I Gusti Agung Deni Pramerta Putra_BSBLDR523-Learner-Workbook-V1.1.v1.1-2_(NYC)
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School
Greenwich English College *
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Course
301
Subject
Business
Date
Nov 24, 2024
Type
docx
Pages
61
Uploaded by ajuz837
Student Name:
I Gusti Agung Deni Pramerta Putra
Student ID Number:
222200596
Trainer/Assessor Name:
Larry Crouch
Class:
Diploma Of Business
Table of Contents
Table of Contents
......................................................................................................................
1
Instructions to Learner
............................................................................................................
2
Assessment instructions
......................................................................................................
2
Assessment requirements
....................................................................................................
5
Assessment Cover Sheet
...................................................................................................
6
Observation/Demonstration
....................................................................................................
7
Activities
....................................................................................................................................
8
Activity 1A
.........................................................................................................................
8
Activity 1B
..........................................................................................................................
9
Activity 1C
........................................................................................................................
10
BSBLDR523
Lead and manage effective
workplace relationships
Learner Workbook
Version 1.1
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Activity 1D
........................................................................................................................
11
Activity 2A
.......................................................................................................................
12
Activity 2B
........................................................................................................................
13
Activity 2C
........................................................................................................................
14
Activity 2D
.......................................................................................................................
15
Activity 3A
.......................................................................................................................
16
Activity 3B
........................................................................................................................
17
Activity 3C
........................................................................................................................
18
Major Assessments
.................................................................................................................
19
Section A: Skills Activity
..................................................................................................
20
Section B: Knowledge Activity (Q & A)
..........................................................................
22
Section C: Performance Activity
......................................................................................
26
Case Studies
..........................................................................................................................
29
Case Study A – Workplace collaboration
..........................................................................
29
Case Study B – Task delegation
........................................................................................
30
Case Study C – Addressing workplace relationship issues
...............................................
31
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Instructions to Learner
Assessment instructions
Overview
Prior to commencing the assessments, your trainer/assessor will explain each assessment task and the terms and conditions relating to the submission of your assessment task. Please
consult with your trainer/assessor if you are unsure of any questions. It is important that you
understand and adhere to the terms and conditions, and address fully each assessment task.
If any assessment task is not fully addressed, then your assessment task will be returned to you for resubmission. Your trainer/assessor will remain available to support you throughout the assessment process. Written work
Assessment tasks are used to measure your understanding and underpinning skills and knowledge of the overall unit of competency. When undertaking any written assessment tasks, please ensure that you address the following criteria:
Address each question including any sub-points
Demonstrate that you have researched the topic thoroughly
Cover the topic in a logical, structured manner
Your assessment tasks are well presented, well referenced and word processed
Your assessment tasks include your full legal name on each and every page.
Active participation
It is a condition of enrolment that you actively participate in your studies. Active participation is completing all the assessment tasks on time. Plagiarism
Plagiarism is taking and using someone else's thoughts, writings or inventions and representing them as your own. Plagiarism is a serious act and may result in a learner’s exclusion from a course. When you have any doubts about including the work of other authors in your assessment, please consult your trainer/assessor. The following list outlines some of the activities for which a learner can be accused of plagiarism:
Presenting any work by another individual as one's own unintentionally
Handing in assessments markedly similar to or copied from another learner
Presenting the work of another individual or group as their own work
Handing in assessments without the adequate acknowledgement of sources used, including assessments taken totally or in part from the internet.
If it is identified that you have plagiarised within your assessment, then a meeting will be organised to discuss this with you, and further action may be taken accordingly.
Collusion
Collusion is the presentation by a learner of an assignment as their own that is, in fact, the result in whole or in part of unauthorised collaboration with another person or persons. Collusion involves the cooperation of two or more learners in plagiarism or other forms of academic misconduct and, as such, both parties are subject to disciplinary action. Collusion or copying from other learners is not permitted and will result in a “0” grade and NYC.
Assessments must be typed using document software such as (or similar to) MS Office. Handwritten assessments will not be accepted (unless, prior written confirmation is provided by the trainer/assessor to confirm).
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Competency outcome
There are two outcomes of assessments: S = Satisfactory and NS = Not Satisfactory (requires more training and experience).
Once the learner has satisfactorily completed all the tasks for this module the learner will be awarded “Competent” (C) or “Not yet Competent” (NYC) for the relevant unit of competency. If you are deemed “Not Yet Competent” you will be provided with feedback from your assessor and will be given another chance to resubmit your assessment task(s). If you are still deemed as “Not Yet Competent” you will be required to re-enrol in the unit of competency.
Additional evidence
If we, at our sole discretion, determine that we require additional or alternative information/evidence in order to determine competency, you must provide us with such information/evidence, subject to privacy and confidentiality issues. We retain this right at any
time, including after submission of your assessments.
Confidentiality
We will treat anything, including information about your job, workplace, employer, with strict confidence, in accordance with the law. However, you are responsible for ensuring that you do not provide us with anything regarding any third party including your employer, colleagues and others, that they do not consent to the disclosure of. While we may ask you to provide information or details about aspects of your employer and workplace, you are responsible for obtaining necessary consents and ensuring that privacy rights and confidentiality obligations are not breached by you in supplying us with such information.
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Assessment appeals process
If you feel that you have been unfairly treated during your assessment, and you are not happy with your assessment and/or the outcome as a result of that treatment, you have the right to lodge an appeal. You must first discuss the issue with your trainer/assessor. If you would like to proceed further with the request after discussions with your trainer/assessor, you need to lodge your appeal to the course coordinator, in writing, outlining the reason(s) for the appeal. Recognised prior learning
Candidates will be able to have their previous experience or expertise recognised on request.
Special needs
Candidates with special needs should notify their trainer/assessor to request any required adjustments as soon as possible. This will enable the trainer/assessor to address the identified needs
immediately
.
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Assessment requirements
Assessment can either be:
Direct observation
Product-based methods e.g. reports, role plays, work samples
Portfolios – annotated and validated
Questioning.
The assessment activities in this workbook assess aspects of all the elements, performance criteria, skills and knowledge and performance requirements of the unit of competency.
To demonstrate competence in this unit you must undertake all activities (formative and summative) in this workbook and have them deemed satisfactory by the assessor. If you do not answer some questions or perform certain tasks, and therefore you are deemed to be Not Yet Competent, your trainer/assessor may ask you supplementary questions to determine your
competence. Once you have demonstrated the required level of performance, you will be deemed competent in this unit.
Should you still be deemed Not Yet Competent, you will have the opportunity to resubmit your assessments or appeal the result.
As part of the assessment process, all learners must abide by any relevant assessment policies
as provided during induction.
If you feel you are not yet ready to be assessed or that this assessment is unfair, please contact
your assessor to discuss your options. You have the right to formally appeal any outcome and,
if you wish to do so, discuss this with your trainer/assessor.
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Assessment Cover Sheet
Students: Please fill out this cover sheet clearly and accurately for this student workbook. Make sure you have kept a copy of your work.
Student Name:
I Gusti Agung Deni Pramerta Putra Unique Student Identifier (USI):
22200596 Email:
agungdenipramerta3011@gmail.com
Units:
BSBLDR523
Lead and manage effective workplace relationships
Trainer/Assessor Name:
Larry Crouch Due Date:
8/6/2023 Declaration:
I declare that:
These tasks are my own work
None of this work has been completed by any other person
No part of these tasks has been copied from another person’s work, except
where document or work is listed/ referenced.
I understand that if I am found to be in breach of policy, disciplinary action may
be taken against me
Student’s Signature:
I Gusti Agung Deni Pramerta Putra Date of Submission:
8/6/2023 BSBLDR523 Learner Workbook V1.1
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Observation/Demonstration
Throughout this unit, you may be expected to show your competency of the elements through
observations or demonstrations. Your trainer/assessor will have a list of demonstrations you must complete or tasks to be observed. The observations and demonstrations will be completed as well as the activities found in this workbook. Observation and evidence checklists have been included for all performance criteria in the Assessor Workbook, but the assessor only needs to record evidence in this document if they deem it necessary to judge competency for that particular activity. An explanation of observations and demonstrations:
Observation is on-the-job
The observation will usually require:
Performing a work-based skill or task
Interaction with colleagues and/or customers.
Demonstration is off-the-job
A demonstration will require:
Performing a skill or task that is asked of you
Undertaking a simulation exercise.
Your trainer/assessor will inform you of which one of the above they would like you to do. The observation/demonstration will cover one of the unit’s elements.
The observation/demonstration will take place either in the workplace or the training environment, depending on the task to be undertaken and whether it is an observation or demonstration. Your trainer/assessor will ensure you are provided with the correct equipment and/or materials to complete the task. They will also inform you of how long you have to complete the task.
You should be able to demonstrate the skills, knowledge and performance criteria required for competency in this unit, as seen in the Learner Guide.
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Activities
Complete the following activities individually or in a group (as applicable to the specific activity and the assessment environment).
Activity 1A
Objective
To provide you with an opportunity to identify required processes for workplace collaboration according to organisational policies and procedures.
This activity does not require observation. For your work area at your organisation, write down the processes that require workplace collaboration. If this is not possible, refer to Case Study A – Workplace collaboration
; read this and identify the processes that require collaboration.
Based on the information provided in Case Study A –
Workplace collaboration, the processes that require workplace collaboration in the human resources department are:
1. Employee Conflict Management and Disciplinary Procedures:
Collaboration with managers is essential when dealing with employee conflicts and disciplinary procedures. HR needs to work closely with managers to gather information, assess the situation, and make decisions on appropriate actions. Collaborative discussions and agreement between HR and managers are crucial to ensure fair and consistent handling of employee issues.
