Reference no: EM132355348 , Length: word count:6000

UNIT PURPOSE: This unit covers the development and use of emotional intelligence to increase self- awareness, self-management, social awareness and relationship management in the context of the workplace.

It includes identifying the impact of own emotions on others in the workplace, recognising and appreciating the emotional strengths and weaknesses of others, promoting the development of emotional intelligence in others and utilising emotional intelligence to maximise team outcomes.

It applies to managers who identify, analyse, synthesise and act on information from a range of sources and who deal with unpredictable problems. They use initiative and judgement to organise the work of self and others and plan, evaluate and co-ordinate the work of teams.

Performance Evidence

• conduct an analysis to identify own emotional strengths, weaknesses, stressors, emotional states and triggers, incorporating feedback from others
• identify workplace situations and environments that may trigger an emotional response
• model behaviours that demonstrate management of emotions
• recognise the impact that cultural behaviours and beliefs may have on workplace interactions
• recognise and respond to the emotional states of others
• use emotional intelligence of self and others to enhance team performance
• promote the development of emotional intelligence in others.

Knowledge Evidence
• Key features of emotional intelligence principles and strategies
• Key elements of the relationship between emotionally effective people and the attainment of business objectives
• Key strategies for communicating with a diverse workforce which has varying cultural expressions of emotion
• Key features of emotional intelligence in the context of building workplace

The competitive edge

Question 1

Conduct some online research on the future direction of your industry. How do you see your own industry's work, worker and workplace developing over the next ten years.

Question 2
Brainstorm some thoughts on the following questions relating to your level of skills:
1. Where am I now?
2. Where do I want to be?
3. How will I get there?

Using the worksheet, conduct a gap analysis of the skills you will require over the next ten years.
Ten-year gap analysis

Participate in networks

Question 1

Can you think of a time when you have had a learning experience that was very profound?

1. What were the main activities undertaken during the learning experience: reading, writing, group discussion, investigation, watching, participating?
2. Were you learning individually or as part of a group?
3. What was the environment like in which the learning experience occurred: classroom, workplace, other?
4. To what extent do you think that the factors above made the experience profound?

Question 2
1. What experience have you had of the professional development opportunities?
2. Which have been positive and which have been negative?
3. Do your positive experiences match those that you would expect to suit someone with your identified learning style?

Question 3
Discuss the differences between informal, formal and e-networks.

Question 4
Give your self a score out of ten for how well you use the following networks. Give reasons for your score: Informal networks /10. Reason

Formal networks /10. Reason e-Networks /10. Reason

Task 1 Appendix: 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:
a. provide managers and employees with at-hand information to perform their work responsibilities
b. communicate ideas for improvement (top-down and bottom-up)
c. facilitate feedback both to and from employees and management on relevant work performance and outcomes of consultation.

Communication and consultation issues
An internal management review of the organisation has uncovered the following issues:
• A lack of an overarching approach to information management that helps to promote common understanding of team goals and organisational values and to build strategic relationships.
• Slow responses to internal and external customer needs.
• Slow and ineffective communication of and implementation of ideas for improved processes.
• Ineffective or no use of modern communication technologies and social platforms.

• Inadequate consultation, resulting in risks to compliance (particularly WHS consultation requirements) and too little bottom-up information flow from employees to management. This latter results in poor organisational take-up of improvement ideas identified by teams and individuals at lower levels of the organisation and by customer-facing managers and employees.
• Inconsistent application by managers of grievance procedures posing a risk to employee relations.
• Poor sense of employee engagement, empowerment and accountability for work performance.
• Poor general awareness of (and therefore poor support of) organisational goals, ethics, values.

Your role

You are a communications consultant. You have been engaged by JKL Industries to revise and update strategies and processes to manage communications and information flow within the organisation.

Note that the senior management team may be resistant to changes to communication strategies, policies and procedures. In particular, they are concerned that a new approach to communications may result in a less cohesive organisation.
You will need to ensure your communications strategy and processes address organisational issues, while using your highly developed interpersonal skills to engage and motivate the senior management team to embrace your proposed changes.

Task 2 Appendix: Scenario - JKL Industries

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:
d. resistance to change
e. hostility
f. passive aggression
g. avoidance of conflict, while leaving issues unresolved
h. 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 cross-functional 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.

Task 3 Appendix: Scenario - JKL Industries

Role-play information: HR Business Partner

You are an HR Business Partner working in the JKL Industries Brisbane branch. You report directly to the HR Manager in the Sydney Head Office. As an employee of the Brisbane branch, you also report to the Brisbane Branch Manager. You work to provide information to employees, team leaders and managers at the branch, facilitate service delivery through HR centres of excellence, such as compliance and training and development, and partner with managers to assist them in strategising, workforce planning and development, and in meeting the needs of their customers, employees and the business as a whole.

A peer manager (from Rentals) has made an appointment to come to you about an employee grievance.

Employee grievance

A rental employee of the Brisbane branch is concerned about plans to restructure the business. The employee is extremely angry and feels that they:

• will definitely lose their job as a result of the restructure

• will not be given the opportunity to retrain.

They would like to formally complain that their manager has not provided rental employees with opportunities to retrain.

