SlideShare a Scribd company logo

In this assignment we will take a look at a given project scen.docx

•Download as DOCX, PDF•
•
J
jaggernaoma

The document provides guidance for frontline managers on communicating work responsibilities to employees. It stresses the importance of ensuring communication strategies and processes are in place. Frontline managers are responsible for communicating information to their team members regarding work responsibilities, organizational requirements, and new ideas and information relevant to employees. Effective managers gather information, analyze and share it, communicate for specific audiences, and support and motivate colleagues.

Education
1 of 173
In this assignment we will take a look at a given project scenario, conduct a risk assessment on the architecture, and propose three security technologies that can help mitigate the identified risks. ! Scenario: The International Travel Agency (ITA) is a multinational corporation that provides packaged travel services for small to medium enterprises (SMEs) around the world. Boasting thousands of customers and hundreds of employees, the ITA is planning on expanding their network to better fit their information technology needs. Primarily, they are looking to develop an IT solution that allows multiple Travel Data Providers (regional offices) to connect to their centralized IT resources. The International Travel Agency has contracted your team to set up its core network and Travel Data Provider (TDP) network and assess security risks related to the new network deployment. For this project, assume the network has already been deployed, as per the image above. Working together as a team, the ITA would like you to leverage your expert knowledge to identify potential security pitfalls in the current network design and
propose technologies that can help mitigate any identified security risks. For your assignment, you should complete a 20-minute presentation outlining your answers to the following: 1. Conduct a risk assessment on the above network deployment and identify 3 possible weaknesses that could allow a malicious attacker to subvert the confidentiality, integrity, or availability of the ITA’s network resources or data. Name and describe the risk, identify what part of the network it would target, and identify how such a breach would negatively impact the ITA. If you make any assumptions about the network, be sure to state them in your answers. (30 Points) 2. Name and describe one technology that could be used to reduce each of the risks you identified above (one technology per risk). Briefly discuss when and where the technology is commonly used and where it could be placed in the ITA network to effectively mitigate the risk you identified. (30 Points) In addition to identifying specific security pitfalls in their current design, the client would like you to create a package of materials that can be distributed to employees as part of the ITA’s ongoing security awareness training plan. These materials can be in any form (videos, posters, informative email communications, etc.) and should touch on three common security issues encountered by employees with a limited IT background.
(5 points each, 15 points total.) Evaluation of these materials will be directly tied to their perceived effectiveness in an enterprise environment! Lead and manage effective Workplace relationships BSBLDR502 V2016.4 2016 Learner Workbook Student Name: Student ID: BSBLDR502 Lead and manage effective workplace relationships This unit describes the skills and knowledge required to lead and manage effective workplace relationships.
Performance criteria ELEMENT PERFORMANCE CRITERIA 1. Manage ideas and information 1.1. Ensure strategies and processes are in place to communicate information associated with the achievement of work responsibilities to all co-worker 1.2. Develop and/or implement consultation processes to ensure that employees have the opportunity to contribute to issues related to their work roles 1.3. Facilitate feedback to employees on outcomes of the consultation process 1.4 Develop and/or implement process to ensure that issues raised are resolved promptly or referred to relevant personnel 2. Establish systems to
develop trust and confidence 2.1. Establish and/or implement policies to ensure that the organisation’s cultural diversity and ethical values are adhered to 2.2. Gain and maintain the trust and confidence of colleagues and external contacts through professional conduct 2.3. Adjust own interpersonal communication styles to meet the organisation’s cultural diversity and ethical environment and guide and support the work team in their personal adjustment process 3. Manage the development and maintenance of networks and relationships 3.1. Use network to build workplace relationships providing identifiable outcomes for the team and the organisation 3.2.Conduct ongoing planning to ensure that effective internal
and external workplace relationships are developed and maintained 4. Manage difficulties to achieve positive outcomes 4.1 Develop and/or implement strategies to ensure that difficulties in workplace relationships are identified and resolved 4.2 Establish processes and systems to ensure that conflict is indentified and managed constructively in accordance with the organisation’s policies and procedures 4.3 Provide guidance, counselling and support to assist co- workers in 2 ELEMENT PERFORMANCE CRITERIA resolving their work difficulties 4.4 Develop and implement an action plan to address any
identified difficulties Table of Contents Chapter 1 – Manage ideas and information ........................................................................................... 7 1.1. Ensure strategies and processes are in place to communicate information associated with the achievement of work responsibilities to all co-workers ............................................................... 7 Frontline Managers ............................................................................................... .......................... 8 Work Responsibilities ............................................................................................... ....................... 9 Roles of Individuals and Teams ............................................................................................... ........ 9 Team leader, Team members ............................................................................................... ........ 10 Ideas and information ............................................................................................... .................... 10 Collect and analyse ideas and information ................................................................................... 11
Sources of internal and external information ............................................................................... 13 Internal ............................................................................................... ........................................... 13 External ............................................................................................... .......................................... 14 Confidential Ideas and Information ........................................................................................... ... 14 Changes to legislation and developments .................................................................................... 14 Important Legislation ............................................................................................... ..................... 15 Strategies for Communication ............................................................................................... ....... 15 Identifying your audience and purpose ........................................................................................ 16 Effective written communication ............................................................................................... .. 18 Effective verbal communication ............................................................................................... .... 19