2. Performance Management:
Collaboration between HR and managers is necessary in the performance management process. HR plays a role in assisting managers with performance appraisals, providing guidance on performance improvement
plans, and facilitating discussions around goal setting and performance feedback. Collaboration ensures that performance standards are communicated effectively, performance issues are addressed, and appropriate actions are taken to support employee development.
3. Training and Professional Development:
Collaboration is required between HR and managers to identify training and professional development needs within the organization. HR works closely with managers to assess skills gaps, determine training priorities, and develop training programs or initiatives. Collaborative discussions help align training efforts with business goals and ensure that the training provided meets the specific needs of employees and the organization.
4. Rehabilitation and Return-to-Work Programs:
Collaboration is essential when managing rehabilitation and return-to-
work programs for employees who have been injured or are on extended leave. HR works in direct liaison with staff, managers, and health BSBLDR523 Learner Workbook V1.1
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professionals to coordinate efforts, provide support, and develop appropriate return-to-work plans. Collaboration ensures that employees receive the necessary support and accommodations, facilitating a successful transition back to work.
5. Well-being Program:
Collaboration is needed to run a well-being program for all staff. HR collaborates with managers and other stakeholders to develop and implement health advice, workshops, and support initiatives. By working together, HR and managers can identify well-being needs, design relevant
programs, and encourage employee engagement in well-being activities.
These processes require active collaboration between HR and managers to ensure effective employee management, development, and support within the organization.
Activity 1B
Objective
To provide you with an opportunity to develop consultation processes for BSBLDR523 Learner Workbook V1.1
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employees to contribute to issues related to their work role.
This activity does not require observation. 1.
For your organisation or an example organisation, outline a simple consultation process that could be used by employees to raise issues about their work role.
Consultation Process for Employees on a Construction Site:
Identification of Concern:
Employees identify and clearly articulate the issue or concern related to their work role.
Appointment Scheduling:
Employees schedule an appointment with the site manager. This can be done through a designated communication channel, such as a scheduling board, email, or a dedicated platform.
Scheduled Meeting:
Employees visit the site manager during appointed times, ensuring minimal disruption to ongoing work. Scheduled times could be at the start
of the workday and early afternoon to accommodate various work schedules.
Discussion with Site Manager:
Employees engage in a spoken conversation with the site manager, providing a clear and concise explanation of the issue. This is an opportunity for the employee to express their concerns, ask questions, and
seek clarification.
Recording of Issue:
The site manager makes a note or records the details of the issue raised by
the employee. This documentation should include a brief description of the problem, the date and time of the discussion, and the names of involved parties.
Referral to Management and Relevant Parties:
The site manager refers the recorded issue to the relevant management personnel and any other necessary parties based on the nature of the problem. This ensures that the concern reaches the appropriate channels for resolution.
Issue Review:
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Management, along with any necessary persons, reviews the raised issue. This may involve discussions, investigations, or assessments to gain a comprehensive understanding of the matter.
Outcome Determination:
An outcome is reached based on the review process. This could involve corrective actions, policy adjustments, or any other measures deemed appropriate.
Communication of Outcome:
The site manager communicates the resolution or outcome to the relevant employees. This communication may include the steps taken, changes implemented, or any additional information to address the raised concern.
Feedback Loop:
Establish a feedback mechanism for employees to provide input on the resolution process. This helps in continuous improvement of the consultation process and fosters a culture of open communication.
.
2.
Adapt this to provide an additional process that is confidential.
Consultation Process with Confidentiality Measures for Employees on a Construction Site:
Identification of Concern:
Employees identify and clearly articulate the issue or concern related to their work role.
Confidential Request:
If an employee wishes to discuss the matter confidentially, they can notify
the site manager in advance. This can be done through a private message, telephone call, or face-to-face request.
Appointment Scheduling for Confidential Meeting:
The site manager, upon receiving a confidential request, schedules a private meeting with the employee. The meeting time and location should
be chosen to ensure maximum confidentiality, such as closing the office door or using a designated private space.
Private Meeting:
In the confidential meeting, the employee discloses the issue to the site BSBLDR523 Learner Workbook V1.1
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manager in a face-to-face conversation. This allows for a secure and private environment where the employee feels comfortable sharing sensitive information.
Recording Confidential Issues:
The site manager makes a note or records the details of the confidential issue raised by the employee. It is essential to handle these records with strict confidentiality, ensuring they are securely stored and accessible only
to authorized personnel.
Referral to Confidential Management:
The site manager refers the confidential issue to a designated confidential management team or personnel. This ensures that only individuals with the appropriate clearance handle sensitive matters.
Confidential Issue Review:
The designated confidential management team, along with any necessary persons, reviews the raised confidential issue. This review process is conducted with a heightened level of discretion and privacy.
Confidential Outcome Determination:
An outcome is determined based on the review of the confidential issue. This may involve confidential corrective actions, policy adjustments, or any other measures deemed appropriate.
Communication of Confidential Outcome:
The site manager communicates the confidential resolution or outcome to the relevant employee. This communication is conducted with sensitivity, ensuring that confidentiality is maintained throughout the process.
Secure Record Management:
Records related to confidential consultations are securely stored in compliance with data privacy laws. This includes measures such as locking physical records or using encrypted digital storage to prevent unauthorized access.
Feedback Loop for Confidential Process:
Establish a confidential feedback mechanism for employees who engaged
in the confidential process. This helps ensure the effectiveness and integrity of the confidential consultation procedure.
t.
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Activity 1C
Objective
To provide you with an opportunity to identify how to develop processes for conflict management.
This activity does not require observation. 1.
When developing a process for conflict management, what five steps to conflict resolution should you incorporate?
1) Se
tting the Scene:
Objective:
Acknowledge the problem and decide on the approach for conflict resolution.
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Key Actions:
Identify and acknowledge that a conflict exists.
Define the scope and nature of the conflict.
Determine an appropriate and constructive approach to resolving the conflict.
problem
2) Gathering Information:
Objective:
Collect relevant information related to the conflict.
Key Actions:
Interview involved parties to understand their perspectives.
Gather any supporting documentation or evidence.
Identify the root causes and contributing factors to the conflict.
3) Agreeing on the Problem:
Objective:
Establish a shared understanding of the core issues causing the
conflict.
Key Actions:
Facilitate a discussion with involved parties to identify common ground.
Encourage active listening to ensure everyone's viewpoint is heard.
Summarize and gain agreement on the specific problems contributing to the conflict.
l
4) Discussing Possible Solutions:
Objective:
Explore and brainstorm potential resolutions collaboratively.
Key Actions:
Facilitate a constructive dialogue to generate a variety of solutions.
Encourage open communication and idea-sharing.
Evaluate the feasibility and potential impact of each proposed solution.
5) Negotiating a Solution:
Objective:
Reach a mutually acceptable resolution.
Key Actions:
Facilitate negotiation discussions with involved parties.
Encourage compromise and flexibility in finding common ground.
Develop a solution that addresses the core issues and is acceptable to all parties involved.
Clearly outline the agreed-upon resolution, including any specific actions or changes.
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2.
Identify three things that will be essential for a conflict management process.
1) Active Listening to Both/All Sides of the Conflict:
Rationale:
Active listening is crucial to understanding the perspectives, concerns, and emotions of all parties involved in the conflict. It fosters an environment where individuals feel heard and acknowledged, which is essential for building empathy and finding common ground.
Key Actions:
Provide a platform for individuals to express their thoughts and feelings.
Demonstrate genuine interest and attention during discussions.
Clarify understanding by paraphrasing and summarizing what has been shared.
2) Impartiality:
Rationale:
Maintaining impartiality ensures a fair and unbiased approach to conflict resolution. It establishes trust among the parties involved and reinforces the idea that the resolution process is objective and just.
Key Actions:
Avoid taking sides or showing favoritism.
Treat each party with equal consideration and respect.
Base decisions on facts and a thorough understanding of the situation.
3) Treating Persons with Respect:
Rationale:
Respecting individuals involved in the conflict contributes to a
positive and collaborative atmosphere. It helps create a sense of psychological safety, encouraging open communication and a willingness to engage in the resolution process.
Key Actions:
Use respectful and non-confrontational language.
Acknowledge the value of diverse perspectives.
Emphasize the importance of maintaining professionalism and courtesy throughout the process.
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3.
Which legislation may you need to refer to when developing a conflict management process?
Fair Work Act 2009 (Cth):
Relevance:
This legislation covers a wide range of employment-related matters, including unfair dismissal, industrial action, and dispute resolution procedures. It establishes the framework for resolving workplace conflicts and grievances.
Fair Work Regulations 2009 (Cth):
Relevance:
The regulations provide additional details and specifications related to the Fair Work Act. They may contain provisions related to dispute resolution processes and procedures.
Work Health and Safety (WHS) Legislation:
Relevance:
Workplace conflicts may sometimes involve health and safety concerns. The WHS legislation, such as the Work Health and Safety Act 2011 (Cth), establishes obligations for ensuring the health and safety of workers, which can be relevant in conflict resolution.
Anti-Discrimination Legislation:
Relevance:
Depending on the nature of the conflict, anti-discrimination legislation at the federal and state levels (e.g., the Age Discrimination Act
2004, Sex Discrimination Act 1984) may be relevant. Resolving conflicts in a way that complies with anti-discrimination laws is crucial.
