1Z0-931 Autonomous Database

Learner Instructions 2

(Respond to scenario-based questions)

Submission details

Students Name

Student ID

Group

Assessor’s Name

Assessment Date/s

The assessment task is due on the date specified by your assessor. Any variations to this arrangement must be approved in writing by your assessor.

Submit this document with any required evidence attached. See specifications below for details.

Performance objective

You will demonstrate the skills and knowledge required to establish systems to develop trust and confidence and manage the development and maintenance of networks and relationships.

Assessment description

For this assessment task, you will read and respond to a scenario by answering a set of written questions.

Procedure

  1. Read the scenario in Appendix 1. Pay particular attention to diversity and networking issues and information about your role as Brisbane Branch Manager.
  2. Review the JKL Industries simulated business documentation, including policies and procedures.
  3. Read the questions in Appendix 2 related to the scenario. 4. Create a document with written answers to the questions.
  4. Submit a print or electronic version of your document containing answers to the questions in accordance with the specifications set out below.

Specifications

You must submit:

  • a print or electronic document containing answers to the case-study-based questions.

Your assessor will be looking for evidence of your ability to:

  • apply policies to ensure that the organisation’s cultural diversity and ethical values are adhered to
  • provide leadership through your own behaviour, including:
    • professional conduct that promotes trust with internal and external contacts

○ adjusting your own interpersonal communication style to meet the organisation’s cultural diversity and ethical environment

  • plan for and manage the use of networks to support identifiable outcomes for the team and the organisation
  • explain how systems, policies and procedures can support the development of effective work relationships, focusing on interpersonal styles, cultural and social sensitivity and networking.
  • explain the relevance of legislation for managing effective workplace relationships
  • interact with others through adapting your personal communication style to build trust and positive working relationships, and to support others’ adjustments in practice and culture get the work done through:
    • taking personal responsibility for planning networking activities for yourself and others, taking into account capabilities, efficiencies and effectiveness

○ developing plans for networking activities with strategic importance.

Appendix 1: Scenario – JKL Industries

JKL Industries overview

JKL Industries is an Australian-owned company, selling forklifts, small trucks and spare parts to industry. They also have a division that leases forklifts and small trucks.

The company’s head office is in Sydney and has branches in Brisbane, Melbourne, Perth, Adelaide and Canberra.

Change

After 12 years in business, focusing on forklifts and small trucks, JKL Industries has negotiated the sales rights to a range of medium and large trucks from an overseas supplier. This opportunity will provide JKL Industries with an advantage in range over its competitors.

Sales results over the past five years have indicated strong growth in forklift and truck sales, which have averaged 10% sales growth per annum. The rental market has been in decline for the past three years due to the reduced costs of these vehicles and some taxation benefits to industries who purchase these vehicles.

Taking the sales rights opportunity will, however, entail some significant changes, including significant changes to the current organisational structure. The company will reposition itself to focus solely on retail sales and service and exit the rentals market, in which forces such as competition and consumer choice reduce potential profitability.

In accordance with the organisation’s values, JKL Industries intends (to the extent feasible) to recruit from within the company and up-skill or re-skill existing employees presently working in rentals who wish to remain with the company. Given the company’s previous history of employee grievances over pay and conditions and current plans to restructure, JKL Industries has identified poor communications and an organisational climate of conflict as a risk to business goals. 

Moving forward, the organisation intends to build and maintain a positive organisational culture, reduce risk and achieve organisational goals through:

  • developing an effective policy framework for managing internal communications and consultation, in accordance with organisational objectives, business ethics, and compliance requirements
  • communicating and building support for organisational initiatives and objectives managing information flow to:

○ provide managers and employees with at-hand information to perform their work responsibilities

○ communicate ideas for improvement (top-down and bottom-up)

○ facilitate feedback both to and from employees and management on relevant work performance and outcomes of consultation.

Diversity issues

An internal management review of the organisation has uncovered the following issues:

  • Poor leadership on the part of managers and low accountability and sense of personal responsibility for results on the part of both managers and employees.
  • A lack of interpersonal skills, cultural sensitivity and emotional intelligence among managers and employees.
  • A lack of trust.
  • A lack of awareness of relevant policy and legislative requirements for diversity and business ethics.
  • A culture of chronic conflict, characterised by:

○ resistance to change

○ hostility

○ passive aggression

○ avoidance of conflict, while leaving issues unresolved

○ issues that are apparently resolved and agreed flaring up repeatedly.