Issue instructions ............................................................................................... ........................... 20 Chapter 2 – Manage ideas and information ......................................................................................... 22 1.2 Develop and/or implement consultation processes to ensure that employees have the opportunity to contribute to issues related to their work role ........................................................ 22 Establish a communication framework ........................................................................................ 22 Features of communication framework ....................................................................................... 23 Develop and implement consultation processes .......................................................................... 23 Consultation processes ............................................................................................... .................. 23 Encourage employee contributions .............................................................................................. 23 Provide opportunities for planning, decision-making and action................................................. 24 Types of forums providing team input ......................................................................................... 24
1.3 Facilitate feedback to employees on outcome of consultation processes ................................. 24 3 Informal and ongoing feedback ............................................................................................... ..... 25 Formal feedback ............................................................................................... ............................ 25 Chapter 3 – Manage ideas and information ......................................................................................... 29 1.4. Develop and/or implement processes to ensure that issues raised are resolved promptly or referred to relevant personnel. ............................................................................................... ......... 29 Identifying problems ............................................................................................... ...................... 29 Solve problems ............................................................................................... ............................... 30 Problem-solving solutions for managers ...................................................................................... 30
Dedicated planning sessions ............................................................................................... .......... 31 Involve key personnel or external experts .................................................................................... 31 Informal meeting ............................................................................................... ........................... 32 Conduct Surveys ............................................................................................... ............................. 33 Chapter 4 – Establish systems to develop trust and confidence .......................................................... 35 2.1. Establish and/or implement policies to ensure that the organisation’s cultural diversity and ethical values and adhered to ............................................................................................... ............ 35 Cultural and social diversity ............................................................................................... ........... 35 Organisational policies and procedures ........................................................................................ 36 Social Standards ............................................................................................... ............................. 37 Ethical standards
............................................................................................... ............................ 37 Business standards ............................................................................................... ......................... 38 Adhere to relevant legislation requirements ................................................................................ 39 Work-life balance and family-friendly policies ............................................................................. 40 2.2 Gain and maintain the trust and confidence of colleagues and external contacts through professional conduct ............................................................................................... .......................... 40 Identify colleagues and external contacts .................................................................................... 41 Treat people with integrity and respect ....................................................................................... 41 Show empathy ............................................................................................... ............................... 42 Avoid behaviors that destroy trust ............................................................................................... 42 Aim for high professional standards ............................................................................................. 42
Build the talent and confidence of other ...................................................................................... 43 Support your team ............................................................................................... ......................... 43 Motivate others ............................................................................................... ............................. 44 Alleviate organisational stress ............................................................................................... ....... 44 Encourage open communication ............................................................................................... ... 44 Chapter 5 – Establish systems to develop trust and confidence .......................................................... 48 2.3. Adjust own interpersonal communication styles to meet the organisation’s cultural diversity and ethical environment and guide and support the work team in their personal adjustment process ............................................................................................... ............................................... 48 4
