University Management Report: Resolving Workplace Conflicts and Issues

This report delves into the multifaceted nature of workplace conflict, offering comprehensive solutions for effective management and resolution. It begins by emphasizing the importance of well-defined policies and procedures in establishing clear expectations and responsibilities, thereby minimizing misunderstandings and saving resources. The report then examines relevant legal frameworks, including the Age Discrimination Act, Disability Discrimination Act, Fair Work Act, Racial Discrimination Act, and Sex Discrimination Act, highlighting their significance in preventing discriminatory practices and ensuring fair treatment of employees. It outlines practical steps for resolving workplace issues, from understanding the legal context to employing effective communication strategies and conflict resolution techniques such as active listening, group meetings, impartiality, and prompt action. Furthermore, it underscores the role of an organizational code of conduct in establishing acceptable standards of behavior and fostering a positive work environment. Finally, the report stresses the importance of building strong working relationships and overcoming communication barriers to achieve organizational goals.

Running head: MANAGMENT
Solving workplace conflicts
Name of the student:
Name of the University:
Author note:

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Assessment 1.
1.
 Employees understand the constraints of their job without using a ‘trial and error’
approach, as key points are visible in well-written policies and procedures.
 Policies and procedures enable the workforce to clearly understand individual and team
responsibilities, thus saving time and resources. Everyone is working off the same page;
employees can get the “official” word on how they should go about their tasks quickly
and easily.
 Clearly written policies and procedures allow managers to exercise control by exception
rather than ‘micro-manage’ their staff.
 They send a “We Care!” message. ‘The company wants us to be successful at our jobs.’
 Clearly written policies and procedures provide legal protection. Juries apply the
‘common person’ standard. If written clearly so that outsiders understand, the company
has better legal footing if challenged in court.
2. Age Discrimination Act 2004. The Age Discrimination Act 2004 is an Act of the
Parliament of Australia that prohibits age discrimination in many areas including
employment, education, accommodation and the provision of goods and services. Persons of
any age can be discriminated against within the meaning of the act.
(a) to eliminate, as far as possible, discrimination against persons on the ground of age in the
areas of work, education, access to premises, the provision of goods, services and facilities,
accommodation, the disposal of land, the administration of Commonwealth laws and programs
and requests for information; and

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(b) to ensure, as far as practicable, that everyone has the same rights to equality
before the law, regardless of age, as the rest of the community
Disability Discrimination Act
The Disability Discrimination Act 1992 (DDA) was an act passed by the Parliament of
Australia in 1992which prohibits discrimination against persons withdisabilities in employment,
education, publicly available premises, provision of goods and services, accommodation, clubs
and associations, and other contexts.
 To standardise the scope of rights offered around the country
 To implement the Australian Government’s obligations as a signatory to international
declarations on the rights of people with disabilities.
 To enable regulation of discriminatory practices of Commonwealth authorities.
Fair Work Act 2009.
 The object of this Act is to provide a balanced framework for cooperative and productive
workplace relations that promotes national economic prosperity and social inclusion for
all Australians by:
 providing workplace relations laws that are fair to working Australians, are flexible for
businesses, promote productivity and economic growth for Australia’s future economic
prosperity and take into account Australia’s international labour obligations; and
 ensuring a guaranteed safety net of fair, relevant and enforceable minimum terms and
conditions through the National Employment Standards, modern awards and national
minimum wage orders; and

