BSBLDR502: Leading and Managing Workplace Relations at JKL Industries

This report provides an analysis of leadership and management strategies within JKL Industries, focusing on the establishment of trust, assurance, and effective networks. It emphasizes the importance of policies and processes in promoting cultural diversity and ethical values, recommending adjustments to strategies for managing diversity and networking issues. The report further explores building trust and maintaining confidence through honesty, participation, valuing employees, fostering a positive culture, and teamwork. Adjustments to interpersonal communication styles are discussed, highlighting the need for positivity, problem-solving skills, good communication, emotional control, and accountability. A networking plan is included, outlining internal and external activities for sales consultants and administration assistants. The report concludes by underscoring the importance of developing skills and knowledge for establishing systems that promote trust, confidence, and effective relationships within the organization, with adherence to organizational policies and procedures leading to a more productive environment. Desklib provides access to similar solved assignments and resources for students.

LEADERSHIP AND MANAGEMENT
LEADERSHIP AND MANAGEMENT
Student’s Name
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Professor
University
City, State
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INTRODUCTION
Skills and knowledge are needed in the establishment of systems to develop trust
and assurance as well as control the process of designing and maintenance of networks
and relationships in JKL. As a communications consultant engaged by JKL, I am
required to ensure that the right strategies are in place for the effective functioning of
JKL. I am expected to re-examine and modernize approach and processes to organize
communications and a continuous stream of information within the organization. There is
a need for implementation of effective policies and procedures in an organization to
encourage the realization of cultural diversity actively, ethical culture and establishment
of networks (Donate and Pablo, 2015, p. 360).
Policies and Processes in Promoting Cultural Diversity and Ethical Values
JKL industries have established various policies and procedures to hold up its
fundamental values that guarantee acquiescence with requirements by law. To create
systems that build trust and assurance and to control successful networks employees must
have the capability to develop and execute policies that guarantee that JKL cultural
diversity, as well as ethical values, are strictly followed. The employees at JKL are
required to gather and keep alive the trust and reliance of co-workers and customers in a
professional manner. The employees in JKL organization are expected to fine-tune the
kind of communication amongst them to agree with the organization’s cultural diversity
as well as ethical value. All employees in JKL must use established networks to create
connections in the place of work for the co-workers and the industries. For strong internal

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and external networks, there is a need for workers to display and advocate for distinctive
integrity, equality and honor for diversity (Northouse, 2018, p. 2).
Adjustments in JKL’s Strategies for Promoting Cultural Diversity and Ethical Values
Diversity issues; There is a need for both JKL industries managers and employees
to show responsibility for their results at the workplace. There is a need for workers at
JKL to realize that their actions influence the entire team's ability to achieve their targets.
When the employees and managers at JKL develop accountability, it will mean that they
will have the ability to deliver work promptly as promised and operate within the stated
budget. Accountability and a sense of personal responsibility will build trust among team
members (Banks, 2015, p. 4).
JKL managers and employees need to develop solid interpersonal skills to
empower their professional growth and encourage teamwork and build the cultural
diversity of the organization. There is a need for managers and employees to develop
self-awareness which is fundamental for emotional intelligence. It will enable managers
to realize their potentials and establish opportunities for growth. Self-Awareness will
allow colleagues to make use of JKL’s assets to the maximum advantage (Banks, 2015,
p. 6).
There is a need for JKL workers to have information with the relevant
employment legislation and standards that protect them from discrimination. They are
required to know that law achieves equality in the workplace for all workers.

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JKL needs to establish methods of effectively managing conflicts which may arise
in the workplace. Every JKL member should adapt to changes in the workplace and avoid
conflicts. Systems of finding permanent solutions should be established and ensure that
no solved problem is likely to appear in future (Rice, 2015, p. 4).
Networking issues; as a consultant manager, I recommend that JKL staffs
establish internal and external networking opportunities. The internal and external
networks will enable JKL to accomplish their goals and objectives. JKL members should
perceive the significance of networks and its connection to distinctive, team as well as
JKL industries objectives. I would advise JKL staffs to utilize networking opportunities
through the use of emotional intelligence and their distinct skills. JKL members are
required to establish internal communities and social platforms where members of the
industries and those interested in the product can converse about their profession and
share their views and opinions (Vangen and Winchester, 2014, p. 686).
Building Trust and Maintaining Confidence at JKL
Honesty; as a consultant working with JKL I would demonstrate honesty with
every individual at different levels of the organization. I would recommend that every
member of the company exercises honesty with each other. When every member of the
organization develops the sensory faculty of integrity, it will enable the employees and
colleagues to trust and have confidence in me (Demott, 2014, p. 100).
Participation; I would encourage the collaboration of all employees to achieve
JKL objectives. I would practice limpidity with JKL industries' mission and goals to