Privacy Legislation:
Relevance:
When handling confidential information during the conflict management process, privacy legislation, such as the Privacy Act 1988, may be applicable. Ensuring compliance with privacy laws is important for protecting individuals' personal information.
Enterprise Agreement or Employment Contract:
Relevance:
Specific terms and conditions outlined in enterprise agreements or employment contracts may impact the conflict management process. It's essential to align the conflict resolution procedures with any existing contractual agreements.
Industrial Relations Legislation (State/Territory):
Relevance:
In addition to federal laws, state or territory-specific industrial
relations legislation may apply. These laws can vary, and it's important to be aware of any relevant provisions in the jurisdiction where the BSBLDR523 Learner Workbook V1.1
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workplace is located.
Activity 1D
Objective
To provide you with an opportunity to identify how to develop processes for escalated issues or refer to relevant personnel.
This activity does not require observation. 1.
What types of formal processes may you need to include to manage escalated issues?
Formal Conflict Resolution:
Purpose:
This process involves structured steps to address conflicts that have escalated beyond informal resolution methods. It may include designated meetings, documentation, and involvement of higher-level management to ensure a fair and thorough resolution.
Disciplinary Action:
Purpose:
Disciplinary action is a formal process used when an employee's behavior or performance falls below acceptable standards. It involves a systematic approach, including verbal and written warnings, performance improvement plans, and, if necessary, more severe actions such as suspension or termination.
Mediation:
Purpose:
Mediation is a voluntary and confidential process where a neutral third party (mediator) facilitates communication between disputing parties. The goal is to help them reach a mutually acceptable agreement. Mediation is often used when conflicts persist despite attempts at informal resolution.
Conciliation:
Purpose:
Similar to mediation, conciliation involves a neutral third party BSBLDR523 Learner Workbook V1.1
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assisting in resolving a dispute. The conciliator may have a more active role in proposing solutions and encouraging compromise. This process is often used in industrial relations and workplace disputes.
Arbitration:
Purpose:
Arbitration is a more formalized process where an impartial third party (arbitrator) is appointed to make a binding decision on a dispute. The parties present their cases, and the arbitrator's decision is legally enforceable. This is a more structured and legally binding process compared to mediation and conciliation.
Key Considerations When Developing Processes for Escalated Issues:
Clearly Defined Triggers:
Outline specific criteria or events that trigger the initiation of these formal processes. For example, when informal resolution attempts fail or when a breach of conduct reaches a certain severity.
Timelines and Deadlines:
Define realistic timelines for each stage of the process to ensure timely resolution. This helps prevent unnecessary delays and demonstrates a commitment to addressing issues promptly.
Confidentiality:
Emphasize the importance of confidentiality throughout the formal processes to protect the privacy of individuals involved and maintain trust in the resolution process.
Training and Awareness:
Provide training to relevant personnel, including managers and employees, to ensure they understand the formal processes, their roles, and the importance of adhering to established procedures.
Documentation:
Establish clear documentation procedures for each formal process. This includes records of meetings, decisions, and any agreed-upon actions. Proper documentation helps ensure transparency and
accountability.
Appeals Process:
Include provisions for an appeals process if individuals
involved in the formal resolution process disagree with the outcomes. This adds an additional layer of fairness and accountability.
Legal Compliance:
Ensure that the formal processes align with relevant employment laws and regulations to mitigate legal risks.
2.
What steps should you include in disciplinary action?
Verbal Warning:
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Purpose:
A verbal warning is typically the initial step in the disciplinary process and serves as a means of addressing minor issues or misconduct. It allows the supervisor or manager to communicate concerns, expectations, and the potential consequences of continued unacceptable behavior.
Key Actions:
Conduct a private discussion with the employee.
Clearly communicate the specific behavior or performance issue.
Explain the expected standards and the impact of non-compliance.
Document the conversation, including the date, time, and details of the issue discussed.
Written Warning:
Purpose:
If the unacceptable behavior persists or escalates, a written warning is issued. This provides a formal record of the misconduct and emphasizes the need for improvement. It often includes specific details, expectations, and a timeframe for improvement.
Key Actions:
Issue a written document outlining the details of the misconduct.
Clearly state the consequences if the behavior does not improve.
Specify the expected changes in behavior or performance.
Set a reasonable timeframe for improvement.
Communicate the process for appealing or responding to the written warning.
Final Warning:
Purpose:
If there is no improvement after the written warning, a final warning is issued. This serves as a final opportunity for the employee to rectify the situation before more severe consequences, such as demotion or dismissal, are considered.
Key Actions:
Clearly communicate that it is a final warning.
Reiterate the previous concerns and expectations.
Specify the consequences of continued non-compliance.
Clearly outline the corrective actions required.
Set a definitive timeframe for improvement.
Inform the employee of the potential next steps, including demotion or dismissal.
Demotion or Dismissal:
Purpose:
If the employee fails to meet the required standards or continues
to engage in serious misconduct despite previous warnings, demotion or dismissal may be considered. This is the most severe form of disciplinary action and should be approached with careful consideration and adherence to legal requirements.
Key Actions:
Conduct a thorough investigation into the facts of the case.
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Follow any legal and procedural requirements for dismissal.
Communicate the decision in a private meeting.
Provide a clear explanation of the reasons for demotion or dismissal.
Explain any entitlements, severance packages, or next steps.
Document the dismissal process for legal and record-keeping purposes.
r
3.
Identify three requirements for documented processes.
1) Clear Language for Easy Interpretation:
Explanation:
Use language that is straightforward and easily comprehensible to the intended audience. Avoid jargon or technical terms that may confuse readers. The goal is to ensure that anyone reading the document, regardless of their background or expertise, can understand the
information presented.
Key Actions:
Define any industry-specific terms or acronyms.
Use plain language that avoids unnecessary complexity.
Test the document with individuals who represent the intended audience to ensure clarity.
2) Simple, Short Sentences with the Active Verb:
Explanation:
Break down complex information into simple, concise sentences. Utilize active verbs to clearly convey actions and responsibilities. Short sentences improve readability and help readers grasp information more easily.
Key Actions:
Structure sentences with a clear subject, verb, and object.
Avoid passive voice, as it can make sentences less direct and more complex.
Use bullet points or numbered lists to organize information and make it more digestible.
3) Explained Terms:
Explanation:
Clearly explain any terms or concepts that might be unfamiliar to the audience. This ensures that readers have a complete understanding of the information presented and reduces the risk of misinterpretation.
Key Actions:
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Include a glossary or definitions section for specialized terms.
Provide explanations within the document when introducing new terms.
Consider the level of familiarity the audience may have with the subject matter and adjust explanations accordingly.
4.
Give one example of when you might want to refer to another person when developing processes for escalated issues.
Example: When Addressing a Discrimination Complaint:
Scenario:
A situation arises where an employee raises a formal complaint regarding workplace discrimination, and you, as a process developer, want to ensure that the resolution process aligns with anti-discrimination laws and organizational policies.
Reason to Refer:
In this case, you may want to refer to the organization's Equal Employment Opportunity (EEO) Officer or a legal advisor with expertise in employment law. These individuals can provide guidance on ensuring that the resolution process is in compliance with anti-discrimination legislation, internal policies, and best practices for handling such sensitive
issues.
They can also assist in reviewing the process to verify that it is fair, unbiased, and in accordance with legal requirements, reducing the risk of legal implications and fostering a workplace culture that promotes diversity and inclusion.
Referring to the appropriate person in this context ensures that the organization's processes are not only effective in resolving the issue but also legally sound and aligned with principles of equal opportunity and non-discrimination.
.
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Activity 2A
Objective
To provide you with an opportunity to delegate and confirm responsibilities for fulfilling work tasks.
Equipment needed
Access to two peers
Suitable space for a roleplay.
This activity will need to be observed. The assessor has a checklist of criteria they will base your assessment on.
This will be a role play activity. Refer to Case Study B – Task delegation
You are the group leader, delegate two of the task roles to two workers, confirm that both understand their responsibilities. For the purpose of this activity, you should assume that the workers are fully trained to do these roles.
(This can be any two of the four roles given in the case study).
As the group leader, I will delegate the task roles to two workers and confirm their responsibilities:
Person one: Your responsibility will be to process customer orders by recording them on the customer orders system. Once done, you need to notify the person producing the customer sales paperwork that the records
are ready to be accessed. It's important to process orders in batches to ensure they are passed to the warehouse team in a time-efficient manner. This will help streamline the order processing workflow and ensure timely delivery to customers. Do you understand your role and responsibilities?
Person two: Your role will be to produce customer sales invoices, address labels, and other sales paperwork for the warehouse team to prepare the goods for dispatch. You will need to print and collate the necessary paperwork for each order, ensuring that the correct documents are prepared. Once produced, you must pass the paperwork to Person three. Your attention to detail in preparing accurate and complete sales paperwork is crucial for efficient order fulfillment. Do you understand your role and responsibilities?
I will ensure that both workers have a clear understanding of their BSBLDR523 Learner Workbook V1.1
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delegated tasks and responsibilities. I will provide any necessary clarification or answer any questions they may have to ensure that they are fully equipped to perform their roles effectively. Open communication
and ongoing support will be provided to address any challenges or concerns that may arise during the process.
Activity 2B
Objective
To provide you with an opportunity to identify how to collaborate and support team to perform work tasks.
This activity does not require observation. For the following two scenarios, suggest how you could collaborate and support each team to complete their work tasks.
Scenario one
A work team is down two people and additional tasks from each role have to be shared between the remaining members of the team. One worker is new and in training; they cannot be given any extra tasks, but they can be given a little more responsibility in the work they have been trained to do. Another worker is feeling stressed at the additional workload, and morale in the team is generally low.
