Report: LEAD Effective Workplace Relationships - University

This report provides a comprehensive analysis of effective workplace relationships, focusing on various aspects of leadership and management within a sales team context. It addresses employee performance evaluation through reports and feedback, formal and informal communication methods, and strategies for employee retention and development, including training and skill enhancement. The report also examines cross-cultural communication, networking, and the importance of trust and security in building strong workplace relationships. Furthermore, it explores conflict resolution strategies, particularly in situations involving job sharing, addressing issues of stress, work-life balance, and the implementation of policies like EEO to ensure fairness and employee satisfaction. The report concludes with processes to ensure successful job sharing arrangements and methods for monitoring their effectiveness, emphasizing mutual understanding, dedication, and positive outcomes for both employees and the organization. References from various authors are included to support the analysis.

Running head: LEAD EFFECTIVE WORKPLACE RELATIONSHIPS
LEAD EFFECTIVE WORKPLACE RELATIONSHIPS
Name of the student
Name of the university
Author’s note

1LEAD EFFECTIVE WORKPLACE RELATIONSHIPS
Table of Contents
Answer to Q1.............................................................................................................................2
Answer to Q2.............................................................................................................................3
Answer to Q3.............................................................................................................................4
References..................................................................................................................................7

2LEAD EFFECTIVE WORKPLACE RELATIONSHIPS
Answer to Q1.
1a. The sales team operations are reviewed through-
 employee performance reports that can reflect the performance of each employees in
that financial year,
 sales forecasting reports that will reflect the sales performance for increase in
revenue,
 overall performance ratings compared to past data will help to analyse the efficiency
of the sales team to achieve the goal of the organisation (Dumas 2013).
 analysing the flow of sales process will helps to understand the area of lack in sales
process,
 customer feedback report will help to understand the needs and demands of
customers and solve the issues they face
 Determining the sales behaviour will help to develop the efficiency of sales.
1b. Formal and informal methods are –
 by fostering the culture of effective communication and knowledge sharing method
 by streamlining the decision making process
 to convey the importance of rules or policies made in that particular work
environment
 by addressing the daily status to the supervisor about the work process (Ferguson
2014)
 to understand the rumours spread and they control such practices
 to understand how the sales manager is conveying the message to the sales team

3LEAD EFFECTIVE WORKPLACE RELATIONSHIPS
1c. As Mary is a valuable employee, she must be provided with proper training on Photoshop
and InDesign. To retain Mary in the company and to save cost of new hiring, the company
needs to train the employees who are facing such problems and reskills them for effective
outcome. Mary can feel supported when she is provided with the opportunity to learn new
technology and enhance knowledge for better growth in the industry with high hikes
(Njoroge 2013).
1d. It is needed to consult with the Sales Manager as well as general manager about the issues
of Mary. It can help the supervisor to visualise consequences to train the employee and to
take measurable steps by analysing the performance and competency of Mary. By consulting
to external source about the issue can lead to more benefit outcome, as trust for external
source is high than internal source (Hutchinson 2015). The external source will help the
supervisor to understand the cost of training and impact of retaining the employee.
1e. By fostering the culture of effective communication and knowledge sharing method can
be used to gather ideas from the sales staff to improve the work performance. This method is
important as it provides a collaboration among sales team and develop communication for an
effective work practise and cultures (Guillaume 2017). The suggestion to improve the sales
team’s operation is that the team must conduct meetings to share knowledge and develop
improvement plans.
Answer to Q2.
2a. To improve the efficiency in the sales team, the cross cultural communication, sending
emails to other team members, conducting meetings, are important ways to interact the values
and practices of each team in the organisation. The cross cultural communication enables the
sales team to understand the work process of each team. Through meetings the sales team can
take beneficial steps for improvement (Trefalt 2013). To build relationship within the

4LEAD EFFECTIVE WORKPLACE RELATIONSHIPS
organisation, the sales team requires to ensure trust and security to maintain confidentiality in
the organisation. Networking helps to understand the norms, culture and practices of the
organisation.
2b. The benefits that must be provided to the sales team by the help of networking are-
 The team will be benefited with fresh ideas.
 They can be guided for advancing their career in future
 They can build confidence to execute their skills in this sales platform.
 To provide them with different perspective that can help them think in an innovative
ways.
 The benefit to raise sales employee performance and profile with level of promotion.
 The main benefit is to build trust among employees of each team and help them to
achieve the organisational goal effectively and efficiently (Madsen 2013).
Answer to Q3.
3a. The supervisor would conduct a meeting with both the employees, Lyn and Lucia to
understand and make them feel that the supervisor is concerned about their problems. The
personal meeting may help each member to draw their issues and to take decisions regarding
job share. The supervisor may respond to Lucia’s situation by appreciating Lucia’s effort in
productivity and by giving permission for job share, the value for the employee is reflected
(Chuang 2013). It can convey the message to Lucia about the understanding of the situation.
The stress management techniques can be applied to the employee to overcome the stress and
work effectively.
3b. The EEO policy in BuySmart organisation states that the job share provides two
employees for one full- time job position. The two employees are required to achieve the
organisational goals, and understand the responsibilities for effective results. The policy will

