kick, A.L., Contacos-Sawyer, J. and Thomas, B., 2015, July. How Generation Z's reliance on
digital communication can affect future workplace relationships. In Competition Forum(Vol. 13,
No. 2, p. 214). American Society for Competitiveness.
Reina, D.S. and Reina, M.L., 2006. Trust & betrayal in the workplace: Building effective
relationships in your organization. Berrett-Koehler Publishers.
Sias, P.M., 2014. Workplace relationships. The SAGE handbook of organizational
communication: Advances in theory, research, and methods, pp.375-400.
Simmons, N., 2017. Cultural discourses of privacy: Interrogating globalized workplace
relationships in Japan. Journal of International and Intercultural Communication, 10(1), pp.44-
61.

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Vassou, C., Zopiatis, A. and Theocharous, A.L., 2017. Intercultural workplace relationships in
the hospitality industry: Beyond the tip of the iceberg. International Journal of Hospitality
Management, 61, pp.14-25.
Vogel, R., Hansen, N.K. and Kreysch, M., 2018, July. Implicit Leader-and Followership
Theories and Interpersonal Attraction in Workplace Relationships. In Academy of Management
Proceedings (Vol. 2018, No. 1, p. 14181). Briarcliff Manor, NY 10510: Academy of
Management.