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Scenario two
A work team is not performing well in its goal for team cohesion. Team members are reluctant to collaborate with each other or keep other team members informed about work progress. They do not have effective communication processes and lack interpersonal skills.
Scenario one:
In this scenario, where the team is understaffed and morale is low, collaboration and support are essential to help the team complete their work tasks. Here's how I would approach it:
1. Assess workload and task allocation: First, I would review the workload and task distribution among the remaining team members. I would ensure that the new worker in training is not overloaded but given more responsibility within their trained tasks. This will provide them with
growth opportunities while considering their current skill level.
2. Offer support and training: For the new worker, I would provide additional support and training to help them gain confidence and proficiency in their assigned tasks. This can include mentorship, guidance, and clear instructions to ensure they feel supported and capable in their role.
3. Employee well-being and stress management: Recognizing that one worker is feeling stressed, it is important to address their concerns. I would have an open conversation to understand their workload and the challenges they are facing. By actively listening and empathizing, I can offer support, reassurance, and explore potential solutions. This may involve redistributing tasks, adjusting deadlines, or temporarily bringing in additional resources to alleviate the workload.
4. Boost morale and teamwork: Low morale can have a significant impact
on productivity and motivation. I would implement strategies to boost team morale, such as recognizing and appreciating their efforts, celebrating small successes, and fostering a positive work environment. Encouraging teamwork, collaboration, and supporting one another can also help in alleviating the burden of increased workload.
Scenario two:
In a team where there is a lack of collaboration and communication, improving team cohesion requires a focused approach. Here's how I would collaborate and support the team:
1. Establish clear communication processes: I would initiate discussions with the team to identify the existing communication gaps and challenges.
Together, we would define and implement clear communication processes
and channels to ensure effective information sharing, regular updates, and
collaboration among team members.
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2. Foster a culture of collaboration: Encouraging collaboration is essential
to improve team cohesion. I would facilitate team-building activities, such as group projects or brainstorming sessions, that promote collaboration and create opportunities for team members to work together.
Emphasizing the importance of collective success and recognizing the value of each team member's contributions can motivate collaboration.
3. Enhance interpersonal skills: If the team members lack interpersonal skills, providing training or workshops on effective communication, active listening, and conflict resolution can be beneficial. By improving interpersonal skills, team members can develop better relationships, resolve conflicts more effectively, and foster a collaborative work environment.
4. Lead by example: As the team leader, I would lead by example and demonstrate effective communication and collaboration. By practicing open communication, active listening, and involving team members in decision-making processes, I can set a positive example for the team and encourage them to follow suit.
Regular monitoring and feedback sessions would also be crucial to assess progress, address any challenges, and provide ongoing support to the team. Collaboration and support should be ongoing efforts to foster a cohesive and high-performing team.
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Activity 2C
Objective
To provide you with an opportunity to know how to identify and address issues in workplace relationships according to processes established.
This activity does not require observation. Refer to Case Study C – Addressing workplace relationship issues
1.
What are the workplace relationship issues?
1. Workplace Relationship Issues:
Team One: Administrative Team
Isolation and Exclusion:
One worker in the administrative team is being left out of task discussions, not given work, and is generally isolated from
the team.
Lack of Communication and Support:
The other team members do not talk to this worker, do not provide team support, and engage in unfair discussions about this individual without just cause.
Discrimination:
The worker believes they are being treated unfairly due to their cultural background, experiencing potential discrimination.
Feeling Pushed Out:
The worker perceives that the team is trying to push them out of their job role.
Team Two: Manufacturing Team
Incomplete Tasks on Night Shift:
The night shift in the manufacturing team does not always complete the right jobs or finish urgent tasks left by
the day shift.
Lack of Coordination:
There is no manager on the night shift to coordinate work, leading to a lack of cohesion and a failure to refer to handover notes left by the day shift.
Disregard for Handover Notes:
The night shift team tends to pick up where they think things were left or starts new jobs without referring to handover notes, causing potential errors or inefficiencies.
.
2.
Make a suggestion as to how you could address each issue, and include any relevant processes that you think necessary.
2. Suggestions to Address the Issues:
Team One:
a) Promote inclusivity and diversity awareness: Conduct diversity and BSBLDR523 Learner Workbook V1.1
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inclusion training for the entire team to raise awareness and understanding of different cultural backgrounds. Emphasize the importance of respect, equal treatment, and collaboration among team members.
b) Foster open communication: Encourage open and honest communication within the team. Facilitate team meetings or discussions where everyone's input is valued and encourage team members to address
any concerns or conflicts directly with each other or through a mediator, if necessary. Promote a supportive and inclusive team culture.
Team Two:
a) Establish clear team responsibilities: Define clear roles and responsibilities for each team member, including specific tasks and objectives to be achieved during their shift. Ensure that everyone understands their responsibilities and the importance of completing the right jobs and urgent tasks.
b) Implement a communication process for handover: Develop a structured communication process for the handover between the day shift and the night shift. This can include a logbook or digital platform where the day shift can provide detailed information about unfinished tasks, priorities, and any challenges. The night shift team should be encouraged to refer to these notes and clarify any uncertainties through direct communication or a designated contact person.
c) Provide training and support for the night shift team: Offer training and
support to the night shift team to enhance their teamwork, coordination, and problem-solving skills. This can include training on effective time management, task prioritization, and collaboration techniques. Encourage them to actively communicate with each other and seek assistance when needed.
In both scenarios, ongoing monitoring and feedback are crucial to ensure the effectiveness of the suggested approaches. Regular check-ins, team evaluations, and open channels of communication will help identify any recurring issues and provide opportunities for further improvements.
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Activity 2D
Objective
To provide you with an opportunity to identify how to monitor and communicate to employees outcomes of conflict management.
This activity does not require observation. 1.
Identify three monitoring activities that you could use to manage conflict resolution.
1) Observing Individuals in the Workplace:
Purpose:
Direct observation allows you to assess the behavior, interactions, and dynamics among individuals involved in the conflict. It provides insight into how well the resolution strategies are being implemented and the overall workplace atmosphere.
Key Actions:
Observe interactions during work tasks or team activities.
Note any changes in behavior, cooperation, or communication.
Identify positive signs of collaboration and signs of ongoing tension or conflict.
2) Scheduled Meetings to Track Progress with Individuals:
Purpose:
Regular meetings provide a structured opportunity to discuss the progress of conflict resolution with individuals. It allows for updates, BSBLDR523 Learner Workbook V1.1
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clarification of expectations, and the identification of any challenges that may arise during the process.
Key Actions:
Schedule regular one-on-one or team meetings to discuss the conflict resolution process.
Review action plans, milestones, and goals established during conflict resolution.
Encourage open communication and address any concerns or setbacks.
3) Informal Chats with Individuals to Ask How Resolution is Progressing:
Purpose:
Informal conversations offer a more relaxed and open setting for individuals to share their feelings and experiences related to the conflict resolution process. It can help uncover insights that may not be readily apparent in more formal settings.
Key Actions:
Engage in casual, one-on-one conversations with individuals involved in the conflict.
Ask open-ended questions about their experiences and perceptions of the resolution process.
Use active listening to understand their concerns, challenges, and progress.
2.
What should your communications of the outcomes to conflict with employees include?
Clear Outcome and Result in Relation to Conflict Resolution:
Provide a concise and unambiguous statement regarding the resolution of the conflict. Clearly communicate the outcome, decisions made, and any actions taken to address the conflict.
Explanations and Supporting Information:
Offer detailed explanations and supporting information as needed. This may include the rationale behind decisions, the factors considered during the resolution process, and any policies or procedures that influenced the outcome.
Answers to Any Questions:
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Be prepared to address questions from the involved parties. Provide thorough and honest answers to inquiries about the conflict resolution or conflict management process. Addressing concerns and questions contributes to transparency and trust.
Information on Next Steps and Future Objectives:
Outline any next steps or future objectives, especially if the resolution involves ongoing actions or changes. This ensures that everyone is aware of the post-resolution plan and their roles moving forward.
Agreements on the Final Resolution or Next Steps:
Summarize and confirm any agreements reached during the conflict resolution process. Clearly articulate the agreed-upon actions, responsibilities, and timelines. This helps prevent misunderstandings and reinforces commitment to the resolution.
Confirmation of Resolution Completion (When Reached):
When the resolution has been fully achieved, provide confirmation to all involved parties. Acknowledge the successful completion of the resolution and express appreciation for the efforts made by all parties.
.
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Activity 3A
Objective
To provide you with an opportunity to identify how to seek feedback on management of workplace relationships from relevant stakeholders.
This activity does not require observation. 1.
Identify one aspect of managing workplace relationships that you would like to improve on. Write down five feedback questions that you could ask in relation to your current performance.
You should also identify the stakeholder(s) that you would ask and make sure the questions are applicable to your association with them.
Aspect to Improve: Active Listening in Workplace Relationships
Feedback Questions:
1. Stakeholder: Team Members
- How would you rate my ability to actively listen to your concerns or ideas during team meetings or discussions?
- Do you feel that I give you my full attention and genuinely consider your perspective when you express your thoughts or opinions?
- Are there any specific instances where you felt I could have improved my active listening skills to better understand your needs or address any challenges you were facing?
2. Stakeholder: Supervisor or Manager
- How would you assess my active listening skills during our one-on-
one meetings or performance discussions?
- Do you feel that I demonstrate effective listening by seeking clarification, asking relevant questions, and providing appropriate feedback?
