|This assessment task requires the student to review job descriptions, personal development policies and procedures and the annual strategic human resources plan.
|· Access to textbooks/other learning materials
· Computer with Microsoft Office and internet access
|· Your assessor will advise you of the due date of this assessment via Canvas.
|· This completed workbook
|For your performance to be deemed satisfactory in this assessment task, you must satisfactorily address all the assessment criteria. If part of this task is not satisfactorily completed, you will be asked to complete further assessment to demonstrate competence.
|You will be provided feedback on your performance by the Assessor. The feedback will indicate if you have satisfactorily addressed the requirements of each part of this task.
If any parts of the task are not satisfactorily completed, the assessor will explain why, and provide you written feedback along with guidance on what you must undertake to demonstrate satisfactory performance. Re-assessment attempt(s) will be arranged at a later time and date.
You have the right to appeal the outcome of assessment decisions if you feel that you have been dealt with unfairly or have other appropriate grounds for an appeal.
You are encouraged to consult with the assessor prior to attempting this task if you do not understand any part of this task or if you have any learning issues or needs that may hinder you when attempting any part of the assessment.
|Assessment Cover Sheet
|I declare that:
· I have read and understood all the information provided in relation to the assessment requirements to complete this unit, the instructions and the purpose and processes of undertaking this assessment task
· This assessment is my own work and where other’s works or ideas have been used, I have appropriately referenced or acknowledged them
· I understand that plagiarism is a serious offence that may lead to disciplinary action.
Task 2A – Skills Activity
Research three (3) different tools, techniques or systems for identifying an individual’s emotional strengths and weaknesses.
- Write a paragraph on each giving a brief history and background on the system and make a recommendation on which one of the three would be best to use with the personnel at your work and why. If you are not currently working, you can base it on a company you used to work at or a well-known company you would like to work at in the future.
|Woolworths limited; the company was established in 1924. On September 22. With its initial store in Sydney imperial arcade. The company’s main motive is to attract customers based on the low prize which could be considered by a lot of customers on the basis of the needs of their product. The company is a chain of supermarkets and grocery stores which is been handled by the owner of Woolworths.
1. they can see a large number of stores should contain a lot of staff for better improvement based on the number of customers.
2. Improvement of the product as a large number of customer chains are there so no quality loss should be done there as the customers should not face any issues.
3. As they have seen customers, have a lot of issues regarding products so we need to set up a proper staff who can handle the quarries. Who have a good patience level so the management based on the quarries be resolved and particularly no miss behaviour towards the customers might happens .
With the observation choose the 3rd recommendation because this is really very essential to look after the customers, and satisfy them. Because if they ignore the customers while we archive the success then no permanent success will be there for their business.
Apply one of the emotional intelligence tools you have researched in Q1 to yourself, then write a self-reflection on the emotional strengths and weaknesses the tool reveals to you. Ensure that your self-reflection covers three (3) strengths and three (3) weaknesses and includes anecdotal examples of your behaviours and the underlying emotional strengths and/or weaknesses.
| Based on the research done earlier. We can underline the strengths or weaknesses which can be seen here. If I’m the person who is the senior of the staff who has to resolve the customer’s quarry then I can say these are the things I need to see I’m good at or what are my weaknesses.
The strengths which can be counted on this basis are
1. Staying calm.
2. Presence of mind to tackle a person in anger.
3. Not letting myself lose control over bad talks in conflict.
Weaknesses which can be underlined are.
1. Not being able to speak in the same way talking the customer uses.
2. Even with no mistakes sometimes it’s hard to explain to a customer.
3. Lot of times the customer uses bad words or even tries to beat us.
Based on this we can see this example where all these weaknesses and strengths can be seen as if a person comes back to the store in anger due to the bad quality of the company’s product, having patience in front them is the main motive of any manager. I personally will not be angry at any talk whatever the customer tries to say to me. I will only try to convince him on the basis of the mistake we had on our side and compensate him so no relationship will be affected by this.
