Reference no: EM132701421

BSBLDR511 - Develop and use emotional intelligence

Task 1: Knowledge Questions

Question 1 Explain the principles of emotional intelligence in relation to: (30 words each)
a) One's self
b) Others

Question 2 Describe 3 strategies you can use for managing your own emotions. (20 words each)

Question 3 Explain how higher emotional intelligence can help to build workplace relationships. (50 words)

Question 4 Describe 3 ways you can to build positive workplace relationships using use emotional intelligence principles. (40 words)

Question 5 Describe the relationship between emotionally effective people and the attainment of business objectives. (50 words)

Question 6 List 3 key features of emotional intelligence in the context of building workplace relationships. (50 words)

Question 7 Explain what a diverse workforce is and list 3 strategies to communicate with a diverse workforce. (50 words)

Task 2 - Performance and Skills Assessment
Part A - Reflect on Your Own Emotional Intelligence
1. Research 3 different tools, techniques or systems for identifying an individual's emotional strengths and weaknesses.
a. Write a report on each giving a brief history and background on the system and make a recommendation on which one the three would be best to use with the personnel at your work and why. If you are not currently working, you can base it on a company you used to work at or a well-known company you would like to work at in the future.
b. Ensure you properly reference the ideas you draw from the published sources you have researched (300 to 400 words)

2. Apply one of the emotional intelligence tools you have researched in Q1 to yourself, then write a self-reflection on the emotional strengths and weaknesses the tool reveals to you. Ensure that your self-reflection covers three (3) strengths and three (3) weaknesses and includes anecdotal examples of your behaviours and the underlying emotional strengths and/or weaknesses. (400 - 500 words)

3. Consider 3 stressors you experience in your workplace and complete the following:
a. Describe the 3 stressors you experience in the workplace (40 words)
b. Describe the resulting emotional states and how you respond. (60 words)
c. Describe one strategy for dealing with the stressors. (40 words)

4. Identify and describe one cause or trigger of a positive emotional state and one cause or trigger of a negative emotional state at work. How can you use the awareness of these triggers to control your responses and achieve positive outcomes, especially with respect to your impact on others and their work performance? (60 words)

5. Refer to Appendix A - Emotional Intelligence Feedback Form. Use this form to get feedback from 3 people in your workplace (or 3 people who know you well). Ask them to fill in the feedback form and return them to you.
• Get feedback from 3 people.
• Scan or take a photo of the feedback forms and upload with your assessment.
6. Based on the feedback from question 5, describe 3 strategies to improve your emotional intelligence. (60 words)
7. Describe 3 behaviours that you can model in your workplace to demonstrate good management of emotions. (60 words)
Part B - Respond to Emotional Intelligence of Others (Case Study)
For this assessment task, you will read and respond to a case study by answering a set of written questions.
Introduction to Case Study - Australian Hardware
Australian Hardware (a simulated business) is a large and expanding hardware and homewares retailer with approximately 140 stores located across Australia. In its vision statement, Australian Hardware states that it intends to ‘lead the hardware and home-improvement market in Australia within five years'.
In order to realise this vision, the organisation intends to:
• build market share by focusing on the customer experience
• control direct and indirect costs through efficient internal processes
• establish the reputation of Australian Hardware as a socially and environmentally responsible company.
These strategic organisation-wide directions are implemented from senior management down, in the form of performance expectations for managers and employees at every level of the organisation.
Australian Hardware realises that the success of the business rests on its people. For this reason, the organisation insists that managers build effective teams by responding to the needs of employees. Such needs include safety and security, fairness, flexibility, skills development and self-actualisation. Satisfying such needs will allow employees to focus more effectively on work tasks and customer needs.
In addition, Australian Hardware encourages managers to take a flexible approach to meeting performance targets and to set goals in close collaboration with employees. To implement strategic directions and advance Australian Hardware's values, managers are expected to lead employees by, first of all, modelling positive behaviours and attributes - those they expect their employees to emulate and embody in turn. To lead and inspire people, managers must demonstrate keen emotional awareness and promote positive team-building behaviours in others.
You are the new General Operations Manager of the Wollongong store and you are ready for a challenge. You are directly responsible for managing general sales and checkout staff, administration staff and a human resources officer. You report to the Store Manager, who is responsible for all areas of store responsibility (Timber, Plumbing & Electrical, Gardens and Homewares departments and general operations).

Case Study - Scenario 1
Your Store Manager has had a stressful month. It is the end of the financial year and sales revenue in the Timber and Plumbing & Electrical departments is down on targets, almost certainly due to increased competition from smaller competitors for trade contractors' business.
Just this week, the Store Manager held a meeting in which she yelled at all the department managers and told you and them to work out a way to improve revenue. Obviously, the outburst did not make much sense as the department managers, in such a large business, do not have the capability to raise much revenue directly. This is because marketing and distribution innovations that could have an effect are mainly a head office responsibility.
The Wollongong store's inability to counter the threat from smaller, more nimble trade suppliers has been the main reason for the revenue deficit. Naturally, the atmosphere around the store and in the management, team is subdued, and a few managers have discussed leaving the organisation; other managers have responded by pushing unreasonable sales demands onto their sales staff.
You are now feeling pressure to do something: to act contrary to budget planning and cut costs or to increase pressure on others to offset poor performance in other areas. In your opinion, this leadership behaviour was disrespectful to all the managers, created unnecessary concern about job security and undermined trust.
There has been a clearly negative flow-on effect down through the store, which is now affecting people at a lower level. You are justifiably angry at the manager's behaviour and blame her for making a bad situation worse with poor leadership and poor emotional awareness.