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 ensuring that the guaranteed safety net of fair, relevant and enforceable minimum wages
and conditions can no longer be undermined by the making of statutory individual
employment agreements of any kind given that such agreements can never be part of a
fair workplace relations system; and
 assisting employees to balance their work and family responsibilities by providing for
flexible working arrangements; and
 enabling fairness and representation at work and the prevention of discrimination by
recognising the right to freedom of association and the right to be represented, protecting
against unfair treatment and discrimination, providing accessible and effective procedures
to resolve grievances and disputes and providing effective compliance mechanisms; and
 achieving productivity and fairness through an emphasis on enterprise-level collective
bargaining underpinned by simple good faith bargaining obligations and clear rules
governing industrial action; and
 acknowledging the special circumstances of small and medium-sized businesses.
Racial Discrimination Act
The Racial Discrimination Act 1975 (Cth), (RDA) is a statute passed by the Australian
Parliament during the Prime Ministership of Gough Whitlam. The RDA makes racial
discrimination in certain contexts unlawful in Australia, and overrides States and Territory
legislation to the extent of any inconsistency.1
The Act protects you against discrimination in many areas of public life, including:
1 fairwork.gov.au (2017) <https://www.fairwork.gov.au/how-we-will-help/templates-and-guides/best-practice-
guides/managing-underperformance>

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employment – getting a job, terms and conditions of a job, training, promotion, being dismissed
education – enrolling or studying in a course at a private or public school, college or university
accommodation – renting or buying a house or unit
getting or using services – such as banking and insurance services, services provided by
government departments, transport or telecommunication services, professional services like
those provided by lawyers, doctors or tradespeople, services provided by restaurants, shops or
entertainment venues
Sex discrimination Act, 1984
The Sex Discrimination Act 1984 is an Act of the Parliament of Australiawhich prohibits
discrimination on the basis of sex, marital or relationship status, actual or potential pregnancy,
sexual orientation, gender identity, intersex status or breastfeeding in a range of areas of public
life. These areas include work, accommodation, education, the provision of goods, facilities and
services, the activities of clubs and the administration of Commonwealth laws and programs.
The Australian Human Rights Commission investigates alleged breaches of the Act. The office
of Sex Discrimination Commissioner, created in 1984 alongside the Act, is a specialist
commissioner within the AHRC.
Sex discrimination is being treated less favourably because of your sex, marital status,
pregnancy or the potential to become pregnant. To be dismissed because of your family
responsibilities or to be sexually harassed is also unlawful. It is important to note that
discrimination can be direct or indirect.
Example

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If the manager of a company said that male employees would be considered for the supervisor's
position first, this would be 'direct' discrimination on the basis of sex.
Indirect discrimination results when a requirement, rule, policy, practice or procedure which
appears to treat everyone the same is applied, and it has an unfair effect on particular individuals
or groups of people.
Example
If a company had a policy that employees who had worked continuously for 20 years would
receive a bonus, it is likely that many more women than men would miss out. Many women
interrupt their working lives to take maternity leave and then return to their jobs. If due to these
breaks these women would not be seen to have worked continuously for the company for 20
years it would be 'indirect' sex discrimination.
Both direct and indirect discrimination are unlawful under the Sex Discrimination Act.
3. Key points to solve workplace problems
Often issues arise because:
employers and employees don't know what the law is
communication has broken down.
What you can do to sort out workplace issues
Resolving workplace issues on your own can be quick and easy with the right tools. Our guide to
resolving workplace issues will help you find the information you need, have an effective
conversation in the workplace, fix any underpayments and get back to work.

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Even if the employee has left the employer, we encourage you to try to work out issues between
yourselves before making a formal request to us for help.
3.Guide to resolving workplace issues
Follow our step-by-step guide to resolving workplace issues:
Step 1: Find out what we can help with
Step 2: Check the law
Step 3: Sorting out the issue in the workplace
Step 4: Ask for our help
Need more help to sort out a workplace issue?
Already followed the steps above and can't sort out the issue at the workplace? Also in this
section find out:
how to Ask for our help
what happens when we're Working with you to resolve workplace issues
what's involved with Taking your own action in small claims court.
4. Conflict techniques
Listen, Then Speak Out