- Are there any areas in which you think I could enhance my active listening abilities to better understand your expectations or provide better support to the team?
By seeking feedback from team members and supervisors, I can gain insights into my current performance in active listening. Their perspectives will help me identify areas where I can improve and enhance
my skills to foster better workplace relationships.
2.
How would you present this feedback to your stakeholder(s) and why?
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Activity 3B
Objective
To provide you with an opportunity to identify how to evaluate feedback for improvements to leadership style.
This activity does not require observation. Following on from Activity 3A – seek feedback from your stakeholder(s) – if this is not possible, seek feedback from the assessor
on your skills to manage workplace relationships.
Looking at your feedback, assess how you can make improvements to
your management of workplace relationships and leadership style. Write an evaluation of your feedback and evaluation process (approximately one to two A4 sides of paper). If working on separate paper, this should be attached to your workbook.
Note: conclusions to your evaluation will be covered in Activity 3C.
Presenting feedback to stakeholders is an essential part of the feedback process. When presenting feedback on my active listening skills to stakeholders, I would follow these key steps:
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1. Choose the Right Time and Setting: Select a suitable time and private setting to ensure a comfortable and focused environment for the feedback conversation. This helps create a conducive atmosphere for open and honest communication.
2. Be Objective and Specific: Present the feedback in an objective manner, focusing on specific instances or behaviors that demonstrate active listening. Use concrete examples to illustrate the strengths and areas for improvement.
3. Use Constructive Language: Frame the feedback in a constructive and supportive manner, emphasizing the intention to improve and foster positive working relationships. Use language that encourages growth and development rather than pointing out flaws or mistakes.
4. Seek Clarification and Encourage Dialogue: Give the stakeholder an opportunity to share their perspective and thoughts on the feedback. Encourage open dialogue, active listening, and two-way communication. Be receptive to their insights and suggestions.
5. Discuss Actionable Steps: Collaboratively identify specific actions or strategies to enhance active listening skills. Set realistic goals and define a
timeline for improvement. Discuss any support or resources needed to facilitate growth in this area.
6. Follow-Up and Support: Maintain regular communication with stakeholders to monitor progress and provide ongoing support. Offer additional guidance, training, or mentoring if necessary to help strengthen
active listening skills.
By presenting feedback in a respectful, constructive, and collaborative manner, stakeholders are more likely to be receptive to the feedback and actively participate in the improvement process. This approach fosters a positive and open feedback culture within the workplace, promoting continuous growth and development.
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Activity 3C
Objective
To provide you with an opportunity to know how to identify areas of improvement for future workplace relations leadership.
This activity does not require observation. Following on from Activity 3B, write down the conclusions you have identified from your feedback evaluation. Specifically, you should identify where and what you can improve on in future management of workplace relationships.
Feedback Evaluation Conclusions:
Based on the feedback evaluation of my management of workplace relationships, I have identified the following areas where I can improve:
1. Active Listening: The feedback indicates that I need to enhance my active listening skills. There is room for improvement in fully focusing on
the speaker, providing undivided attention, and demonstrating understanding through verbal and non-verbal cues.
2. Empathy and Understanding: The feedback suggests that I can work on
being more empathetic and understanding towards the concerns and perspectives of employees. This includes acknowledging their emotions, validating their experiences, and showing genuine care and support.
3. Conflict Resolution: The feedback highlights a need to enhance my skills in resolving workplace conflicts. This involves implementing effective conflict resolution strategies, facilitating open communication, and promoting a collaborative approach to address and resolve issues.
4. Relationship Building: The feedback indicates that I can improve in BSBLDR523 Learner Workbook V1.1
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building stronger relationships with employees. This includes fostering a positive and inclusive work environment, actively engaging with team members, and nurturing professional connections through effective communication and support.
5. Cultural Sensitivity: The feedback suggests that I can increase my cultural sensitivity and awareness. This involves promoting a diverse and inclusive workplace, understanding different cultural backgrounds and perspectives, and ensuring fair and equitable treatment for all employees.
By acknowledging these areas for improvement, I can focus on developing specific strategies and actions to enhance my management of workplace relationships. This may include seeking additional training or resources, practicing active listening techniques, implementing conflict resolution frameworks, and fostering a culture of inclusivity and respect. Regular self-reflection and feedback from stakeholders will help monitor progress and ensure continuous growth in managing workplace relationships effectively.
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Major Assessments
The major assessments are the major activities designed to assess your skills, knowledge and performance, as required to show competency in this unit. These activities should be completed after finishing the Learner Guide. You should complete these as stated below and as instructed by your trainer/assessor.
Skills, knowledge, and performance may be termed as:
Skills – skill requirements, required skills, essential skills, foundation skills
Knowledge
– knowledge requirements, required knowledge, essential knowledge, knowledge evidence
Performance
– evidence requirements, critical aspects of assessment, performance evidence.
Section A: Skills Activity
The Skills Activity is designed to be a series of demonstrative tasks that should be assessed by observation (by the assessor or third party, depending on the circumstances). In some cases, skills will be demonstrated in writing, where the criteria fits. It will demonstrate all of the skills required for this unit of competency – your assessor will provide further instructions to you, if necessary.
Section B: Knowledge Activity (Q & A)
The Knowledge Activity is designed to be a verbal questionnaire where the assessor asks you a series of questions to confirm your competency for all of the required knowledge in the unit
of competency.
Section C: Performance Activity
The Performance Activity is designed to be a practical activity performed either in the workplace or a simulated environment. You should demonstrate the required practical tasks for the unit of competency and be observed by the assessor and/or third party, as applicable to
the situation. If the third party is required to observe you, you will need to make the required arrangements with them.
If necessary for the activities, you should attach completed written answers, portfolios, or any
evidence of competency to this workbook.
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Section A: Skills Activity
Objective: To provide you with an opportunity to show you have the required skills for this unit.
This activity will enable you to demonstrate the following skills:
Writing:
o
prepares plans and policies incorporating appropriate vocabulary, grammatical structure and conventions
Self-management:
o
adapts personal communication style to model behaviours, build trust and positive
working relationships, and to support others o
takes responsibility for formulating, organising and implementing plans, processes
and strategies that impact the workplace
Initiative and enterprise:
o
follows organisational policies and procedures regarding diversity and ethical conduct
Teamwork:
o
plays a lead role in situations requiring effective collaboration, demonstrating high
level support and facilitation skills and ability to engage and motivate others
o
evaluates outcomes to identify opportunities for improvement
Planning and organising:
o
systematically gathers and analyses all relevant information and evaluates options to inform decisions about organisational strategies.
Answer the activity in as much detail as possible.
Equipment needed:
Legislation, regulations, standards and codes relevant to workplace relationships
Relevant workplace documentation and resources.
This activity will need to be observed. The assessor has a checklist of criteria they will base your assessment on.
1.
Skill demonstration, Performance Activity question one:
In your communication and consultation to delegate tasks and task responsibilities to the work team, demonstrate your ability to adapt your communication style in order to enable positive communications with the team. You should seek to establish a working relationship by building trust
and rapport with the team, providing support during discussions to delegate tasks and responsibilities, and helping to overcome difficulties. You should model good behaviours to facilitate their participation.
As well as demonstrating self-management in communications, you should also take the lead to organise work tasks with the team as required in organisational plans. You may need to decide and use strategies that help you to communicate and lead the team effectively in work processes.
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In your team interactions, you should also follow organisational diversity and ethical conduct policies and procedures with all team members. You should be aware of each person’s differences and ensure they are included and supported to take on their tasks and responsibilities.
As the project manager, it is crucial to adapt my communication style to enable positive communications with the work team, build trust and rapport, provide support, and model good behaviors. Here's an example of how I would approach the task delegation and communication process:
Team Meeting:
Project Manager (PM): Good morning, team! Thank you all for joining this meeting. Today, we'll discuss task delegation and responsibilities for the upcoming project. Let's begin by establishing a positive and collaborative environment. I want everyone to feel comfortable sharing their thoughts and concerns. We value each team member's input and contribution. Building Trust and Rapport:
PM: Before we dive into the tasks, I want to emphasize that this is a safe space for open communication. Your opinions and ideas matter. Let's take a moment to introduce ourselves and share a bit about our experiences and strengths. This will help us understand each other better and build trust within the team.
Supporting Task Delegation:
PM: Now, let's move on to task delegation. Based on everyone's skills and expertise, we'll assign responsibilities that align with each individual's strengths. Remember, this is a collaborative effort, and we're here to support each other. If you have any concerns or difficulties with a particular task, feel free to discuss it openly, and we'll find a solution together.
Overcoming Difficulties:
PM: We understand that challenges may arise during the project. If any obstacles or difficulties come up, don't hesitate to reach out for assistance. We're a team, and we'll work through it together. We can schedule regular check-ins to ensure progress and provide any necessary guidance or resources.
Modeling Good Behaviors:
PM: As the project manager, I will lead by example and maintain open lines of communication. I encourage everyone to ask questions, share ideas, and offer suggestions. We value diversity, so let's be respectful of each other's perspectives and differences. Remember, our success as a team relies on effective collaboration and mutual support.
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Organizing Work Tasks:
PM: Moving forward, I will take the lead in organizing work tasks according to
the organizational plans. I will consider individual preferences, strengths, and workloads to ensure a fair distribution of responsibilities. We'll establish clear timelines and milestones to keep everyone on track.
Ethical Conduct and Inclusion:
PM: Finally, I want to emphasize the importance of upholding our organization's diversity and ethical conduct policies. Each team member deserves equal opportunities and respect. Let's ensure that everyone feels included and supported in taking on their tasks and responsibilities.
