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
Specifications
You must submit:
Your assessor will be looking for evidence of your ability to:
○ adjusting your own interpersonal communication style to meet the organisation’s cultural diversity and ethical environment
○ 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:
○ 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:
○ 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:
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:
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:
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:
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:
Appendix 3: Networking plan
Networking activity |
Person |
Schedule |
Description/rationale for networking activity |
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