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Believe it or not, just listening to an employee’s issue is the first and most important step in
resolving conflict. You should simply listen to all parties involved to completely understand the
nature of conflict, and then start troubleshooting solutions.
Gather the Group
As a leader, you’ll need to arrange a meeting with all involved parties to discuss the issue. Give
everyone a chance to speak; this is a good opportunity to hear all sides and gain a full
understanding of the conflict. Having a group meeting may also expedite a resolution that will
satisfy everyone.
Be Impartial
Don’t take sides! In a leadership position, you shouldn’t display any sort of opinion that favors
one person over another. If you are partial towards one person, try to access the situation from all
sides to come up with a fair and reasonable solution.
Do Not Postpone Conflict Resolution
Address the conflict immediately. Otherwise, the situation could escalate and could affect
employee performance. Just make sure not to address the situation too quickly or without careful
consideration, as your decision will directly affect the demeanor and performance of your staff.
5. An organizational workplace code of conduct establishes acceptable standards of behavior for
all employees. Some departments also have codes specific to employees working in areas such as
human resources, sales and service. The code of conduct is intended to serve as an internal

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communication tool as well as a device to protect the company in cases where it must terminate
an employee for cause.
Basics
Common items covered in a workplace code of conduct include employee dress codes,
attendance policies, health and safety standards, use of company property and appropriate
workplace behaviors. The code starts with an introduction and statement of purpose, outlines
each category and conveys consequences of poor conduct. The code of conduct is a formal
document given to new hires along with the company policy manual. New employees normally
sign a document indicating they have received and read the code of conduct.
Employee Benefits
Communication of expectations helps establish clear boundaries. Some employees would rather
know specifically what is and is not acceptable at work and the consequences of poor decisions.
With a dress code, for instance, employees benefit when examples are provided of professional
or business casual dress. When a company simply dictates a business casual dress code,
employees must come up with their own interpretation of the standard. In sales, there are issues
in relationships with customers related to giving and accepting gifts, confidentiality, conflicts of
interest and disclosure of information, and code of conduct specific to sales staff should give
employees key guidelines in each area to avoid uncertainty and indecision.
6. All managers need to build good working relationships with the people who can help them do
their jobs. The number and breadth of people involved can be impressive—such operational
networks include not only direct reports and superiors but also peers within an operational unit,
other internal players with the power to block or support a project, and key outsiders such as

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suppliers, distributors, and customers. The purpose of this type of networking is to ensure
coordination and cooperation among people who have to know and trust one another in order to
accomplish their immediate tasks. That isn’t always easy, but it is relatively straightforward,
because the task provides focus and a clear criterion for membership in the network: Either
you’re necessary to the job and helping to get it done, or you’re not.
Although operational networking was the form that came most naturally to the managers we
studied, nearly every one had important blind spots regarding people and groups they depended
on to make things happen. In one case, Alistair, an accounting manager who worked in an
entrepreneurial firm with several hundred employees, was suddenly promoted by the company’s
founder to financial director and given a seat on the board.
7.Effective barriers to communication
 The use of jargon. Over-complicated, unfamiliar and/or technical terms.
 Physical barriers to non-verbal communication. Not being able to see the non-verbal
cues, gestures, posture and general body language can make communication less
effective.
1. Create an open communication environment:
An organization must aim to develop a communication environment in which all employees of
the organization are free to share their feedback, interesting ideas and even criticism against any

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specific issue. Organizational leaders who aim to develop open communication are able to build
trust within their employees and are therefore prone to gain more successful results.
2. Employ the inclusive communication strategy:
An inclusive strategy of communication is one in which all members are invited to become part
of a decision taken by the company. Such decisions are related with day to day working of the
company. This encourages employees to deliver more productive and creative ideas for the
company. As a result, the talent source is not limited within the company.
8.
Adopting diversity policies offers clear benefits for companies and the workforce, such as
resolving labour shortages, greater product innovation, enhanced marketing opportunities and a
better corporate image. The findings of a recent study by the European Commission reveal
additional positive business outcomes, such as improved communication processes and
managerial styles, as well as reduced staff turnover and absenteeism.
In all, three main types of policy and strategy focus can be distinguished:
• comprehensive diversity policies and initiatives;
• single initiatives concerning specific diversity strands;
• existing policies - such as gender policies - expanded to cover a broader range of diversity
areas.
9. Consultation with employees on health and safety is vital to ensure health and safety is
managed effectively.