Organisational structure ............................................................................................... ................ 48 Achieve an optimum environment ..................................................................................... .......... 48 Communicate within a diverse workforce .................................................................................... 49 Language differences .......................................................................................... ..... ..................... 49 Disability and special needs ............................................................................................... ........... 50 Tips for communicating with people with disabilities .................................................................. 51 Use non-discriminatory language ............................................................................................... .. 51 Emphasise cultural factors when recruiting ................................................................................. 51 Interpersonal Styles ............................................................................................... ....................... 52 Coaching and mentoring your team ............................................................................................. 53
Chapter 6 – Manage the development and maintenance of networks and relationships ................... 55 3.1. Use networks to build workplace relationships providing identifiable outcomes for the team and the organisation. ............................................................................................... ......................... 55 The purpose of networking ............................................................................................... ............ 55 Use networks to benefit the organization .................................................................................... 56 Benefits to individuals and building relationships through networks .......................................... 57 Develop a list of contacts ............................................................................................... ............... 57 Tips for expanding your contact circle .......................................................................................... 58 Networking strategies ............................................................................................... .................... 58 3.2 Conduct ongoing planning to ensure that effective internal and external workplace relationships are developed and maintained ................................................................................... 59
Make the most of your network ............................................................................................... .... 59 Represent your network ............................................................................................... ................ 60 Always follow up ............................................................................................... ............................ 60 Share information about networking ........................................................................................... 60 Chapter 7 – Manage difficulties to achieve positive outcome ............................................................. 62 4.1. Develop and/or implement strategies to ensures that difficulties in workplace relationships are identified and resolved ............................................................................................... ................ 62 Difficulties within the workplace ............................................................................................... ... 62 Manage workplace difficulties ............................................................................................... ....... 63 Speak with relevant people ............................................................................................... ........... 64
4.2. Establish processes and systems to ensure that conflict is identified and managed constructively in accordance with the organisation’s policies and procedures ............................... 64 Follow policies and procedures ............................................................................................... ..... 64 Be objective and constructive ............................................................................................... ........ 65 Defuse the situation ............................................................................................... ....................... 65 Dispute resolution processes ............................................................................................... ......... 66 Chapter 8 – Manage difficulties to achieve positive outcomes ............................................................ 68 5 4.3. Provide guidance, counselling and support to assist co- workers in resolving their work difficulties ............................................................................................... ........................................... 68
Frontline managers responsibilities .............................................................................................. 69 Guide your team ............................................................................................... ............................ 69 Counsel your team ............................................................................................... ......................... 69 Support your team ............................................................................................... ......................... 70 4.4. Develop and implement an action plan to address any identified difficulties .......................... 70 Develop an action plan ............................................................................................... .................. 70 Review and implement workplace outcomes ............................................................................... 71 Summary ............................................................................................... ................................................ 73 References ............................................................................................... ............................................. 73
6 Chapter 1 – Manage ideas and information 1.1. Ensure strategies and processes are in place to communicate information associated with the achievement of work responsibilities to all co-workers Collins Australian dictionary defines communication as “The activity of process of giving information to other people or to other living thing”
*Taken directly from Collins Cobuild university international language data 1988 – ESSENTIAL DICTIONARY* Communication has many different forms for example verbal and written communication, internal and external communication and there are many different types of people of multiple levels within our organisation who we need to communicate with and who need to communicate with us. Whilst external communication is usually done by managers at a higher level all employees internally communicate with one another. Communication used in a positive way can help to empower your brand, increase customer satisfaction, increase customer retention rates and increase staff productivity. If your organisation communicates both internally and externally in the correct way the results will be measurable with an increase in both productivity and profitability across your organisation. Successful communication within your organisation means that: • Employees understand the audience and stakeholder they are communicating to, they have an understanding of the objectives of the business and the outcome of those objectives and they are able to work towards improving further employee engagement. • Employees can refer to a communication strategy which helps with business strategy and provides a solid structure and skills for all employees within the organisation
