respond to scenario-based questions

Performance objective
You will demonstrate the skills and knowledge required to establish systems to develop
trust and confidence and manage the development and maintenance of networks and
relationships.
Assessment description
For this assessment task, you will read and respond to a scenario by answering a set of
written questions.
Procedure
1. Read the scenario in Appendix 1. Pay particular attention to diversity and
networking issues and information about your role as Brisbane Branch Manager.
2. Review the JKL Industries simulated business documentation, including policies
and procedures.
3. Read the questions in Appendix 2 related to the scenario.
4. Create a document with written answers to the questions.
5. Submit a print or electronic version of your document containing answers to the
questions in accordance with the specifications set out below.

Specifications
You must submit:
● a print or electronic document containing answers to the case-study-based
questions.
Your assessor will be looking for evidence of your ability to:
● apply policies to ensure that the organisation’s cultural diversity and ethical values
are adhered to
● provide leadership through your own behaviour, including:
○ professional conduct that promotes trust with internal and external contacts
○ adjusting your own interpersonal communication style to meet the
organisation’s cultural diversity and ethical environment
● plan for and manage the use of networks to support identifiable outcomes for the
team and the organisation
● explain how systems, policies and procedures can support the development of
effective work relationships, focusing on interpersonal styles, cultural and social
sensitivity and networking.
● explain the relevance of legislation for managing effective workplace relationships
● interact with others through adapting your personal communication style to build
trust and positive working relationships, and to support others’ adjustments in
practice and culture
● get the work done through:
○ taking personal responsibility for planning networking activities for yourself
and others, taking into account capabilities, efficiencies and effectiveness
○ developing plans for networking activities with strategic importance.
Adjustment for distance-based learners
● No changes to the assessment procedure or specification are required.
● Documentation may be submitted electronically.
● A follow-up interview may be required (at the discretion of the assessor)

Appendix 1: Scenario – JKL Industries
JKL Industries overview
JKL Industries is an Australian-owned company, selling forklifts, small trucks and spare
parts to industry. They also have a division that leases forklifts and small trucks.
The company’s head office is in Sydney and has branches in Brisbane, Melbourne, Perth,
Adelaide and Canberra.
Change
After 12 years in business, focusing on forklifts and small trucks, JKL Industries has
negotiated the sales rights to a range of medium and large trucks from an overseas
supplier. This opportunity will provide JKL Industries with an advantage in range over its
competitors.
Sales results over the past five years have indicated strong growth in forklift and truck
sales, which have averaged 10% sales growth per annum. The rental market has been in
decline for the past three years due to the reduced costs of these vehicles and some
taxation benefits to industries who purchase these vehicles.
Taking the sales rights opportunity will, however, entail some significant changes,
including significant changes to the current organisational structure. The company will
reposition itself to focus solely on retail sales and service and exit the rentals market, in
which forces such as competition and consumer choice reduce potential profitability.
In accordance with the organisation’s values, JKL Industries intends (to the extent
feasible) to recruit from within the company and up-skill or re-skill existing employees
presently working in rentals who wish to remain with the company.
Given the company’s previous history of employee grievances over pay and conditions
and current plans to restructure, JKL Industries has identified poor communications and
an organisational climate of conflict as a risk to business goals.
Moving forward, the organisation intends to build and maintain a positive organisational
culture, reduce risk and achieve organisational goals through:
● developing an effective policy framework for managing internal communications
and consultation, in accordance with organisational objectives, business ethics,
and compliance requirements
● communicating and building support for organisational initiatives and objectives
● managing information flow to:
○ provide managers and employees with at-hand information to perform their
work responsibilities
○ communicate ideas for improvement (top-down and bottom-up)
○ facilitate feedback both to and from employees and management on relevant
work performance and outcomes of consultation