Networking issues

As a manager, you have noted:

  • A lack of awareness of internal and external networking opportunities.
  • A lack of understanding of the purpose/s of networking and its relation to individual, team and organisation-wide goals.
  • A lack of understanding of how to take advantage of networking opportunities through use of interpersonal skills and emotional intelligence.
  • No internal communities or social platforms through which functional or crossfunctional teams can discuss professional issues, and share insights and perspectives.

Brisbane Branch Manager

You are the new manager of the Brisbane branch. Over the last two weeks you have familiarised yourself with the organisational environment and the characteristics and needs of your team. 

You have read the consultant’s report on proposed communication and consultation strategies and are 100 per cent behind the approach. The strategy will need to be applied to supporting diversity and facilitating better networking.

The JKL Industries Brisbane Branch Manager reports to the Operations General Manager. 

Appendix 2: Questions

For the following scenario-based questions, put yourself in the position of the new Brisbane Branch Manager and answer the questions accordingly.

Question 1:

An employee has complained to you that some members of your team have not made any effort to accommodate non-Christians in this year’s Christmas celebrations. The employee feels excluded and disappointed that an opportunity to bring the team together has instead divided the team along religious lines. 

How would you address the employee’s complaint?

In your written response to the above question:

  • Describe at least two pieces of JKL Industries’ policy or procedure that conflict with the team’s behaviour towards the employee.
  • Identify the relevance of one piece of relevant legislation.
  • Describe how policies and processes can help to promote cultural diversity, ethical values and relationship-building.
  • Describe any changes or additions you would make to JKL Industries’ policies, processes or communications to further promote cultural diversity and ethical values.
  • Describe how you would approach the team and any suggestion you would make to resolve the issue fairly and consistent with organisational policy.

Question 2:

To respond to the issue described in question one, you have decided to meet with the team to directly address the behaviour.

How would you prepare for and approach this meeting?

In your written response to the above question:

  • Describe what potential problems you anticipate from the team.
  • Describe how you would confront the team with their unacceptable behaviour, while maintaining trust and avoiding the impression of taking sides.
  • Describe your standard or default communication style. What communication style would you consider adopting for this scenario?
  • Describe a previous situation in which you adapted your communication style to meet the needs of others in the workplace or achieve a work goal.

Question 3:

As a manager new to the Brisbane area, you feel that you need to develop contacts with people internal to the organisation, such as managers, and external people, such as suppliers, business networks, managers’ networks and mentors. 

How would you approach networking to achieve goals?

In your written response to the above question:

  • Describe how networking with internal and external people could help you build positive relationships to achieve organisational and professional goals. What networking or networks would you suggest?
  • Describe a situation in which you joined a network to achieve an organisational or professional development goal. Describe the network. How did you build stronger relationships within the network? What was the result of the networking for you and your organisation?

Question 4:

Your sales team is relatively new and inexperienced. You feel that they would benefit from networking. Sam and Alex need to build relationships with customers, suppliers and fellow salespeople to achieve personal development and organisational goals.

●      Sam: Has issues with internal and external suppliers who consistently miss delivery dates and won’t cooperate in keeping costs down for customers. Consequently, he has issues with his own customers; he feels suppliers don’t understand his needs as a client. Sam finds conflict really hard and avoids getting angry, hoping the problem will resolve itself. Sam feels he would benefit from hearing how others negotiate terms with suppliers. Right now, however, he has very little respect for them as they’ve let him down.

●      Alex: Has issues with customers who obviously don’t understand a good deal when they see it. He’s also tired of chasing ‘deadbeats’ for settling accounts on credit. Alex would like to know how others deal with such ‘fools’ and still maintain a sense of self-respect.

How would you lead Sam and Alex to realise their professional goals and related organisational goals over the next three months?

Using the template provided in Appendix 3:

  1. Prepare a plan to develop and maintain internal and external relationships, including a schedule for the next three months.
  2. Include at least two activities for each salesperson.
  3. Provide a rationale for each activity.

Appendix 3: Networking plan

Networking activity

Person

Schedule

Description/rationale for networking activity

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