• Employees at higher levels are equipment with the correct leadership and management tools to help shape a positive behaviour and attitude in all employees as well as a self motivation to reach business goals through positive business results • Communicate in a way which educates and inspires all employees to deliver on organisational goals • Measure internal communication effectiveness Element of competency: 1.1. Ensure strategies and processes are in place to communicate information associated with the achievement of work responsibilities to all co-workers 7 Frontline Managers All managers play an important part in an organisation communication structure, frontline managers primarily are responsible for communicating information to there team members relating to work responsibilities. For a manager they are constantly communicating with their team in regards or all
different types of organisational issues, organisational responsibilities of their team, requirements and standards of the organisation, values, policies and procedures as well as new ideas and information which may be relevant to all team members. Frontline managers need to posses certain skills and abilities to be able to: • Gather and organise information from reliable and appropriate sources • Work with their team to analyse and share information • Use information and communicate ideas for specific audiences • Be continuously supportive and motivate other colleagues To be a successful frontline manager you must display a combination of interpersonal, conceptual, practical and technical skills. Like with most roles you take on in life the key to success in this is communication. As a frontline manager one of your main responsibilities are to lead your team as they work towards achieving work goals and responsibilities. A description of the organisations expectations, behaviours and performance requirements are written into the contract for a frontline manager. Irrespective of the job title it is expected that a frontline manager will be able to display leadership, management and motivational skills for themselves and their team. Holding the position of frontline manager means that you are representing the organisation their values and standards, as a role model to your staff your behaviours are constantly being looked at by
your employees, it is your responsibility to provide and role model guidance, support and training for all members of your team. Effective managers, frontline managers and team leaders are able to: • Assist team members in achieving their goals • Have open communication, be honest and share information with team members • Make decisions to benefit the team • Demonstrate to the team they need to take responsibility for their actions • Demonstrate active listening and continual learning from other team member • Show a personal interest in team members both professionally and personally • Have an understanding of the goals and objectives team members want to achieve • Display the ability to motivate, mentor and coach team members as well as develop a solid working relationship with them build on trust • Help to develop team values, standards and protocol 8 Work Responsibilities Each individual working within an organisation is given a role
in which they are employed to carry out, these roles and responsibilities change for each individual based on the type of organisation you are working for, the environment within your organisation and the industry in which you work. Each member within an organisation needs to be aware of there role , and the responsibility which comes with that role. Whether you are working as a team or as an individual there will be common responsibilities which will be share amongst a number of people within the organisation, these responsibilities when achieved contribute to the overall success of an organizations goals and objectives. All company activities whether they are individual, team or organizational division need to contribute to the overall goals of the entire organisation. When you are employed you are given an individual job description which outlines your responsibilities within an organisation, however both individual and shared responsibilities should be discussed in a team environment so that everyone is aware of there own responsibilities and the responsibilities of the team. Roles of Individuals and Teams A job role normally is based around an individuals skill base and subject knowledge. An individuals role within a team environment is determined by there existing position within an organisation or summed up by there job description. Your role within a team can be very different from your regular job function.
As you go from working as an individual to working as part of a team there may be some confusion from other individuals either within the company or within the team or both about your new role and responsibilities of that role. Depending on the organisation and there stance of team work there may be less emphasis on team skills if an organisation is less team focused. When a team environment is being established within an organisation typically you will have a team leader and then individuals who make up the team. Each person within the team including the team leader will have considerably different roles, responsibilities and practical involvement. In each different working environment the team leader and team member will have a different role to play. 9 Team leader, Team members Building Site Operating Theatre Team Leader Foreman
Team members and their different roles Bricklayer, electricians, labourers, carpenters, plumbers Team Leader Chief Surgeon Team members and their different roles Anesthetist, theatre nurse, technicians, assistant surgeons Warehouse Bank Branch Team Leader Supervisor Team member and their different roles Forklift driver, pickers, packers, order checkers Team Leader Branch Manager Team member and their different roles Tellers, supervisor, loan staff, back office staff *Taken from Aspire Version 1.2, page 4, Aspire Training and Consulting*
Ideas and information All teams require a certain level of information to maximize their ability to achieve work goals and objectives of both the team and organisation, based on the organisation in which you work the level of information to which you will be exposed to will vary. Different people are exposed to different types of organizational inform. For example: Policies and procedures All members of an organisation need to be exposed to policies and procedures which affect them, their team and there work responsibilities. It is the responsibility of the frontline manager to induct new employees, explain the policies and procedures provide clarity on any issues new employees may not be sure about and give a brief as to why this information is important for new employees. Planning and operational Teams need to have an understanding of the organisation’s goals, social and ethical standards. An organization usually places all the relevant information in their vision and or mission statements, codes of best practices, business or strategic plans, risk managements strategies, operational budgets, team plans and operational budgets. A code of conduct helps to outline to employees the rules and responsibilities that an organisation will observe when dealing with their stakeholders.