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It requires employers to bring to their attention any issues or concerns that relate to the health,
safety, and welfare of all employees.
Consultation helps promote a positive health and safety culture, and ensures that everyone is
given an opportunity to influence health and safety policies and procedures.
Without co-operation between employers and employees, the chances of managing health and
safety effectively are reduced.
Everyone can be affected if such communication fails, and the chances of things going wrong are
increased. There are many examples where failure to consult and communicate has led to serious
accidents.
10. A modern award is a document which sets out the minimum terms and conditions of
employment on top of the National Employment Standards (NES). Moderns awards came into
effect on 1 January 2010. Modern awards apply to all employees covered by the national
workplace relations system.
Modern awards are industry or occupation-based, and apply to employers and employees who
perform work covered by the award.
You can find out which modern award applies using our Award Finder Tool.
Managers or higher income employees may not be covered by a modern award even if one
applies to the industry in which they work.
Assessment 2.

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11. The aim of this Code is to establish a common understanding of the standards of behaviour
expected of all employees of the Department of Education and Training. This Code does not
attempt to provide a detailed and exhaustive list of what to do in every aspect of your work.
Instead, it represents a broad framework that will help you decide on an appropriate course of
action when you are faced with an ethical issue. While 'the Department' is often referred to as
one entity responsible for decisions and outcomes, the reality is it is a large and complex
organization that achieves good outcomes when employees exercise sound judgement in
fulfilling the duties of their particular roles. This also requires managers to supervise, support
and provide training to staff
The code of conduct in the office is being applied to the employees, with the help of
whom, the cooperation in the office can be established.
Employees at all levels within the hotel have a duty to report any act or situation that may be
suspected as fraudulent or corrupt as soon as they are aware of these circumstances. If you
believe that a person is involved in fraudulent or corrupt activities, you should follow the hotel’s
normal channels for reporting misconduct. However in some circumstances, or if you are afraid
of repercussions, it may be necessary to raise an issue directly with a senior manager, or one of
the University’s Public Interest Disclosure Officers to discuss the matter. Fraudulent and corrupt
conduct generally involves behaviour that is deliberately dishonest or deceitful and involves the
abuse of trust which leads to a person gaining a benefit from these types of actions. The
Guidelines for Dealing with Fraud and Corruption at UWA may assist in identifying activities
considered to be fraudulent or corrupt conduct within the hotel. Examples include unauthorised
use of University property, undeclared conflicts of interest, falsifying or manipulating research

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data, misrepresenting a person’s involvement in research/projects, or making false claims of
expenses or leave entitlements.
Public Interest Disclosure
The hotel is bound by the WA Public Interest Disclosure Act which permits complaints about
organization staff to be investigated on a protected and, if necessary, anonymous basis. Because
the organization falls under this Act, staff and students who report such behavior to one of the
firm’s Public Interest Disclosure Officers are provided with protection for doing so. Those who
are alleged to have committed corrupt or other improper behaviour are also protected by
the Act’s provisions on confidentiality.
In order to determine if a financial interest is a conflict of interest, the Conflict of
Interest Committee performs a “transactional” review of an individual's external financial
interests to the work described in the proposal.
For this sector organisations, this includes: a model gifts, benefits and hospitality policy,
incorporating the minimum accountabilities; and. model gifts,benefits and hospitality declaration
form and register
The organization understands the popularity and benefits of social media sites if used
responsibly. Such sites allow for, and promote, general communication, online discussion and
provide the ability to share information about yourself and others quickly and easily. Individuals
required to maintain the firm’s social media presence as part of their role should do so in
accordance with the Social Media Policy and with branding and communication guidance, and
with the Conditions of Computer Use.