8. Review the case study - scenario 1 and answer the following questions.
a) Describe what you think is the best way to respond to the Store Manager's behaviour. Describe how you would model positive leadership behaviour. (60 words)

b) Describe the principles of emotional intelligence that the Store Manager did not demonstrate. (60 words)

c) Describe how the Store Manager should have acted and communicated. (60 words)

d) Describe the connection between the Store Manager's behaviour and store morale. What is the effect the Store Manager's behaviour could have on staff performance? (60 words)

Case Study - Scenario 2
An employee has come to you with an issue involving a co-worker. In general, the sales team is a cohesive team, but now a relatively new member of the team is rubbing people the wrong way.
She never participates in drinks or other social occasions outside work. She never involves herself in normal, day-to-day conversations about family, popular movies or culture.
The team is beginning to form the opinion that she is too aloof and doesn't like the other team members and is quite upset about it. On the sales team, it's really important to be able to feel a connection with other team members. When you feel this connection, you know you're able to rely on them - to relieve you when you need some personal time, feed you information as you need it and help you serve customers.
You happen to know that the sales staff member in question is a valuable staff member with good customer skills and product knowledge; however, as a foreign-born, conservative, religious woman, she is having trouble relating to the other team members.
Many team-bonding opportunities involve activities that she cannot participate in, such as out-of-hours parties, alcohol or confusing cultural references.
She is in a bind because she would like to be accepted as a member of the team, but when all avenues to team-bonding are closed off, she feels stigmatised and perceived by others as an unfriendly person.
9. Review the above case study - scenario 2 and answer the following questions
a. Provide at least two examples of possible misinterpretations of expressions or behaviour that may arise in the context of a diverse, multi-cultural workforce. Length: (60 words)

b. Describe how you would explain to the employee who complained about this worker's behaviour, how cultural expressions may be misinterpreted - and have been in this case. (60 words)

c. Discuss how the team can raise their awareness of cultural expression and promote effective communication to avoid misunderstandings to resolve the differences. (60 words)

d. Create a plan of at least 3 actions for identifying and responding appropriately to a range of cultural expressions of emotions

Part C - Coaching Emotional Intelligence
Refer to Case Study - Scenario 1 (see below) and your answers to question 8.
You are the regional sales manager and this situation has been brought to your attention by one of the staff at the Wollongong store. You have arranged a meeting with the store manager to discuss the situation and put in place measures to address this behaviour.

Case Study - Scenario 1
Your Store Manager has had a stressful month. It is the end of the financial year and sales revenue in the Timber and Plumbing & Electrical departments is down on targets, almost certainly due to increased competition from smaller competitors for trade contractors' business.
Just this week, the Store Manager held a meeting in which she yelled at all the department managers and told you and them to work out a way to improve revenue. Obviously, the outburst did not make much sense as the department managers, in such a large business, do not have the capability to raise much revenue directly. This is because marketing and distribution innovations that could have an effect are mainly a head office responsibility.
The Wollongong store's inability to counter the threat from smaller, more nimble trade suppliers has been the main reason for the revenue deficit. Naturally, the atmosphere around the store and in the management, team is subdued, and a few managers have discussed leaving the organisation; other managers have responded by pushing unreasonable sales demands onto their sales staff.
You are now feeling pressure to do something. In your opinion, this leadership behaviour was disrespectful to all the managers, created unnecessary concern about job security and undermined trust.
There has been a clearly negative flow-on effect down through the store, which is now affecting people at a lower level. You are justifiably angry at the manager's behaviour and blame her for making a bad situation worse with poor leadership and poor emotional awareness.

11. Assume that you will be conducting a meeting to resolve the issues in the scenario above. Imagine you are the regional manager. You will need to prepare a coaching session
You will need to fill in the table below, In the session how would you ensure you would:
? Introduce the session positively by establishing why the coaching is occurring and ask the store manager for input.
• Build the store manager's awareness of their emotional intelligence weaknesses and strengths.
• Build the store manager's awareness on how emotional self-awareness and empathy can help identify personal obstacles to success with their goals, peer relationships and help the whole team and organisation to succeed.
• Establish and discuss how the store manager could have better handled the situation.
• Establish 3 actions for the store manager to help them improve their emotional intelligence and deal with stressful situations
a) Use the following template to help you prepare for the meeting. Fill in each section and answer the questions

12.You wish to ensure that the staff in the Wollongong store, all have the opportunity to develop better emotional intelligence and team atmosphere. Describe 3 ways you can achieve this. (60 words)

Part D - Using Strengths and Weaknesses
During this task you are required to show how you would use emotional intelligence to maximise team outcomes.
Scenario
You are the owner of a small health and well-being retreat centre called Healthy Beings. You have decided to set up a team to speak at a free local wellness seminar, helping to promote Healthy Beings and better health in the community.
Here's the format for the presentation:

13.Using the following template, choose at least one speaking role for each team member and explain why he/she is the best person for this role. Justify your choices in detail by describing how he/she will help to achieve the objective of each role.

Attachment:- Develop and use emotional intelligence.rar