10 Marketing Organisations keeps both a record of marketing and customer base related information which may include product and price information along with current and previous catalogue information and customer service charters, refund and exchange policies, statistics of sales, stock and market reports, customer feedback etc. This type of information helps to improve marketing, sales and customer service relations both internally and externally. Marketing and customer service data helps to employees to have a better understanding of the organisations products and service and allows then to respond to inquires a lot easier as they are able to work within the broader organizational goals. Archival Data This can include any types of information which has been filed away. For example budgets from the previous year or details of projects which the company have undertaken. Employees may want to access records which have been archived to use as example for templates when preparing business cases. Performance Plans
Performance appraisals are used to help improve work performance. Documentation accompanies qualities assurance processes, skills audits, team and individuals performance reviews. It is encouraged to share operational outcomes with work colleagues and make performance data available to them to help continuous improvement amongst all workers. Collect and analyse ideas and information As part of the frontline managers responsibilities they need to be able to research and critically evaluate information which can then be used as part of the continuous improvement for an organisation and a team. There are many areas which need to be considered when collecting and analyzing information an ideas. Information Objectives Understand the objectives of the information. You need to understand the type of information you need to collect, how the information will be used and why it is needed before you start researching for the information. It is important that you are focused on the objectives throughout this process, be specific about the aim and ultimate goals. 11
Research Method Apply appropriate research method. The method you use to collect your information will depend on the objective of the information itself, the desired outcome of the information and the amount of time you have to collect and analyse the information. Any member of your team can gather information. Common methods for acquiring information may include: • Reading reports • Analyzing catalogue • Price list and statistics • Interviewing • Asking questions • Sharing ideas • Observing and listening • Reviewing and sampling new products and service Information Sources Identify information sources There is a wide variety of places where you can gather information from, the most likely area is within your own organization. As a manager it is important to be informed where external sources of information are coming from and any issues or developments which may affect the decision making
or work performance of staff sourcing the information. Information Validity Making sure that information is valid When gathering information you need to make sure that the information is valid to the subject for which you are gathering the information. There are several ways in which you can determine if the information which you are gathering is valid. • Source – Know where the information is coming from, is the source of the information reliable? Is the source and the information widely accepted within the industry and your organization. • Currency – Make sure that the information you are using is not out of date • Relevance – Information needs to relate directly to the research goals • Presentation – analyses how the information has been presented, is there any errors or is the information poorly organized • Authenticity- Is the information accurate and authentic • Acceptability – does the information follow the organisations policies and procedures for collecting and using information 12
Assemble Information Information needs to be assembled correctly As you are collecting information you will need to convert the information into a more suited format for your needs. Information may need to be culled from the original documentation to fit Into the categories you need. The way in which you assessment the information you require will depend on the nature of the information and the documentation use and audience. Sources of internal and external information The source of information which you are collecting should not be limited, information should be gathered both internally and externally. When gathering your information internally you may not be able to source the information from files or data bases but may need to speak to people within your organization. Knowing the correct person you need to approach will help you to better understand the work roles and responsibilities of relationships your colleagues have within the organization. When speaking to colleague make sure you are clear about why you need the information and also be clear on what the colleague can and cannot provide. When considering external sources to gather information you may be looking at gathering information from:
• Government departments • Agencies • Industry professionals and associates • Public libraries • Literature • Directories • Your own networking contacts • internet *Dot points taken directly from Aspire Version 1.2 Aspire Training & consulting* Internal Internal communication is the communication which occurs between individual within an organisation. The communication can be between employer and employee, employee and employee, manger and team or individual or manager and manager. Internal communication helps to build businesses and empowers employees by supporting business beliefs, behaviors and culture within an organisation. 13 External External communication is the communication which commonly
occurs outside of your organisation or occurs between and employee of the company and an individual outside of the company. This is common when a customer service team member is dealing with a customer or a manager is speaking with stake holders. Confidential Ideas and Information As a manager and a frontline manager if is your responsibility to ensure that any issues or information affecting staff or external customers are dealt with, with confidentiality and privacy. Ideas and information need to be reviewed as commercially or politically sensitive. An effective manager should be able to deal with certain matters with discretion. “Commonwealth, state and territory legislation governs the use of personal or client information” *Quote taken directly from Aspire Training and Consulting version 1.2* When you are presented with information which you are not sure how to deal with, you can also refer to: • Organisational policies and procedures • Advice from more experience colleagues and seniors within your organization • Comply with commonwealth, state or territory privacy legislation • Make judgements as to when you should release certain information