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12.purpose: making decisions about the adequacy of facilities for the welfare of workers.
proposing changes that may affect the health and safety of workers. ... monitoring the health of
workers or workplace conditions, information and training or consultation with workers.
Scope:
Send weekly correspondence to all employees in the company.
Every Monday without fail for the last three years I have sent a personally written email to every
employee in the company about things I am thinking about and important topics for the
business. This kind of communication serves as an opportunity to truly connect and engage with
the entire organization.
2. Build comfort in talking about what is not working.
Many companies have a culture of looking for the positives and avoiding calling out and
discussing the negatives. Great companies focus on what is not going well so they can dig in and
get better. This approach allows employees to feel they have a say in their company’s culture and
their ideas are valued.
3. Hold town hall meetings.
Whether you have offices in one city or nationwide, plan for travel to have face-to-face
conversations with these groups no matter the size. Make sure you aren't just lecturing. Foster a
two-way candid cialog. You will be able to learn a great deal about what is really happening in
the business from these sessions, which can help you and your leadership team make better
decisions.
4. Put on an annual senior leadership conference for your top leaders.

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This type of conference is a working session where every leader can hear the company strategy,
plans and messages together and bring the information back to their teams. An equally important
value is the informal network building that takes place that enables leaders to have effective
communication with each other throughout the year.
Meetings
 an informal meeting of hobby club members
 the annual general meeting of a charity
 a formal meeting of school governors
 director’s meetings of small or large companies
 The written record of these events are called the ‘minutes of meetings’.
 The purpose of taking minutes of the meeting is more or less the same in each case – to
keep an accurate record of events for future possible reference.
 when it took place,
 who was in attendance
 who was absent
 what was discussed
 what decisions were made
The minutes of meetings are a record of discussions and decisions, and over time they might
form an important historical record (in the case of a government’s war cabinet for instance).
There might also be a legal requirement for sets of minutes to be produced in an organisation –
as in the case of a bank or a limited company.

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Interviews
Interviews can be structured or unstructured. In structured interviews you ask pre-planned
questions in a predetermined order. In unstructured interviews you let the questions you ask be
guided by what the person has already said.
Structured interviews are in effect a survey in which people reply to an interviewer rather than
writing down their responses. More people respond to interviews than to written surveys, giving
a more accurate result; but the cost is greater, often much greater, in time and expense.
Unstructured interviews can be effective in gaining information when you don't know enough to
be able to ask the right questions, but at even greater cost.
As an alternative, you can combine structure and open questions: the interviewing can use a step-
by-step process, but leave the questions very general and open-ended. Such interviews gain the
rich data of open-ended interviews. The much smaller (and therefore less costly) samples still
provide quite reliable data. A version of structured-process interviews is described elsewhere as
convergent interviewing.
Small-group surveys
In marketing research, use is often made of a group interview. There are small-group survey
techniques which use a similar approach.
Small groups can offer a number of advantages over individual interviews. Different people
raise different topics, but all people have a chance to comment on all topics. Less interviewer
time is required to contact a particular number of people. On the other hand, it requires a little
more skill on the part of the interviewer.

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A systematic approach to small-group surveys is known as group feedback analysis. A version
of it is described elsewhere.
Written surveys
The effective use of surveys requires more expertise than you might imagine. To ask clear
questions which do not bias the answer is difficult. So is interpretation of the results. Often, so
few people respond that they form a very unrepresentative sample of the community.
Against this, surveys can be a very economical way of collecting a lot of information. If you
have access to the required expertise, and can achieve a good response rate, they are worth
considering.
In many instances group feedback analysis will allow you to achieve the same ends while
avoiding many of the problems.
Panels and juries
The main features of panels or juries are that they are chosen to speak as individuals while
representing the community as a whole, and they are asked to function as a jury on behalf of the
whole community. One effect of this is often that they take their community role with great
earnestness.
There are several ways of combining juries with some of the other methods of giving and getting
information. The jury can then assist by helping to interpret the information, and can react to the
interpretation others place on it.