In addition, the employee feels they must be underpaid because they know people in the same job in the same industry who are making much more. They don't understand the basis of their pay or conditions.

Finally, the employee is currently organising other rental and sales employees for a possible strike. They intend to pressure their union into supporting and publicising the strike.

You know that the Rentals Manager is very concerned about the impact of the grievance on team cohesion and, potentially, the goals and objectives of the organisation. You also suspect that the manager will be hurt or angry themselves, as they have indicated their sincere desire to improve employee relations within their team through better communication and relationship-building.
The trouble is that while the manager may have the best intentions, they are relatively inexperienced and may not be approaching the conflict with the most productive mindset. And they may not have all the conflict resolution tools, tactics and strategies that you are equipped with as a more experienced HR specialist.

In addition, you are aware of the following facts:
• JKL Industries' firm policy and intention is to retrain rental employees to retain talent (retraining is in JKL's interest).
• So far the employee has adhered to the grievance policy as intended by the organisation. The grievance procedure sets out a process whereby disputes are kept at the lowest level. Employees should take their grievance first to their immediate supervisor, which the employee has done. This gives managers the first opportunity to respond appropriately, which is only fair. The Rentals Manager now has an opportunity to resolve the dispute early.
• The employee is paid to the terms of the relevant modern award (MA000089 Vehicle Manufacturing, Repair, Services and Retail Award 2010), but that all employees will soon be able to negotiate possibly much better pay and conditions in upcoming enterprise bargaining.

In your meeting with the Rentals Manager to provide guidance, lead the meeting through the following stages:
1. greeting the manager
2. listening to their side
3. responding to the manager appropriately
4. working with the manager to come up with viable solutions
5. documenting activities in an action plan.

You will also, as appropriate:
• listen to the manager: understand the facts as they see them and understand their feelings
• adopt an appropriate leadership/communication style
• be reflective, regulate your emotions, and refrain from reacting
• explain the facts as you understand them, including providing an explanation of the grievance policy, its benefit to the organisation, and the relevance of at least one piece of legislation
• help the manager to understand reasons for the grievance
i. Note: Given the climate of fear and suspicion that has existed within JKL Industries, such a grievance may not be very unlikely. It is also possible that plain communications of facts and organisational intentions may have failed because of the underlying emotional work context. As such, the complaint should not necessarily be a cause of offense.
• using your knowledge of dispute resolution, collaborate with the manager to determine a series of at least three activities to resolve the conflict with the employee and complete an action plan (use the template provided in Appendix 2)
• offer to mediate in the dispute, if required, or help to provide assistance if it requires further escalation.

Given the company's industrial relations history and restructure plans, and history of conflict and mistrust, contributing to positive employee relationship-building through assisting managers will constitute a key measure of your value to the organisation.Appendix 1: Role-play scenario

Scenario
You have a performance issue with Peter, one of your star employees on the sales team. Although Peter consistently achieves sales targets and has an excellent customer service rating, recently Peter has become a drag on overall team performance. The reason is that the team has not been able to rely on Peter for expertise when required to help serve customers.

Peter has been stand-offish and preoccupied with something. This situation is seriously affecting other employees' ability to focus on customers effectively and, perhaps worse, is negatively affecting the work climate. Peter had been looked up to as a model employee and an informal leader. Now, newer employees are beginning to feel that they are personally disliked and disrespected; that teamwork is not a value promoted by the team; that they can't rely on senior, skilled staff; and that, effectively, they're on their own. This situation can only hurt overall team sales performance into the future - as well as performance on other metrics.

Part of the problem could be that you have not been pro-active enough in understanding Peter's motivations and strengths and in providing leadership development opportunities. Perhaps you have taken Peter for granted. This is easy enough to do, when you have other, perhaps more serious, personnel problems to deal with. You know that Peter could use some training in emotional intelligence in areas where of weakness, such as self-awareness and empathy. You also know that Peter, who is committed and goal-driven, has the potential to be a future leader in the organisation.

Balanced scorecard

Australian Hardware uses a balanced scorecard system to integrate performance across the organisation and align each employee's work with the strategic aims of the business. Peter has the following personal balanced scorecard information. Underperformance is bolded.

Task
You need to intervene effectively to solve this performance issue. You will need to plan and conduct a coaching session with Peter to get both Peter's and the team's performance back on track.
In the session ensure you:

• Introduce the session positively by establishing why the coaching is occurring and ask Peter for input:
° Ask Peter to describe own performance, personal situation, obstacles to performance, feelings and job satisfaction.
° Model emotional intelligence through empathy and listening skills.
• Build Peter's awareness of emotional intelligence weaknesses and strengths - make sure you focus on Peter's strengths.
• Using the GROW model, establish Peter's goals and performance gaps (reality):
° Build Peter's awareness of performance shortcomings and how emotional self-awareness and empathy can help identify personal obstacles to success with Peter's goals, peer relationships and help the whole team and organisation to succeed.
• Continuing with the GROW model, establish and discuss reasonable options:
° Allow Peter to provide most of the options for reaching personal, professional and team goals.
• Continuing with the GROW model, establish Peter's willingness to perform (and increase EI) in measurable and observable ways:
° Establish a firm commitment from Peter to improve performance and help build a better team climate.

Attachment:- Develop and use emotional intelligence.rar