• If the information is not sensitive or private you can share the information in a memo, notice announcement either at a staff meeting or meeting which you have called Changes to legislation and developments It is important for frontline managers and managers in general to make sure they are complying with commonwealth, state and territory legislation. All organisation’s will have legislation which they need to comply with. Guidelines around this limitation helps organizations to set boundaries within which they can work. Your companies legislative practices should be written into the companies policies and procedures. By following the companies policies and procedures you are meeting the obligations of your organisation. Using the internet for research and downloading information is the most efficient way to conduct research. It is the most efficient way of keeping up to date with current legislation and any changes or developments with legislation. 14 Important Legislation
Work Health and Safety Act 2011 (Cth) Racial Discrimination Act 1975 (Cth) Age Discrimination Act 2004 (Cth) Disability Discrimination Act 1992 (Cth) Sex Discrimination Act 1984 (Cth) Human Rights and Equal opportunity Commission Act 1986 (Cth) Privacy Act 1988 (Cth) Financial legislation relating to the baking, finance or insurance sector Environmental legislation relevant to your organisation Industrial relations legislation and regulation Laws specific to your state or territory Workplace or industry based codes of practice and ethical principles *Table taken directly from Aspire Training and Consulting, version 1.2 page 10* Strategies for Communication The job of an organizational manager is to act as a channel of communication between all team
members, other team leaders and senior managers within the organisation. It is encouraged to share information with others within your team or your organisation as this helps to increase productivity and healthy work relationships between co-workers. As a manager you need to be a role model of the type of communication you want others to follow. If you encourage, support and demonstrate open communication then other members of your team will communicate in the same way. When you have effective communication within your organisation the results of that can be seen through cooperation, respect , conflict resolution, innovation and team work. This also increases work performance amongst members of your team. By having open and effective communication within your team and within the organisation your team is more likely to: • Understand the purpose of a practical task • Feel they work in an environment where they are able to ask questions and voice their opinions and concerns • Work in an environment where employees are encouraged to share ideas and solutions 15 • Work in an environment where obligations to work health and
safety, equal employment, anti –discrimination and industrial relations and environmental issues are fulfilled. • Work in an environment where social, ethical and business standards are upheld • Enhance good will and motivation of employees • Provide a workplace which is free from damaging speculation and gossip Identifying your audience and purpose When communicating, you are always communicating to an audience, successful communication means that your message is being conveyed using a variety of different communication techniques and styles. The way in which you convey the information you have will depend on the purpose of the information and the audience who you are delivering it to. You need to be clear in the purpose of the communication and consider how the message will be received by your audience. You need to consider whether the communication conveys ideas and information about the about the topic and if the communication method you have chosen is appropriate for both the information being communicated and the audience it is being communicated too. Commonly when you are communicating information within an organisation your audience will consist of: • Work colleagues • Supervisors
• Senior management • Working within other departments in the same organisation • Clients and/or suppliers • Potential new customers • General public • Specific target groups There are many different types of communication styles you can use to convey the correct information in the correct way to the correct audience so everything fits together. It is also important to take into consideration the needs of the audience when you are delivering information. It may be helpful to use a number of communication styles and methods when conveying information. You can always ask your audience to provide you with feedback to help you further develop communication methods and styles which best work for your organisation. It is important to remember that communication involves more then just verbal and written methods, communication should be a two way interaction, communication needs to involve the exchange of ideas, listening, consultation and negotiation as well as non verbal communication. All employee’s should be invited and encouraged to have input in communication. There are positives and negatives to using multiple types of communication methods 16
Verbal communication for individuals Advantage Disadvantage Example • Messages are conveyed clearly • Direct and instant • Provides opportunity for interaction • Allows for messages to have inconsistencies • Easy for misunderstanding to happen • Poor communication may be time consuming • Face to face • Telephone conversation Verbal Communication in a group Advantage Disadvantage Example • Message is consistent across the group
• All questions can be addressed at the same time • Provides opportunity for agreed approach • Time consuming • Dealing with different personality all at the same time • Meetings • Discussion groups Written – Electronic Advantage Disadvantage Example • Quick and efficient • Consistent message being sent • Visually effective • No way to ensure the message has been read • Communication may be misinterpreted
• Emails • Intranet posting Written – Open Advantage Disadvantage Example • Quick and efficient • Provides a record • Reaches a wide audience • Does not allow audience to respond • Impersonal • Costs involve • Display notices • Instruction sheets • System documentation 17 Written – targeted Advantage Disadvantage Example
• Carefully worded • Direct • Confidential • Provides a clear record • Formal • Impersonal • Discourages conversation • Memos • Letters Presentation Advantage Disadvantage Example • Used as an aid for speeches • Captures interest • Visually appealing • One way communication • Easily misinterpreted • Does not provide a clear record • Unable to clarify if message is clearly