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13. Purpose: Unresolved workplace disputes cost your business money. Potential costs include
legal expenses, lost productivity, staff turnover, lost business relationships and a damaged
business reputation.
Developing a clear conflict resolution process will help your business avoid unnecessary conflict
and prevent unavoidable conflict from escalating.
Constituting dispute: Disputes and conflict in the workplace. Conflicts at work take many
forms. It might be an individual with a grievance, a problem between an employee and a
manager or conflict between two co-workers. Any conflict can get in the way of work and make
your business less productive.
This is applied to the staffs who are working in the organization. The policy would be
used to reduce conflicts among the office staffs
Responsibilities of Managers: Expect disagreement. Expectations drive behavior.
Workplace tension is inevitable and increases as demands and stress rise. Every organization has
conflict. Strive to identify and resolve them early before they grow in size and complexity.
Define roles and responsibilities. A major cause of workplace flare ups is lack of role clarity. In
relationships, it often leads to tension when a person feels he is carrying too much of the weight.
Take the time up front to understand and clarify expectations. A brief conversation initially can
save a lot of time and angst later. A good approach is to bring all interested parties together to
define responsibilities as a group2
2 Klimova, Blanka Frydrychova, and Ilona Semradova. "Barriers to communication. (2012)" Procedia-Social and
Behavioral Sciences 31: 207-211.

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Decide what’s important. Choose your battles wisely. You may be better off letting isolated
incidents go. In contrast, major issues or an ongoing pattern of behavior must be addressed.
Identify the central issue and focus on it. Don’t waste time or energy on extraneous and minor
matters.
Responsibilities of employees: a) representing members fairly and effectively in relation to
matters arising within the undertaking or establishment in which they work and which concern
employment and conditions of employment
b) participating in negotiation and grievance procedures as provided for in employer/trade union
agreements or in accordance with recognised custom and practice in the undertaking or
establishment in which they work
c) co-operating with the management of the undertaking or establishment in ensuring the proper
implementation and observance of employer/trade union agreements, the use of agreed dispute
and grievance procedures and the avoidance of any action, especially unofficial action, which
would be contrary to such agreements or procedures and which would affect the continuity of
operations or services
d) acting in accordance with existing laws and regulations, the rules of the union and good
industrial relations practice; liaising with and seeking advice and assistance from the appropriate
full-time trade union official
e) having regard at all times to the safe and efficient operation of the undertaking or
establishment.
Resolving conflicts

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Negotiation is the most basic means of settling differences. It is back-and-forth communication
between the parties of the conflict with the goal of trying to find a solution.
The Process: You may negotiate directly with the other person. You may hire an attorney to
negotiate directly with the other side on your behalf. There are no specific procedures to follow -
you can determine your own - but it works best if all parties agree to remain calm and not talk at
the same time. Depending on your situation, you can negotiate in the board room of a big
company, in an office or even in your own living room.
Negotiation allows you to participate directly in decisions that affect you. In the most successful
negotiations, the needs of both parties are considered. A negotiated agreement can become a
contract and be enforceable.
When and How Negotiation Is Used: Most people negotiate every day. In some circumstances
you may want the help of a lawyer to help you negotiate a fair deal. Negotiation is the first
method of choice for problem-solving and trying to reach a mutually acceptable agreement. If no
agreement is reached, you may pursue any of the other options suggested here. This process can
be appropriately used at any stage of the conflict - before a lawsuit is filed, while a lawsuit is in
progress, at the conclusion of a trial, even before or after an appeal is filed.
Characteristics of Negotiation:
Voluntary
Private and confidential
Quick and inexpensive
Informal and unstructured

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Parties control the process, make their own decisions and reach their own agreements (no third
party decision maker)
Negotiated agreements can be enforceable
Can result in a win-win solution
14. Feedback from employees
Dear Employees,
Accountancy Victoria Organization,
Australia
Subject: Feedback from employees
I want to be a great manager to this team, and in order to get to that point, I need your help and
guidance in providing me your feedback and ideas for how this team is managed.
I want to get feedback from you on an ongoing basis. If you have an idea for how a
meeting could have gone better, how I could better support you, how I can better resolve
blocking issues, and better reduce ambiguity, I want to hear it from you.I want to make sure that
when you give me feedback, you focus on my specific behaviors and actions. Tell me what I did
and what impact you feel it had. Try to avoid summarizing all of my actions and generalizing it
– like saying I “always” do this or that. Many times it won’t be clear what the best path will be,