Task 2B – Case Study
Australian Hardware (a simulated business) is a large and expanding hardware and homewares retailer with approximately 140 stores located across Australia. In its vision statement, Australian Hardware states that it intends to ‘lead the hardware and home-improvement market in Australia within five years’.
Australian Hardware encourages managers to take a flexible approach to meeting performance targets and to set goals in close collaboration with employees. To implement strategic directions and advance Australian Hardware’s values, managers are expected to lead employees by, first of all, modelling positive behaviours and attributes – those they expect their employees to emulate and embody in turn.
You are the new General Operations Manager of the Wollongong store and you are ready for a challenge. You are directly responsible for managing general sales and checkout staff, administration staff and a human resources officer. You report to the Store Manager, who is responsible for all areas of store responsibility (Timber, Plumbing & Electrical, Gardens and Homewares departments and general operations).
Your Store Manager has had a stressful month. It is the end of the financial year and sales revenue in the Timber and Plumbing & Electrical departments is down on targets, almost certainly due to increased competition from smaller competitors for trade contractors’ business.
Just this week, the Store Manager held a meeting in which she yelled at all the department managers and told you and them to work out a way to improve revenue. Obviously, the outburst did not make much sense as the department managers, in such a large business, do not have the capability to raise much revenue directly. This is because marketing and distribution innovations that could have an effect are mainly a head office responsibility.
The Wollongong store’s inability to counter the threat from smaller, more nimble trade suppliers has been the main reason for the revenue deficit. Naturally, the atmosphere around the store and in the management, team is subdued, and a few managers have discussed leaving the organisation; other managers have responded by pushing unreasonable sales demands onto their sales staff.
You are now feeling pressure to do something: to act contrary to budget planning and cut costs or to increase pressure on others to offset poor performance in other areas. In your opinion, this leadership behaviour was disrespectful to all the managers, created unnecessary concern about job security and undermined trust.
There has been a clearly negative flow-on effect down through the store, which is now affecting people at a lower level. You are justifiably angry at the manager’s behaviour and blame her for making a bad situation worse with poor leadership and poor emotional awareness.
Review the scenario above and answer the following questions:
- Describe what you think is the best way to respond to the Store Manager’s behaviour. Describe how you would model positive leadership behaviour.
|The behaviour of the store manager is very disrespectful towards all the managers in the organization. They have created the unrequired anxiety around job safety and trust which is undermined. There is a visible and clear flow-on effect down which is negative and now it is affecting the people at a very low level. It is just defensibly annoyed at all the directors’ behaviours and they responsibility her for production this kind of evil and worst condition along with the deprived leadership and poor expressive consciousness(Stellner, 2021).
Describe the principles of emotional intelligence that the Store Manager did not demonstrate.
|Emotional intelligence is the behaviour which qualities by executing by the person which is for the demonstrating person’s emotions and help to understand other emotions intelligence too which the store manager does not demonstrate she has very bad and deprived emotional consciousness which is approximately the feeling of the additional manager and for the minor level of staff. Another principle of emotional intelligence is that if they do not demonstrate a relationship which is based on leadership practices. Also, she does not affect any generous of emotional intelligence which is related to the features of the store manager’s behaviour(Mayer, et al., 2016).
Describe how the Store Manager should have acted and communicated.
|The store manager should suggest the facility for incentives for growing and attaining the sales goals. It is the delivery of targeted motivations to the managers who can gain inspiration for growing the efforts. In another way, she must have to track the active communication and also, she must track the two-way communication process while doing the meeting with the employees and also share opportunities to all the staff to share their valued ideas for cumulative sales of the organization(Loveday, 2021).
Describe the kinds of emotions the Store behaviour may have triggered in the parties involved in that meeting and how her reaction may impact performance in the workplace.
|It is a clear negative bow-on effect with the depressed finished the store which is now persons are affecting at the low-level. It is justifiable annoyed at the manager’s behaviour and to guilt her for making the poor environment and bad emotional awareness.
