Reference no: EM133017742

Assessment Task Instruction

Task summary

• Read the provided case studies and complete Task 1 & Task 2
• Conduct necessary research.
• Provide written responses to all questions in the spaces provided.
• Submit your assessment to your assessor.
• Students need to answer all of the written questions correctly.
• Answers should be provided on a separate sheet of paper with the assessment task number clearly indicated, the students name and each question clearly marked. Answers must be word- processed and sent to the assessor via email.

Assessment Task 1

1. What possible workplace issues should you be aware of and how you will solve these issues in relation to the organisation's policies and legislations? (80-100 words)
2. How can you establish close and harmonious relationship with the people in ABC Corporation? (50-80 words)
3. Fill in the table for remedial action with your own examples.
4. Give some tips for networking introductions. (40-60 words)
5. Give some ideas for maintaining relationships through networking. (30-50 words)
6. Name four important leadership skills. (20-30 words)
7. How can you help to ensure confidentiality to gain and maintain the trust and confidence of colleagues, customers and suppliers? (80-100 words)
8. What is Eisenhower's urgent vs important principle and give an example of how you can use it? (60-80 words)
9. Create an employment satisfaction survey.
10. Research the best practice guidelines for recruiting using this website: humanrights.gov.au and give a summary of what it covers and how can you share these relevant information to improve the employees' performance? (100-120 words)

Assessment Task 2

1. Draw a diagram to represent the Lewis model of cultural types and explain that diagram in relation with ABC Corporation work culture.
2. How can you consult and review tools to keep track of your workforce and their networking opportunities? (80-100 words)
3. List the relevant workplace documents, documentation process and resources? (40-50 words)
4. How can you identify conflict in the workplace? Do you have any processes at work to help you manage this conflict? (if not explain what processes could be introduced) (80-100 words)
5. What is a milestone and what are the responsibilities surrounding different milestones? (50-80 words)
6. How can you build an environment of trust with a team to keep the team work well together and achieving team goals? (50-70 words)
7. How can you assess group behaviour and use strategies to guide the team? (60-80 words)
8. Why is it important to resolve issues brought to your team? (50-60 words)
9. How can you come to group agreements in the team? (50-70 words)
10. How can the team understand their roles and have support to reach their goals? (60-80 words)
11. Why is it important all members of the team help with decision making and taking responsibility for their role? (50-70 words)
12. How can poor performance be addressed in the group and manage according to the
organisation's policies and procedures? (80-100 words)
13. Why is important to be a role model for the team? (50-60 words)
14. How can the stakeholders be communicated with? (40-50 words)
15. How can you act as the first port of call to pass information between the team and management and vice versa? (50-60 words)
16. Why is it important that problems raised by stakeholders are investigated? (50-70 words)
17. To keep your organization up to date, how do you utilise networking benefits? (50-80 words)
18. Participate in a short role play with your colleagues/trainer to demonstrate your knowledge and skills about your findings.

Task Description
You are required to read the case studies provided, and answer to all questions in task 1 and task 2 related to different situation given in the case studies. In this assessment, you are required to demonstrate your skills and abilities in relation to effective workplace relationships

Case Study
Approximately 6 months ago, you were promoted to be a supervisor of your department in ABC Corporation. Two of you former peers - Lisa and Jim, are now your subordinates. While Lisa has taken this change well and she was happy for you, Jim has become difficult to work with.

Since you became a supervisor, Jim does nothing more than it is necessary and thus the department performance levels have dropped. Another employee - has told you that Jim criticises you and your decisions at every opportunity he has, and this has caused a number of other employees to doubt your abilities, or even turn against you. The employee said that Jim is trying to convince other employees to lodge complaints about you to the top management.

You have tentatively approached Jim to discuss the situation, but he has been non-committal, stating that there is no issue, he has no problem with you and that you have an over-active imagination.

On receiving written statement from two of your staff regarding Jim's criticism and an occasion where Jim countermanded a direction you had given, you see that now it is the time to act. You must take care not to disclose the identity of the staff providing the information while addressing the problem directly. Your own supervisor has noticed that there is a problem in your department as Jim quite often disregards you and goes to your supervisor directly asking for a confirmation of your decision each time Jim disagrees with it. Therefore, your supervisor is asking you to fix it. You make a performance management appointment with Jim and plan a subsequent coaching session to address the issue.

Workplace Harassment and Conflict Procedure
These procedures outline the steps for the confidential handling of workplace harassment complaints.

Designated roles
• All team leaders have been nominated for the responsibility for handling all workplace harassment issues.
• The team leader has direct access to the Chief Executive Officer, to be responsible for handling workplace harassment complaints and providing counselling.
• A document has been created clearly setting out their roles and responsibilities.
• Includes position on organisational chart showing direct responsibility to Chief Executive Officer.

Duties of Team Leaders
• Address complaints as they emerge
• Treat complaints from staff and clients as confidential
• Hear complaints from staff and clients in a sympathetic and impartial manner
• Provide support and counselling as appropriate
• Take action on complaints received
• Liaise with the Chief Executive Officer
• Document details of complaint, action taken and outcome

Hearing complaints
• Find a quiet and private place and allow enough time to hear the complaint in full
• Hear out the complaint seriously and sympathetically
• Allow the complainant to bring another person to the interview if they wish
• Arrange for an interpreter if the complainant feels uncomfortable using English
• Offer the complainant the choice of talking about their complaint with another person if they feel uncomfortable with you
• Offer the complainant counselling and support services while the complaint is being investigated
• Counsel the complainant about minimising gossip and using the complaint process to resolve the problem
• Get a broad outline of the complaint followed by a step-by-step account
• Take accurate notes using the complainant's own words where possible
• Check all details with the complainant

Act on complaint
• Maintain confidentiality concerning the complainant but advise Chief Executive Officer of complaint at earliest opportunity
• Make sure allegations and details are only disclosed to those who need to be involved in the complaint
• Discuss with complainant how they wish to proceed:
a) lodge a formal complaint (refer Complaints and Appeal procedure)
b) refer matter to Chief Executive Officer for confidential follow up action with alleged perpetrator

Attachment:- Assessment Task.rar