5LEAD EFFECTIVE WORKPLACE RELATIONSHIPS
provide equal rights in job shares to Lyn and Lucia and they will be provided with equal
salary and leave in equal proportions (Dumas 2013).
3c. To maintain the trust in Lucia and Lyn, the supervisor must take the actions such as-
 Must provide them salary security and flexible time regarding job share.
 Must benefit them with lessening the pressure they have in their job life.
 Must provide value to the employee by stress management techniques.
 Must conduct meetings that can acknowledge their problems individually.
 Trust can be built when supervisor will them out in their problems by taking adequate
actions for the benefit of the employees.
 Trust for the organisation can be built when the organisation for which they work so
hard, pays them the rights or values by understanding their problem or situation and
provide them job share facility to develop their work life balance effectively.
 Lyn and Lucia have different issues and they need time for their family, if the
supervisor can help them in handling their work stress by putting them in less stress
work job, then they may feel secured and happy to work with the organisation.
3d. Identifying the key issues with Lyn and Lucia regarding culture of the organisation, the
supervisor notices that-
 Lyn and Lucia felt heavy stress while working for extra hours.
 They could not give time to their family
 They were demotivated and wanted a stress relief environment.
 Employees are discouraged with long hours of work (Middleton 2017).
 The under- equipped supervisors usually over- supervise the team, which put a
pressure on the team.
 Communication is not hierarchical and flexible.

6LEAD EFFECTIVE WORKPLACE RELATIONSHIPS
3e. The processes to be implemented to ensure the success of Lyn and Lucia’s job sharing
are-
 The employees must have mutual understanding to work together in a week.
 They must be at right time and must ensure to work for specified time they are
appointed in a week (Brunetto 2013).
 By ensuring job sharing facility, the employee have increased dedication and increase
value towards the company.
3f. Regular monitoring the success of the job sharing arrangement can be reviewed by-
 Monitoring the performance of the employees.
 Reviewing employee motivation for success.
 Employee must be satisfied with the job they perform.
 Reviewing their feedback file while concerning their issues (Brunetto 2013). This
feedback file details about the transformation of poor performance to effective
performance in job.
 Monitoring Lyn and Lucia have effective work place practices in job sharing.
 To ensure both employees are working with dedication and they provide effective
outcome with mutual understanding to work in a week.

7LEAD EFFECTIVE WORKPLACE RELATIONSHIPS
References
Brunetto, Y., Shriberg, A., Farr‐Wharton, R., Shacklock, K., Newman, S. and Dienger, J.,
2013. The importance of supervisor–nurse relationships, teamwork, wellbeing, affective
commitment and retention of North American nurses. Journal of Nursing
Management, 21(6), pp.827-837.
Brunetto, Y., Xerri, M., Shriberg, A., Farr‐Wharton, R., Shacklock, K., Newman, S. and
Dienger, J., 2013. The impact of workplace relationships on engagement, well‐being,
commitment and turnover for nurses in Australia and the USA. Journal of Advanced
Nursing, 69(12), pp.2786-2799.
Chuang, S.F., 2013. Essential skills for leadership effectiveness in diverse workplace
development. Online Journal for Workforce Education and Development, 6(1), p.5.
Dumas, T.L., Phillips, K.W. and Rothbard, N.P., 2013. Getting closer at the company party:
Integration experiences, racial dissimilarity, and workplace relationships. Organization
Science, 24(5), pp.1377-1401.
Ferguson, M., Carlson, D. and Kacmar, K.M., 2015. Flexing work boundaries: The spillover
and crossover of workplace support. Personnel Psychology, 68(3), pp.581-614.
Guillaume, Y.R., Dawson, J.F., Otaye‐Ebede, L., Woods, S.A. and West, M.A., 2017.
Harnessing demographic differences in organizations: What moderates the effects of
workplace diversity?. Journal of Organizational Behavior, 38(2), pp.276-303.
Hutchinson, M. and Hurley, J., 2013. Exploring leadership capability and emotional
intelligence as moderators of workplace bullying. Journal of nursing management, 21(3),
pp.553-562.

8LEAD EFFECTIVE WORKPLACE RELATIONSHIPS
Madsen, J.A. and Mabokela, R.O., 2013. Culturally relevant schools: Creating positive
workplace relationships and preventing intergroup differences. Routledge.
Middleton, R., 2013. Active learning and leadership in an undergraduate curriculum: How
effective is it for student learning and transition to practice?. Nurse Education in
Practice, 13(2), pp.83-88.
Njoroge, C.N. and Yazdanifard, R., 2014. The impact of social and emotional intelligence on
employee motivation in a multigenerational workplace. Global Journal of Management And
Business Research.
Trefalt, Š., 2013. Between you and me: Setting work-nonwork boundaries in the context of
workplace relationships. Academy of Management Journal, 56(6), pp.1802-1829.