By adapting my communication style, fostering a positive team environment, supporting task delegation, and following ethical guidelines, I aim to establish effective team interactions and facilitate successful project outcomes.
2.
Skill demonstration, Performance Activity question two:
During conflict management, you must prepare two plans with each party to outline the conflict resolution process (including the identified goals). This will require you to demonstrate your writing skills by following organisational documentation guidelines. This will include how you structure and lay out the plans, as well as your use of vocabulary and grammar. You should ensure your plans are professional in style and presentation, with accurate spelling, grammar and meaning.
The plans must be constructed with the input of the relevant parties, and you will need to work collaboratively as a team to determine how each conflict resolution should be planned. This must include providing support
to help each person reach a suitable outcome, and will require you to engage them in communications in your role to lead and manage conflict resolution. You must gather and analyse the information relating to each situation, and working with the parties, decide how to reach a resolution. This should involve determining appropriate strategies that meet organisational and employee needs.
Attach a printed copy of your completed plans to your workbook.
Conflict Resolution Plan - Party A
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Objective: To address and resolve the conflict between Party A and Party B in a
constructive and mutually beneficial manner.
1. Define the Issue:
Clearly articulate the specific issue or disagreement that has caused the conflict, ensuring both parties have a shared understanding of the problem.
2. Identify Interests and Needs:
Engage in open communication with Party A to understand their interests, concerns, and needs related to the conflict. Encourage them to express their perspectives and emotions openly.
3. Explore Possible Solutions:
Collaboratively brainstorm potential solutions that could address the interests and needs of both parties. Encourage Party A to propose their ideas and actively
listen to their suggestions.
4. Evaluate Solutions:
Assess each proposed solution based on its feasibility, impact, and alignment with organizational and employee needs. Discuss the potential outcomes and consequences of each option.
5. Select a Resolution:
Facilitate a discussion with Party A to help them evaluate the available options and make an informed decision. Provide guidance and support in considering the long-term implications of their chosen resolution.
6. Develop an Action Plan:
Work together with Party A to outline the necessary steps and actions required
to implement the chosen resolution. Establish clear timelines, responsibilities, and checkpoints to track progress.
7. Monitor and Review:
Regularly check in with Party A to assess the effectiveness of the resolution. Provide ongoing support and address any emerging issues or concerns promptly. Adjust the action plan if necessary.
Conflict Resolution Plan - Party B
Objective: To address and resolve the conflict between Party B and Party A in a
constructive and mutually beneficial manner.
1. Define the Issue:
Clearly articulate the specific issue or disagreement that has caused the conflict, ensuring both parties have a shared understanding of the problem.
2. Identify Interests and Needs:
Engage in open communication with Party B to understand their interests, concerns, and needs related to the conflict. Encourage them to express their perspectives and emotions openly.
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3. Explore Possible Solutions:
Collaboratively brainstorm potential solutions that could address the interests and needs of both parties. Encourage Party B to propose their ideas and actively
listen to their suggestions.
4. Evaluate Solutions:
Assess each proposed solution based on its feasibility, impact, and alignment with organizational and employee needs. Discuss the potential outcomes and consequences of each option.
5. Select a Resolution:
Facilitate a discussion with Party B to help them evaluate the available options and make an informed decision. Provide guidance and support in considering the long-term implications of their chosen resolution.
6. Develop an Action Plan:
Work together with Party B to outline the necessary steps and actions required to implement the chosen resolution. Establish clear timelines, responsibilities, and checkpoints to track progress.
7. Monitor and Review:
Regularly check in with Party B to assess the effectiveness of the resolution. Provide ongoing support and address any emerging issues or concerns promptly. Adjust the action plan if necessary.
Note: The conflict resolution plans should be customized based on the specific details of the conflict and the needs of the involved parties. The provided outline serves as a general framework for structuring the plans and facilitating the resolution process.
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Section B: Knowledge Activity (Q & A)
Objective: To provide you with an opportunity to show you have the required knowledge for this unit.
The answers to the following questions will enable you to demonstrate your knowledge of:
Systems, policies and procedures that can support the development of effective work relationships
Key aspects of work relationships, including:
o
interpersonal styles
o
communications
o
consultation
o
cultural and social sensitivity
o
networking o
conflict resolution
Legislation relevant to managing effective workplace relationships
Organisational policies and procedures relevant to workplace relationships
Methods to develop processes for:
o
consultation with employees
o
conflict management o
task issue management.
Answer each question in as much detail as possible.
1.
Identify and explain one system of work that supports workplace relationships.
One system of work that supports workplace relationships is a formal performance management system. This system establishes clear expectations, provides regular feedback, and offers opportunities for growth and development. It promotes open and constructive communication between managers and employees, fostering a positive working relationship. Through performance reviews, goal setting, and coaching sessions, employees can receive guidance, recognition, and support, leading to improved job satisfaction
and stronger relationships within the workplace.
.
2.
How do employment policies and procedures encourage effective work relationships?
Employment policies and procedures encourage effective work relationships BSBLDR523 Learner Workbook V1.1
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by setting clear guidelines and expectations for behavior and interactions in the workplace. They provide a framework for fair treatment, equal opportunities, and respectful conduct among employees. When policies and procedures promote inclusivity, diversity, and non-discrimination, they create a supportive and inclusive environment where all employees feel valued and respected. Additionally, policies and procedures addressing conflict resolution, grievance procedures, and communication channels help address issues promptly and fairly, fostering trust and maintaining positive work relationships.
3.
Explain how interpersonal styles can impact work relationships. Give two separate examples of this.
Interpersonal styles can significantly impact work relationships. Here are two examples:
a) Communication Style: The way individuals communicate can influence work relationships. An open and transparent communication style, where individuals actively listen, express themselves clearly, and show empathy, can enhance understanding, collaboration, and trust among team members. On the other hand, a communication style characterized by aggression, defensiveness, or passive-aggressiveness can lead to misunderstandings, conflicts, and strained
relationships.
b) Leadership Style: The leadership style employed by a supervisor or manager can have a profound effect on work relationships. A supportive and participative leadership style, where leaders involve employees in decision-
making, provide guidance, and recognize their contributions, can foster a positive work environment and strong relationships. Conversely, an autocratic or micromanaging leadership style may create a sense of distrust, hinder collaboration, and undermine morale within the team.
In both examples, the interpersonal styles demonstrated by individuals can either promote healthy work relationships or hinder them, ultimately affecting team dynamics, productivity, and employee satisfaction 4.
What value do work communications have on workplace relationships? (Identify five benefits).
1. Work communications have several benefits on workplace relationships:
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a) Clear Understanding: Effective communication ensures that employees have a clear understanding of their roles, responsibilities, and expectations, reducing misunderstandings and conflicts.
b) Trust Building: Open and transparent communication fosters trust among team members, as it promotes honesty, reliability, and accountability in interactions.
c) Collaboration and Teamwork: Good communication enables effective collaboration and teamwork by facilitating the sharing of ideas, knowledge, and
feedback. It encourages open dialogue, active listening, and constructive discussions, leading to better problem-solving and innovation.
d) Conflict Resolution: Communication plays a crucial role in resolving conflicts and addressing issues in the workplace. It allows individuals to express their concerns, listen to others' perspectives, and work towards finding mutually agreeable solutions.
e) Employee Engagement: Regular and meaningful communication keeps employees informed about organizational updates, goals, and progress. It helps create a sense of belonging, involvement, and engagement, leading to increased
job satisfaction and stronger workplace relationships.
.
5.
What is the purpose of a consultation process, and how does this help workplace relationships?
2. The purpose of a consultation process is to involve employees in decision-making, problem-solving, and policy development. It helps create a sense of ownership, empowerment, and inclusivity among employees, leading to stronger workplace relationships. The consultation process enables organizations to tap into the knowledge, skills, and diverse perspectives of their workforce, fostering a collaborative and supportive work environment. By seeking input and feedback from employees, the organization demonstrates respect for their opinions and fosters a culture of open communication and trust. This involvement in decision-making and problem-
solving enhances employee engagement, job satisfaction, and commitment, contributing to positive workplace relationships.
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6.
How can you improve workplace relationships by having cultural and social sensitivity policies and procedures?
3. Cultural and social sensitivity policies and procedures can significantly improve workplace relationships by promoting inclusivity, respect, and understanding. They help create a work environment where individuals from diverse backgrounds feel valued and respected. Here's how these policies and procedures can improve workplace relationships:
a) Awareness and Respect: Cultural and social sensitivity policies raise awareness about different cultures, customs, and social norms. This knowledge fosters respect and appreciation for diversity, reducing biases and stereotypes that can strain workplace relationships.
b) Effective Communication: Cultural and social sensitivity policies encourage clear and respectful communication, emphasizing the importance of active listening, empathy, and adapting communication styles to accommodate different cultural backgrounds. This helps bridge communication gaps, avoids misunderstandings, and strengthens relationships.
c) Inclusive Practices: Policies and procedures promote inclusive practices such as equal opportunities, non-discrimination, and fair treatment. By ensuring
that everyone is treated fairly and respectfully, regardless of their cultural or social background, these policies contribute to a harmonious and inclusive work environment.
d) Conflict Resolution: Cultural and social sensitivity policies provide guidelines for addressing conflicts that may arise due to cultural differences. They emphasize the importance of empathy, understanding, and seeking resolution through open dialogue and mediation, helping to preserve and repair workplace relationships.
e) Collaboration and Teamwork: Cultural and social sensitivity policies foster
a sense of belonging and team cohesion by encouraging collaboration and teamwork across diverse groups. They create opportunities for employees to learn from each other, share perspectives, and leverage their unique strengths, fostering stronger relationships and a more inclusive work culture
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7.