Managers panicked can make a cut with the strategic aims.
Angry, stressed managers and employees can leave the company because of all these issues.
An employee has come to you with an issue involving a co-worker. In general, the sales team is a cohesive team, but now a relatively new member of the team is rubbing people the wrong way.
She never participates in drinks or other social occasions outside work. She never involves herself in normal, day-to-day conversations about family, popular movies or culture.
The team is beginning to form the opinion that she is too aloof and doesn’t like the other team members and is quite upset about it. On the sales team, it’s really important to be able to feel a connection with other team members.
You happen to know that the sales staff member in question is a valuable staff member with good customer skills and product knowledge; however, as a foreign-born, conservative, religious woman, she is having trouble relating to the other team members.
Many team-bonding opportunities involve activities that she cannot participate in, such as out-of-hours parties, alcohol or confusing cultural references. She would like to be accepted as a member of the team, but when all avenues to team-bonding are closed off, she feels stigmatised and perceived by others as an unfriendly person.
- Provide at least two examples of possible misinterpretations of expressions or behaviour that may arise in the context of a diverse, multi-cultural workforce. How would you approach this situation?
|There are some of the cultural differences that can create an issue in the organization like these are like religion, education, generations, cultural behaviour, and ineffective communication these are some common misinterpretations of expressions in the workplace and they can be reduced by the provide them effective training, trained them and understand them about the importance of effective communication and importance of worker effective participation in the organization.
Laughing on a person who is not being serious when in some cultural meaning the embarkment.
Do not shake hands to shoe friendliness.
Not to make eye contact to show goodwill and concern (Bititci, et al., 2016).
- Describe how you would explain to the employee who complained about this worker’s behaviour, how cultural expressions may be misinterpreted – and have been in this case.
|The manager has to stereotype or over-generalising and make assumptions about shared cultural experiences which may not exist. Interpreting to other actions by own personal rulebook. First of all, used to listen to what he is saying in an effective way and also asked questions and say thanks for he is coming without any hesitation then the manager has to do the investigation in a calm way then encourage confidentiality and arrange a meeting to solve the dispute and problem and identify the best result(Lorié, et al., 2017).
- Discuss how the team can raise their awareness of cultural expression and promote effective communication to avoid misunderstandings to resolve the differences.
|It is important to promote effective communication and avoid misunderstandings which are I order to solve the differences and disputes which is occurring. In this way, the top-level management and management of the organization are needed to take active participation in an effective communication process for the reason and purpose of integrating the cultural workforce diversification workforce to a significant level (Crawford, et al., 2017).
- Research and create a plan of at least three (3) actions for identifying and responding appropriately to a range of cultural expressions of emotions.
|Effective training process
|Business developer manager
|Consultation and counselling program(Garnett, 2021).
Bititci, U., Cocca, P., & Ates, A. (2016). Impact of visual performance management systems on the performance management practices of organisations. International Journal of Production Research, 54(6), 1571-1593
Crawford, T., Candlin, S., & Roger, P. (2017). New perspectives on understanding cultural diversity in nurse–patient communication. Collegian, 24(1), 63-69.
Garnett, S. T. (2021). The Action Plan for Australian Birds 2020. CSIRO publishing.
Lorié, Á., Reinero, D. A., Phillips, M., Zhang, L., & Riess, H. (2017). Culture and nonverbal expressions of empathy in clinical settings: A systematic review. Patient education and counseling, 100(3), 411-424.
Loveday, V. (2021). ‘Under attack’: Responsibility, crisis and survival anxiety amongst manager-academics in UK universities. The Sociological Review, 69(5), 903-919.
Mayer, J. D., Caruso, D. R., & Salovey, P. (2016). The ability model of emotional intelligence: Principles and updates. Emotion review, 8(4), 290-300.
Stellner, B. (2021). Effects of Fatherhood on Leadership Behaviour of Managers. International Journal of Organizational Leadership, 10(4), 367-384.