understood • Exhibitions • Public addresses *Tables are taken directly from Aspire Training & Consulting version 1.2* Effective written communication When communicating through written communication, you need to ensure that the message is communicated correctly. Time spent gathering and analyzing information will be time wasted if no one can understand the message you are trying to send. When creating a written message you need to think carefully about the message you are sending and to whom, will be receiving the message and what they will be doing with the information. The more often you communicate in a written form the better developed your skill for written communication will be. When communicating in written form you need to think about and consider the following: • Decide what you want to say and why you want to say it • The purpose of your communication needs to be clear • Ensure the point is made quickly and reinforce the main message throughout the communication • Do not get side tracked
• Ensure all intended recipients receive and read the information 18 • Ask for feedback to your written communication • Avoid using clichés an jargon • Spelling, grammar and punctuation needs to be correct in all forms of communication • Materials should be presented accurately • Materials need to be noted • Write in a clear concise manner, use simple sentences and short paragraphs or bullet points • Be aware of who is reading the materials • Make sure the content and tone of the document is appropriate to the audience. Effective verbal communication Passing on information can be done in many different forms, face to face, over the telephone, in a presentation etc. When communicating in any form you need to be clear about the information which you are trying to convey and the purpose of why you are conveying the information. The point of your communication needs to be made quickly and efficiently. When verbally communicating to be effective try: • Express you message clearly
• Make your point effectively and in a timely manner • Have key points you can refer to • Be confident in your materials and use examples to help emphasis the point you are trying to make 19 • Your message needs to be relatable to your audience, their needs and their point of view • Your communication needs to fit the style which your audience is familiar with, this may include changing your delivery style to better suit your audience • Delivery your message in a simple non complicated way • Be confident, speak in a positive tone • Always invite and encourage your audience to ask questions Issue instructions When conveying information to internal or external people in your organisation you need to make sure what you are saying to clear, especially when you are giving instructions, unclear instructions increase the risk of misunderstanding between people. Commonly if you are giving instructions to people you can always assess if they understand the message by asking them to repeat the instruction back to you in their own words.
When giving instructions you need to ensure: • You are using plain English • Sentences or paragraphs are short and easy to understand • Terminology is used consistently throughout the message • Information being given is relevant • Use of diagrams, pictures or photographs are appropriate to the information you are giving • Demonstrations and role plays are cater to meet specific needs 20 Using an organisation which you are familiar with or using AAC as an example answer the following questions. 1. What types of ideas and information do you communicate within your organisation to support colleagues to achieve their work responsibilities?
2. Explain the purpose of the information being used and who is the audience receiving the information? 3. What strategies, processes or methods do you use to communicate the ideas and information? Activity 1 21 Chapter 2 – Manage ideas and information
1.2 Develop and/or implement consultation processes to ensure that employees have the opportunity to contribute to issues related to their work role Organisational consultation processes are implemented in organisation’s to ensure that all work colleagues have the opportunity to contribute to their work roles. Information relating to your industry is constantly changing and it is essential this information is conveyed in the correct way to managers and employees. When passing on important information to colleagues its essential to make sure that they are: • Good listeners • Encouraged to contribute to organisational issues There needs to be a means to communicate appropriate information between employers, operational units and external stakeholders so an environment of knowledge and cooperation is cultivated within and around the team and their work. Establish a communication framework Communication frameworks are established to ensure a two way flow of information and ideas. For example the financial department advises other departments of the budgets they have to work within. To achieve a healthy workplace relationship and
increase productivity within your organisation both employees and employers need to consult with one another, compare notes abd encourage input from both sides on workplace practices and policies along with problem areas and issues which need to be resolved cooperatively. When developing a communication framework, features which you may consider can also include: Element of competency: 1.2. Develop and/or implement consultation processes to ensure that employees have the opportunity to contribute to issue related to their work role. 1.3 Facilitate feedback to employees on outcome of consultation processes 22 Features of communication framework opportunity to contribute to issues relate to their work relayed to the work team and relevant personnel
externally, both internally and externally, are sought and valued in developing and refining new ideas and approaches the issues raised are resolved promptly or referred to relevant personnel *Information taken directly from Aspire training and consulting version 1.2* Develop and implement consultation processes Processes for consultation will vary organisation to organisation based on the size and nature of the organisation. By encouraging your team to contribute to organisational decision making, individuals within the team will feel a greater sense of job satisfaction and a heightened interest in and commitment to their job. Consultation processes updating issues rking or consulting with external organisation’s such as unions, WHS, community representatives, contractors, suppliers, clients, legal advisors etc development or WHS issues