What does networking do for workplace relationships?
1. Networking in the workplace plays a significant role in building and nurturing workplace relationships. Here's what networking does for workplace relationships:
a) Expanded Professional Connections: Networking allows individuals to connect with colleagues, peers, and professionals both within and outside their immediate work team. By expanding their network, employees can build relationships that go beyond their immediate work responsibilities, fostering collaboration, knowledge sharing, and support.
b) Increased Collaboration and Teamwork: Networking provides opportunities for individuals to collaborate with colleagues from different departments, teams, or even organizations. Building relationships through networking enhances cross-functional collaboration, facilitates the exchange of ideas and expertise, and promotes teamwork, leading to improved workplace relationships.
c) Career Development and Learning: Through networking, employees can gain access to mentors, role models, and industry experts who can offer guidance, advice, and support in their career development. Building relationships with these professionals can provide learning opportunities, open doors to new possibilities, and enhance professional growth.
d) Support and Mentoring: Networking enables individuals to establish relationships with peers and mentors who can provide support, guidance, and feedback. These relationships create a support system within the workplace, where individuals can seek advice, discuss challenges, and receive encouragement, strengthening workplace relationships.
e) Increased Visibility and Opportunities: Networking helps individuals become more visible within their organization and industry. By developing relationships with key stakeholders and decision-makers, employees increase their chances of being considered for new opportunities, projects, promotions, and career advancements, which can positively impact their workplace relationships.
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8.
Why is it important to have conflict resolution processes?
2. Conflict resolution processes are essential for maintaining a healthy work environment and strong workplace relationships. Here's why they are important:
a) Resolution of Disputes: Conflict is a natural part of any workplace, and if left unresolved, it can escalate and negatively impact productivity, teamwork, and employee morale. Conflict resolution processes provide a structured approach to address conflicts, allowing parties involved to find mutually agreeable solutions and restore positive working relationships.
b) Improved Communication: Conflict resolution processes encourage open and constructive communication between conflicting parties. They provide a platform for individuals to express their concerns, share perspectives, and actively listen to each other. Effective communication helps in understanding different viewpoints, finding common ground, and rebuilding trust, leading to stronger workplace relationships.
c) Reduced Workplace Stress: Unresolved conflicts can create a stressful work environment for individuals involved and others around them. Conflict resolution processes help alleviate this stress by addressing conflicts in a timely
and fair manner, promoting a supportive and harmonious work environment.
d) Enhanced Problem-Solving Skills: Engaging in conflict resolution processes allows individuals to develop and refine their problem-solving skills. By actively participating in discussions, exploring alternative solutions, and reaching mutually beneficial outcomes, employees can enhance their ability to handle conflicts effectively, contributing to better workplace relationships.
e) Positive Organizational Culture: Conflict resolution processes demonstrate an organization's commitment to fostering a positive and inclusive work culture. When employees see that conflicts are addressed promptly and fairly, it
builds trust, promotes a sense of fairness, and encourages a collaborative approach to resolving differences, contributing to stronger workplace relationships.
9.
What is the main legislation that seeks to manage workplace relationships?
3. The main legislation that seeks to manage workplace relationships varies depending on the country and jurisdiction. However, one prominent legislation in many countries is:
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a) Employment Relations Act (ERA): This legislation governs the employment relationship, collective bargaining, and dispute resolution processes in many countries, such as New Zealand. It sets out the rights and obligations of employers and employees, addresses matters related to employment agreements, minimum employment standards, and mechanisms for resolving employment disputes.
4. The national employment standards can vary depending on the country. Here
are three examples:
a) Fair Work Act 2009 (Australia): The National Employment Standards (NES) in Australia include various provisions, such as maximum weekly hours of work,
10.
Give three national employment standards.
1. Three examples of national employment standards are:
a) Fair Workweek Standards: These standards define the maximum weekly working hours, breaks, rest periods, and overtime entitlements for employees.
b) Minimum Wage Standards: National employment standards often include regulations on the minimum wage that employers must pay to their employees, ensuring fair compensation for work.
c) Leave Entitlements: These standards establish provisions for various types of leave, such as annual leave, sick leave, parental leave, and public holiday entitlements, ensuring employees have the right to take time off work under certain circumstances.
.
11.
Identify two different anti-discrimination laws and what these seek to achieve.
. Two examples of anti-discrimination laws and their objectives are:
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a) The Civil Rights Act of 1964 (United States): This legislation seeks to prohibit discrimination on the basis of race, color, religion, sex, or national origin. Its objective is to promote equal opportunities and fair treatment in employment, education, and public accommodations.
b) The Equality Act 2010 (United Kingdom): This law aims to protect individuals from discrimination based on protected characteristics, including age, disability, gender reassignment, marriage and civil partnership, pregnancy and maternity, race, religion or belief, sex, and sexual orientation. It seeks to eliminate discrimination, advance equality of opportunity, and foster good relations between different groups.
12.
Identify three areas relating to workplace relationships that an organisation will develop policies and procedures for.
3. Three areas relating to workplace relationships for which an organization will develop policies and procedures are:
a) Equal Employment Opportunity: Organizations establish policies and procedures to promote equal opportunity and prevent discrimination in all aspects of employment, including recruitment, hiring, promotion, training, and decision-making processes.
b) Harassment and Bullying: Policies and procedures are developed to address and prevent harassment and bullying in the workplace. These policies define unacceptable behavior, provide guidelines for reporting incidents, and outline disciplinary actions for offenders.
c) Conflict Resolution: Organizations establish policies and procedures to effectively manage conflicts that may arise among employees. These policies provide steps for addressing conflicts, promote open communication, and outline the roles and responsibilities of employees and management in resolving disputes
13.
What should you do when developing consultation processes with employees?
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1. When developing consultation processes with employees, you should:
a) Seek input and involvement: Involve employees in the development of consultation processes by seeking their feedback, ideas, and suggestions. This helps to ensure that the process is inclusive and representative of the employees' perspectives.
b) Provide clear objectives and guidelines: Clearly communicate the purpose and objectives of the consultation process to employees. Establish guidelines and expectations regarding their participation, confidentiality, and the decision-
making process.
.
14.
Identify two things that you should do when developing conflict management processes.
2. When developing conflict management processes, you should:
a) Establish clear procedures: Define step-by-step procedures for handling conflicts, including how conflicts should be reported, who should be involved, and the timeline for resolution. Clear processes help ensure consistency and fairness in addressing conflicts.
b) Encourage open communication and active listening: Emphasize the importance of open and respectful communication when dealing with conflicts. Encourage active listening and provide training or resources to help employees develop effective communication and conflict resolution skills.
15.
What should you remember to do when developing a task issue management process? BSBLDR523 Learner Workbook V1.1
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. When developing a task issue management process, you should remember to:
a) Clearly define roles and responsibilities: Clearly outline the roles and responsibilities of team members involved in the task issue management process. This helps to ensure that everyone understands their role in identifying,
escalating, and resolving task issues.
b) Establish effective communication channels: Set up channels for effective communication related to task issues, such as regular team meetings, designated email threads, or project management tools. Ensure that team members know how and where to report task issues and how they will be addressed
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Section C: Performance Activity
Objective: To provide you with an opportunity to demonstrate the required performance elements for this unit.
This activity will enable you to demonstrate the following performance evidence:
Implement processes to manage ideas and information on at least two occasions, including: o
communicating information to support others to achieve work responsibilities
o
facilitating employees’ contributions to consultation on work issues
o
providing feedback on the outcomes of consultations o
resolving issues raised or referring to relevant personnel
Develop and implement processes and systems to manage difficulties on at least two occasions, including:
o
identifying and resolving conflicts and other difficulties according to organisational policies and procedures
o
planning how to address difficulties
o
providing guidance, counselling and support to assist co-workers in resolving their
work difficulties.
Answer the activity in as much detail as possible.
Equipment needed:
Legislation, regulations, standards and codes relevant to workplace relationships
Relevant workplace documentation and resources.
This activity will need to be observed. The assessor has a checklist of criteria they will base your assessment on.
1.
As a real or simulated workplace activity, you must demonstrate effective workplace
relationships in the following management tasks.
On two occasions, for two different work needs, you must lead your work team to perform their work tasks. This will involve explaining work and consulting with the team to discuss any relevant ideas and to clarify and confirm these requirements.
You must develop and implement consultation processes, as relevant to each situation, and you should determine these processes prior to both interactions (for example, a team meeting, informal discussions or a team brainstorming session).
In both situations, you must:
Follow employment law and organisational policies and procedures for conducting work collaboration processes
Communicate information clearly to explain and delegate tasks and responsibilities
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Communicate to support workers to achieve tasks and responsibilities
Provide workers with opportunities to contribute to consultations
Ensure that workers are able to raise any issues related to their work roles
Seek ways to work collaboratively to manage and overcome work issues
Refer to their manager for further guidance if work issues cannot be overcome
Confirm tasks and task responsibilities with the team.
You should then evaluate how well the consultations and collaborations went, identifying any parts that could have been improved upon by you. You should also seek feedback from your manager on your performance and include this in your evaluation. Document your findings and how you could improve upon your leadership in a feedback report, making sure this meets organisational documentation guidelines. (This should be approximately two to four A4 sides of paper).
Attach a copy of your feedback report to your workbook.