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make every employee develop the feeling of inclusivity and valued in the process of
achieving the targets. Staffs that feel recognized and appreciated are likely to build trust
in their leaders.
Value employees; I would make every employee in JKL to feel that their efforts
in the organization are valued. I would invigorate employees in various departments in
JKL to share their opinions with the industries.
Positive culture; I would create a positive culture in JKL which inspires
inventiveness and taking risks on the side of employees.
Teamwork; I would establish an environment that supports collaboration among
employees. I would accentuate team accomplishment to let the employees feel that I
acknowledge their successes (Demott, 2014, p. 100).
Adjusting Interpersonal Communication Styles in JKL
To ensure that I communicate effectively and to understand as well as to be
followed by others I need to practice interpersonal communication. Interpersonal skills
are essential for me as a JKL consultant manager as I am expected to build workplace
trust and collaboration from employees who are as a whole responsible for advancing the
objectives of the organization. I am required to communicate professionally in my role
when dealing with customers, clients, employees, colleagues and the general stakeholders
(Cardon, 2014, p. 3).

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Positivity; as a communication consultant I am required to display a positive
attitude. It will mean that I have respect in my responsibilities and JKL organization. I am
expected to be noticeably happy and optimistic with JKL staffs.
Problem-solving; I am expected to learn ways in which I can solve problems in
the organization in a practical way. I am required to assess ways of solving problems and
implement methods of finding solutions. I must ensure that I set goals and proper
procedures are put into implementation (Serrat, 2017, p. 628).
Good communication skills; to pass information to colleagues, employees,
customers and clients in an effective way, I should avoid conflicts with others in the
organization. It will require effective listening to ensure an effective interpersonal
communication with others at JKL (Brink and Costigan, 2015, p. 205).
Control emotions; as a communication professional in JKL industries, I am
expected to control my emotions to ensure that I have an ample environment to perform
my duties. I must manage my exasperations and emotions to achieve the objectives of the
organization.
Take responsibilities; I am expected to be responsible and accountable in my
profession. Accountability will ensure that JKL organization will be productive.

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Appendix 4 Networking plan
Person Networking activity Schedule Description/rationale for networking activity
Sales
Consultants
Internal
Meeting with
principal suppliers of
materials
1st month The meeting will be beneficial to the supplier
and the sales executive. The assembly will
include the sales manager. The meeting will deal
with communicating on reducing the prices of
some materials.
Sales
Consultants
External
Building relationship
and networks with
the customers by
improving goods
2nd to 3rd
month
The customers need to understand that JKL has
the desire of serving its customers with world-
class products.
Administration
Assistants
Internal
Meeting with the
managers and
employees
1st to 3rd
month
The managers and employees need to know that
JKL organization values its people and that they
are ready to listen to complains.
Administration
Assistants
External
Meeting with
managers with
various related
companies
3rd month There is a need for cross-functional networking
to discuss issues that affect the production field
and find a lasting solution.
Previous Experience
In my work experience, I operated in a different company where I used strategic
networking. The company incurred losses during its operation. There was a need for
immediate funding in the organization to bring it back in action. A strategic networking

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relationship with a venture capitalist got established. The venture capitalist provided
funding to revive the organization in a strategic formula (Alsop, 2015, p. 38).
There was a need for a good relationship with the suppliers and stakeholders of
the company during the time of difficulties. The suppliers were able to credit the
organization for a period until the company was capable of standing on its own. The
situation was solved when the company realized my efforts and asked me to help them in
my profession to revive the company from its knees. The employees and colleagues in
the company were inspired and chose to remain working for the company though there
were challenges. They believed that the strategy networking would bring success to the
company. The team members and the general fraternity in the organization were
cooperative. It took a few months for the company to go back to its usual functioning.
The company regained back to a profit-making organization (Serrat, 2017, p. 628).
Conclusion
Lastly, it is essential that managers and employees in an organization develop
skills and knowledge necessary for establishing systems to develop trust and confidence
as well as manage the creation of networks and maintaining those relationships.
Observing the organizational policies and procedures will result in a productive
organization.

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References
Alsop, R., (2015). A novel alternative workplace networking. Vol 52. Amsterdam: Elsevier
Publishers.
Banks, J.A., (2015). Cultural diversity and education. 5th .ed.Washington: Routledge
publishers.
Brink, K.E. and Costigan, R.D., (2015). Oral communication skills: Vol 14. Michigan:
Haworth College of Business.
Cardon, P.W., (2014). Business Communication: Vol. 4. New York: McGraw-Hill
publishers.
DeMott, D. A. (2014). Relationships of Trust and Confidence in the Workplace: Vol 100.
New York: Cornell Law School
Donate, M.J. and de Pablo, J.D.S., (2015). The role of knowledge-oriented leadership in
knowledge management practices and innovation: Vol. 3. Amsterdam: Elsevier Publishers.
Northouse, P.G., (2018). Leadership Theory and practice: 5th .ed. California: Sage
publications.
Rice, M.F., (2015). Diversity and public administration. 2nd .ed. London: Routledge
Publishers.
Serrat, O., (2017). Building trust in the workplace. 1st .ed. Singapore: Springer Publishers.
Vangen, S. and Winchester, N., (2014). Managing cultural diversity in collaborations: 1st.ed.
Oxfordshire: Taylor Francis Publishers.