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so I hope that we can use these feedback conversations can be seen as an opportunity to
strategize on how we as a team function and operate
Remember to give positive feedback as well. If I do something right, or get something
done that makes your job better in some way, I need to hear about that. Same guidelines apply:
It has to be related to something I did specifically and why you think it helped
Thanking you,
Assessment 3:
15) The three networking sites are facebook, Twitter and Linked in. The four events are Seminar
and Conferences, Trade shows, Executive Retreats and Incentive Programs, Appreciation Event.
16) Planning a networking plan
Name: 19th International Conference on Internetworking
Date: 8th November, 2017
Location: Sydney
Purpose: networking, education, community engagement, product launch
Audience: Conference: Mid-to-Senior Management at fast-growing companies with annual
revenues between $1m-10m
Costs: Conference: 1. Venue Hire; 2. Food & Beverage; 3. Marketing; 4. AV & Equipment
Revenue: 50% Delegate Tickets (Facebook, Linked in), 50% Sponsorship

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17)Networking Report
ICI 2017: 19th International Conference on Internetworking aims to bring together leading
academic scientists, researchers and research scholars to exchange and share their experiences
and research results on all aspects of Internetworking. It also provides a premier interdisciplinary
platform for researchers, practitioners and educators to present and discuss the most recent
innovations, trends, and concerns as well as practical challenges encountered and solutions
adopted.
Call for Contributions
All honorable authors are kindly encouraged to contribute to and help shape the conference
through submissions of their research abstracts, papers and e-posters. Also, high quality research
contributions describing original and unpublished results of conceptual, constructive, empirical,
experimental, or theoretical work in all areas of Internetworking are cordially invited for
presentation at the conference. The conference solicits contributions of abstracts, papers and e-
posters that address themes and topics of the conference, including figures, tables and references
of novel research materials.
Conference Proceedings
All submitted conference papers will be blind peer reviewed by three competent reviewers. The
post conference proceedings will be abstracted and indexed in the International Science Index ,
and submitted to be indexed in the Google Scholar, Scopus and Thomson Reuters. The
conference abstracts and proceedings book, CD and certificate of presentation will be distributed
to participants.
Special Journal Issues

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ICI 2017 has teamed up with the Special Journal Issue on Internetworking. A number of selected
high-impact full text papers will also be considered for the special journal issues. All submitted
papers will have the opportunity to be considered for this Special Journal Issue. The paper
selection will be carried out during the peer review process as well as at the conference
presentation stage. Submitted papers must not be under consideration by any other journal or
publication. The final decision for paper selection will be made based on peer review reports by
the Guest Editors and the Editor-in-Chief jointly. Selected full-text papers will be published
online free of charge.
Selected Conference Papers
1)A Neural Network Classifier for Estimation of the Degree of Infestation by Late Blight on
Tomato Leaves
Gizelle K. Vianna, Gabriel V. Cunha, Gustavo S. Oliveira
2)Accelerating the Uptake of Smart City Applications through Cloud Computing
Panagiotis Tsarchopoulos, Nicos Komninos, Christina Kakderi
3)Promoting Innovation Pedagogy in a Capacity Building Project in Indonesia
Juha Kettunen
4)Building a Scalable Telemetry Based Multiclass Predictive Maintenance Model in R
Jaya Mathew
5)Detecting and Secluding Route Modifiers by Neural Network Approach in Wireless Sensor
Networks
C. N. Vanitha, M. Usha
6)Development of Prediction Models of Day-Ahead Hourly Building Electricity Consumption
and Peak Power Demand Using the Machine Learning Method