Feedback Report: Workplace Relationships and Leadership
Date: [Date]
To: [Manager's Name]
From: [Your Name]
Subject: Feedback Report - Workplace Relationships and Leadership
Introduction:
This feedback report aims to evaluate my performance in leading work teams, developing consultation processes, and promoting effective workplace relationships. It outlines the situations where I led the team, the consultation processes implemented, and the outcomes of the collaborations. Additionally, it
includes an evaluation of my performance and areas for improvement based on feedback received.
1. Situation 1: [Describe the first situation where you led the team and implemented a consultation process]
Consultation Process:
- Prior to the interaction, I planned a team meeting to discuss the work needs and seek input from the team members.
- During the meeting, I clearly explained the tasks and responsibilities, allowing the team members to ask questions and share their ideas.
- I actively listened to their input and incorporated their suggestions into the work plan.
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- I encouraged open communication and created a supportive environment for the team members to express any concerns or issues related to their work roles.
- I referred to you, as the manager, for further guidance when faced with complex work issues.
Evaluation:
- The consultation process was effective in fostering collaboration and promoting a sense of ownership among team members.
- The team members actively participated and provided valuable input, resulting in improved task execution and problem-solving.
- The clear communication and support provided enabled the team to achieve their tasks and responsibilities efficiently.
- Feedback from team members indicated satisfaction with the collaboration and appreciation for being involved in the decision-making process.
Areas for Improvement:
- Although the consultation process was generally successful, I could have allocated more time for individual team members to contribute their ideas and suggestions.
- In future situations, I will ensure that all team members have equal opportunities to participate and share their perspectives.
2. Situation 2: [Describe the second situation where you led the team and implemented a consultation process]
Consultation Process:
- For this situation, I organized an informal brainstorming session to discuss the
work needs and gather the team's ideas and insights.
- I encouraged active participation and created a non-judgmental environment where everyone felt comfortable sharing their thoughts.
- During the session, I provided clear explanations and delegated tasks and responsibilities based on each team member's strengths and capabilities.
- I allowed for open discussions to address any concerns or issues raised by the team members.
- In case of unresolved work issues, I sought guidance from you as the manager
to ensure proper resolution.
Evaluation:
- The consultation process facilitated effective collaboration and teamwork among the members.
- By encouraging open discussions, we were able to identify innovative solutions and assign tasks according to individual skills and preferences.
- The team members appreciated the opportunity to contribute their ideas, which enhanced their engagement and commitment to the work tasks.
- Feedback from the team indicated a positive experience, highlighting improved communication and increased motivation.
Areas for Improvement:
- In retrospect, I realize that I could have provided clearer guidelines and expectations regarding the timeline for task completion.
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- In future situations, I will ensure that the team members have a clear understanding of the deadlines and expectations associated with their assigned tasks.
Overall Self-Evaluation and Feedback:
Based on the feedback received from the team members, the collaborations were successful in promoting effective workplace relationships and achieving the desired outcomes. However, there are areas for improvement that I have identified. I acknowledge the importance of further enhancing my leadership skills and refining the consultation processes to ensure optimal results.
Feedback from Manager:
[Include feedback received from your manager regarding your performance, strengths, and areas for improvement.]
Conclusion:
In conclusion, the consultations and collaborations with the work teams were generally successful, leading to improved work outcomes and strengthened workplace relationships. I have identified specific areas for improvement and will incorporate these learnings into my future
2.
As a real or simulated workplace activity, you must demonstrate effective workplace relationships in the following management tasks.
On two occasions, for two different workplace difficulties, you must develop and implement conflict management processes according to workplace systems. You must follow organisational policies and procedures, and employment law to develop and implement these processes. If needed, you should refer to your manager or the relevant person to obtain their guidance. This should include the development of processes for escalated issues.
You must then seek resolution of both issues/conflicts using the appropriate process; you should:
Identify the issue with the relevant persons involved
Follow a conflict resolution process to discuss and reach a mutually agreeable outcome
Form plans with the relevant persons to address and resolve the issues
Provide support and guidance to assist workers when resolving their work difficulties
Provide basic counselling to assist workers in the resolution of their work difficulties
Monitor the outcomes of conflict resolution according to the BSBLDR523 Learner Workbook V1.1
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plans made and to keep these on track
Communicate the outcome of conflict resolution to the persons involved.
Conflict Management Processes:
Issue/Conflict 1:
Description of the Issue: [Provide a brief description of the first workplace difficulty]
Conflict Resolution Process:
1. Identify the Issue: Meet with the relevant persons involved to understand their perspectives and concerns regarding the issue.
2. Discuss and Reach Agreement: Facilitate a constructive discussion where all parties can express their views and actively listen to each other. Encourage open communication and seek common ground or mutually agreeable solutions.
3. Develop a Resolution Plan: Collaborate with the involved parties to develop a plan outlining specific steps and actions to address and resolve the issue. Ensure that the plan is fair, practical, and aligned with organizational policies and procedures.
4. Provide Support and Guidance: Offer support to the individuals involved by providing guidance, resources, or necessary training to help them navigate and resolve the issue effectively.
5. Basic Counselling: If needed, provide basic counselling to assist the individuals in managing their emotions and facilitating constructive dialogue throughout the resolution process.
6. Monitor Progress: Regularly monitor the implementation of the resolution plan to ensure that actions are being taken as agreed upon. Address any obstacles or challenges that may arise and provide additional support as required.
7. Communicate the Outcome: Once the issue has been successfully resolved, communicate the outcome to all parties involved, ensuring clear and transparent communication. Acknowledge the efforts made by individuals and express appreciation for their contributions to reaching a resolution.
Issue/Conflict 2:
Description of the Issue: [Provide a brief description of the second workplace difficulty]
Conflict Resolution Process:
1. Identify the Issue: Meet with the relevant persons involved to understand their perspectives and concerns related to the issue.
2. Facilitate a Resolution Discussion: Create a safe and respectful environment where all parties can openly discuss their views and concerns. Encourage active
listening and promote empathy and understanding among the individuals involved.
3. Collaboratively Develop a Resolution Plan: Engage in a collaborative process to develop a resolution plan that addresses the underlying causes of the BSBLDR523 Learner Workbook V1.1
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conflict and outlines specific actions to be taken. Ensure that the plan is realistic, fair, and in line with organizational policies.
4. Provide Support and Guidance: Offer guidance and support to help individuals navigate the resolution process. Provide necessary resources, training, or mediation if required.
5. Monitor Progress: Regularly check the progress of the resolution plan, ensuring that agreed-upon actions are being implemented. Provide additional support or interventions as needed to keep the process on track.
6. Communicate the Outcome: Once the issue has been resolved, communicate the outcome to all parties involved. Emphasize the importance of collaboration and highlight the positive impact of their efforts in resolving the conflict. Encourage ongoing dialogue and cooperation to maintain a harmonious work environment.
Note: In both situations, it is important to follow organizational policies and procedures and seek guidance from the manager or relevant personnel as needed to ensure compliance and consistency in conflict management processes.
Please note that this response is a simulated workplace activity and should not be considered as legal or professional advice. The specific conflict management
processes may vary depending on the organization and the nature of the issues/conflicts at hand.
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Case Studies
Case Study A – Workplace collaboration
The human resources department of a new organisation is establishing various work processes; among them are processes for workplace collaboration with employees and managers. The following information has been gathered:
The human resources department maintains employee records and payroll; they also perform other administrative tasks as part of their role to manage staff resourcing. Direct work with personnel requires collaboration with managers in employee conflict management and disciplinary procedures with employees. They must also participate in performance management and assist in organising and facilitating training and professional development.
The department manages rehabilitation and return-to-work programs in direct liaison with staff, management and any relevant health professionals. They also run a well-being program for all staff to access; this includes health advice, workshops, and support.
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Case Study B – Task delegation
An organisation that sells goods must arrange distribution from its warehouse. These task roles must be delegated and confirmed:
Person one – they must process customer orders by recording these on the customer orders system; once done, they must then notify the person producing the customer sales paperwork that the records are ready to be accessed. Orders must be processed in batches to ensure they are passed to the warehouse team in a time-efficient manner
Person two – they must produce customer sales invoices, address labels and other sales paperwork for the warehouse team to prepare the goods for dispatch. These must
be printed and collated, so each order has the correct paperwork prepared. Once produced, they must pass the paperwork to ‘Person three’
Person three – they must distribute the sales paperwork to the warehouse pickers. Once done, they need to coordinate goods retrieval to the ‘outbound goods’ area, making sure the dispatch workers are aware of the orders being sent. They must notify
‘Person one’ when warehouse pickers will require further sales paperwork
Person four – they must update customer records to show when goods have been sent;
as goods are prepared, one part of the sales invoice is kept and passed on to ‘Person four’ for this purpose. They must record the order number, time of sending and expected delivery date on each customer’s record. The paperwork is then filed in a ‘goods sent’ folder.
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Case Study C – Addressing workplace relationship issues
An organisation is experiencing workplace relationship issues. Two work teams are having issues for very different reasons. Team one
An administrative team has started to underperform. One worker is being left out of task discussions, and as a consequence, is not being given work. The other team members do not talk to this worker or give them team support; they often talk about this worker unfairly without just cause because this person comes from a different cultural background. The worker feels that the team is trying to push them out of their job role.
Team two
The manufacturing team works on a 24-hour basis. The day shift works well, but the night shift does not always complete the right jobs or finish urgent tasks that are left from the day shift. The day shift has a manager that works effectively to coordinate work; at the end of the day, they leave handover notes for the night shift team. There is no manager at night, and the team does not work cohesively or refer to the handover notes; they tend to pick up where they
think things were left or just start new jobs.
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