Diversity issues
An internal management review of the organisation has uncovered the following issues:
● Poor leadership on the part of managers and low accountability and sense of
personal responsibility for results on the part of both managers and employees.
● A lack of interpersonal skills, cultural sensitivity and emotional intelligence among
managers and employees.
● A lack of trust.
● A lack of awareness of relevant policy and legislative requirements for diversity and
business ethics.
● A culture of chronic conflict, characterised by:
○ resistance to change
○ hostility
○ passive aggression
○ avoidance of conflict, while leaving issues unresolved
○ issues that are apparently resolved and agreed flaring up repeatedly.
Networking issues
As a manager, you have noted:
● A lack of awareness of internal and external networking opportunities.
● A lack of understanding of the purpose/s of networking and its relation to
individual, team and organisation-wide goals.
● A lack of understanding of how to take advantage of networking opportunities
through use of interpersonal skills and emotional intelligence.
● No internal communities or social platforms through which functional or crossfunctional teams can discuss professional issues, and share insights and
perspectives.
Brisbane Branch Manager
You are the new manager of the Brisbane branch. Over the last two weeks you have
familiarised yourself with the organisational environment and the characteristics and
needs of your team.
You have read the consultant’s report on proposed communication and consultation
strategies and are 100 per cent behind the approach. The strategy will need to be applied
to supporting diversity and facilitating better networking.
The JKL Industries Brisbane Branch Manager reports to the Operations General Manager.

Appendix 2: Questions
For the following scenario-based questions, put yourself in the position of the new
Brisbane Branch Manager and answer the questions accordingly.
Question 1:
An employee has complained to you that some members of your team have not made
any effort to accommodate non-Christians in this year’s Christmas celebrations. The
employee feels excluded and disappointed that an opportunity to bring the team
together has instead divided the team along religious lines.
How would you address the employee’s complaint?
In your written response to the above question:
● Describe at least two pieces of JKL Industries’ policy or procedure that conflict with
the team’s behaviour towards the employee.
● Identify the relevance of one piece of relevant legislation.
● Describe how policies and processes can help to promote cultural diversity, ethical
values and relationship-building.
● Describe any changes or additions you would make to JKL Industries’ policies,
processes or communications to further promote cultural diversity and ethical
values.
● Describe how you would approach the team and any suggestion you would make to
resolve the issue fairly and consistent with organisational policy.
Question 2:
To respond to the issue described in question one, you have decided to meet with the
team to directly address the behaviour.
How would you prepare for and approach this meeting?
In your written response to the above question:
● Describe what potential problems you anticipate from the team.
● Describe how you would confront the team with their unacceptable behaviour, while
maintaining trust and avoiding the impression of taking sides.
● Describe your standard or default communication style. What communication style
would you consider adopting for this scenario?
● Describe a previous situation in which you adapted your communication style to
meet the needs of others in the workplace or achieve a work goal

Question 3:
As a manager new to the Brisbane area, you feel that you need to develop contacts
with people internal to the organisation, such as managers, and external people, such
as suppliers, business networks, managers’ networks and mentors.
How would you approach networking to achieve goals?
In your written response to the above question:
● Describe how networking with internal and external people could help you build
positive relationships to achieve organisational and professional goals. What
networking or networks would you suggest?
● Describe a situation in which you joined a network to achieve an organisational or
professional development goal. Describe the network. How did you build stronger
relationships within the network? What was the result of the networking for you and
your organisation?
Question 4:
Your sales team is relatively new and inexperienced. You feel that they would benefit
from networking. Sam and Alex need to build relationships with customers, suppliers
and fellow salespeople to achieve personal development and organisational goals.
● Sam: Has issues with internal and external suppliers who consistently miss
delivery dates and won’t cooperate in keeping costs down for customers.
Consequently, he has issues with his own customers; he feels suppliers don’t
understand his needs as a client. Sam finds conflict really hard and avoids
getting angry, hoping the problem will resolve itself. Sam feels he would benefit
from hearing how others negotiate terms with suppliers. Right now, however, he
has very little respect for them as they’ve let him down.
● Alex: Has issues with customers who obviously don’t understand a good deal
when they see it. He’s also tired of chasing ‘deadbeats’ for settling accounts on
credit. Alex would like to know how others deal with such ‘fools’ and still maintain
a sense of self-respect.
How would you lead Sam and Alex to realise their professional goals and related
organisational goals over the next three months?
Using the template provided in Appendix 3:
1. Prepare a plan to develop and maintain internal and external relationships,
including a schedule for the next three months.
2. Include at least two activities for each salesperson.
3. Provide a rationale for each activity.