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Dalin Si, Azizan Aziz, Bertrand Lasternas
7)Analytics Model in a Telehealth Center Based on Cloud Computing and Local Storage
L. Ramirez, E. Guillén, J. Sánchez
8)Privacy-Preserving Location Sharing System with Client/Server Architecture in Mobile Online
Social Network
Xi Xiao, Chunhui Chen, Xinyu Liu, Guangwu Hu, Yong Jiang
9)Application of Data Mining Techniques for Tourism Knowledge Discovery
Teklu Urgessa, Wookjae Maeng, Joong Seek Lee
10)Detecting Geographically Dispersed Overlay Communities Using Community Networks
Madhushi Bandara, Dharshana Kasthurirathna, Danaja Maldeniya, Mahendra Piraveenan
11)Conceptualizing the Knowledge to Manage and Utilize Data Assets in the Context of
Digitization: Case Studies of Multinational Industrial Enterprises
Martin Böhmer, Agatha Dabrowski, Boris Otto
12)An Improvement of Multi-Label Image Classification Method Based on Histogram of
Oriented Gradient
Ziad Abdallah, Mohamad Oueidat, Ali El-Zaart
13)The Use of Network Theory in Heritage Cities
J. L. Oliver, T. Agryzkov, L. Tortosa, J. Vicent, J. Santacruz
14)Use of Social Networks and Mobile Technologies in Education
Václav Maněna, Roman Dostál, Štěpán Hubálovský
15)A Neuro-Automata Decision Support System for the Control of Late Blight in Tomato Crops
Gizelle K. Vianna, Gustavo S. Oliveira, Gabriel V. Cunha

26MANAGEMENT
Assessment 4:
1.Dear Beth,
Accountancy Victoria Organization,
Australia,
Employers who work at best practice benefit from motivated staff that are performing at their
best. These employers also understand that when issues concerning underperformance are not
addressed and managed both appropriately and sensitively, it can lead to unhealthy and
unproductive outcomes that may affect the entire workplace. Unsatisfactory work performance,
that is, a failure to perform the duties of the position or to perform them to the standard required.
There is a mismatch between an employee's capabilities and the job they are required to
undertake, or the employee does not have the knowledge or skills to do the job expected of them.
By taking this concern into account, I would like to conduct a meeting with you so that
we can discuss upon these concerns and come up with valuable points accordingly. Your
presence is necessary and would be highly appreciated.
Thanking you,
General Manager

27MANAGEMENT
2.
 Purpose of the meeting is to solve the difficulties in workplace.
 The main problem is due to difficulties in workplace, the firm is experiencing
underperformance.
 There is a mismatch between an employee's capabilities and the job they are required to
undertake, or the employee does not have the knowledge or skills to do the job expected
of them. Negative attitudes to performance management, or a lack of credibility with the
process, can be an indication of an inadequate performance management system. A
consistent approach to performance management provides opportunities to address
problems and generate effective solutions. A successful performance management
process is one that supports the workplace culture and is accepted and valued by
employees.
 It is important to keep the communication simple while addressing the issue with an
employee by Identify the problem, Assess and analyse the problem, in order to approach
the problem critically and making Beth participate, first listening to the employees,
gathering the feedback and then inform Beth about the situations which is resulting to
under performances. After discussing the relevant information with Beth, I must come up
with solutions and implement them as fast as possible. It is needed in an effective inter
personal communication is NONVERBAL communication, TWO-WAY
COMMUNICATION techniques, Using relevant of QUESTIONS.

28MANAGEMENT
3.
Dear Beth,
Accountancy Victoria,
Australia,
We discussed certain issues regarding resolving work place difficulties and in the
end, we have come up with certain relevant points. Therefore to sum up our meeting, we
discussed ensure employees clearly understand what is expected of them, identify training and
development opportunities as a part of performance improvement plan, Establish team culture
based on respect and support, re-establish role of the position, and the value of outcomes
delivered by the organization, If possible, explore opportunities for career transition and
movement.
We hope that the actions are implemented properly and fast so that the problems are
resolved quickly.
Thanking you,
General Manager.

29MANAGEMENT
References
fairwork.gov.au (2017) https://www.fairwork.gov.au/how-we-will-help/templates-and-guides/
best-practice-guides/managing-underperformance
Klimova, Blanka Frydrychova, and Ilona Semradova. "Barriers to communication. (2012)" Procedia-Social
and Behavioral Sciences 31: 207-211.