lace notices available to all staff through the use of intranet, email or memos safety data sheets face to face Encourage employee contributions Team members who are effective in their roles recognize that their employees can have meaningful, contributions which can be made based around the experience and skills the individual possesses. Workplace consultation encourages all individuals to contribute and accept responsibility within there roles and within the organisation. Once an employee demonstrates they can contribute and take responsibility it is easier for the manager to have increased confidence in their staff members. Managers can benefit from employee input and eye to detail which can potentially identify potential problems which can be dealt with promptly. All managers should be actively encouraging staff to put forward ideas, provide comment, show initiative and raise any concerns work-related. The environment needs to be one where employees feel it is safe, comfortable and non-threatening for them to share ideas, tips, wok strategies and other information. 23
Provide opportunities for planning, decision-making and action When you work within a team you are given the opportunity to raise issues and concerns you may have, contribute to knowledge being shared or give your own opinions. This helps to shape decisions which will be made on behalf of the team or the organisation. By inviting staff members to participate in a consultative group it allows them to raise and address issues which can be promptly resolves between staff and management at all levels. It is essential in a productive work environment to have a culture which encourages employees to participate and bring input to discussions, processes and outcomes. There are many ways for staff members to have a voice within the consultative group. Workplace forums are a positive way to encourage people and help to establish and build relationships, share information and understand the work and daily task other employees within your organisation have and help them to achieve individual and team goals. Types of forums providing team input – allows for two way communication, sharing information and facilitate teamwork. Team meeting must be well structured, ran to their full potential and provides an opportunity for all individuals to participate. ployee and manager -
sites 1.3 Facilitate feedback to employees on outcome of consultation processes People like to receive feedback, wether the feedback is positive or negative feedback helps to identify areas for improvement. By giving feedback you are demonstrating a commitment to keeping your team informed and help to eliminate complaints. Feedback also eliminates that possibility of people saying that they were not aware of the issue as they were not told. Not everyone feels comfortable giving feedback, however without feedback you run the risk of isolating yourself or your work colleagues. If you have given a presentation for example it is expected that the audience will provide you with feedback this helps your to identify which areas need improving and also highlights what you do well. Usually organisations provide the audience with the chance to provide feedback by asking them to fill out a feedback form. It is ok for you to seek feedback from individuals both internally and externally from your organisation. When giving feedback you can give verbal or written feedback, the feedback you are giving can be public or private, formal or informal. Managers should be passing on feedback they are receiving
24 about their team especially positive feedback as this will encourage team members to become more involved and informed. Informal and ongoing feedback Feedback can be given both formally and informally. After you have given a verbal instruction or made a request you should then seek verbal feedback to make sure the team member understands what you are asking of them. Often people will say “yes” they understand even if they don’t really understand. When giving feedback it needs to be delivered at the correct time and also needs to be clear so that the recipient has a full understanding of what you are telling them. Leaving large gaps in time between the issue being raised and feedback being given can confuse the recipient or make them think that either there issue is not being taken too seriously or there is less commitment to the issue being raised. When giving feedback of any form you need to choose the correct communication method to deliver the feedback. If you decide to give written feedback you need to ensure that all and relevant points are clearly written out and that there is a perminate record of the feedback is kept. After written feedback is given, you then should follow up with a face-to-face
discussion. If you are required to give feedback to members of staff who are having a dispute amongst themselves it is best to provide feedback in front of all involved parties, this way it is fair and open. Formal feedback Organisations use a number of different formal strategies to gather feedback. Here are some of the more popular methods for gathering feedback. -Degree feedback – This form of feedback involves employees giving a rating or qualitative feedback on their performance. This form of giving feedback can be done anonymously and delivered in the form of a report showing the scores received for each point of feedback given. 360-degree feedback is more of a confronting feedback style and needs to be managed carefully. – when giving performance based feedback you need to make sure this is done in a careful way, if the feedback is negative then extra care needs to be given. Feedback which is given as part of a performance review can affect an individuals career and advancement prospects and may impact on them financially (especially if the performance review is linked to a bonus or salary increase). Feedback should be give in a constructive way regardless of if it is positive or negative. When you are providing feedback try to give examples and link the feedback to key results areas,
performance indicators and also team goals or individuals working goals. When giving negative feedback do not spend too much time discussing the negatives of the feedback instead focus on areas where the individual can improves. ition – Feedback can be used as a tool for recognitions or acknowledgement of a job well done. By talking the time to acknowledge the efforts of staff and other members of teams within your organisation more senior staff are showing that the contribution of all 25 staff or a particular individual is important and valued. The process of feedback involves explaining to the people or person exactly what their hard work means and how they have made a difference.
26 Imagine you are part of a team at your current job 1. Describe the way members are encouraged to be involved in planning and decision making. 2. List two (2) strategies you use that would encourage team members to participate more fully and get involved more in work/team discussions?
3. Apart from your regular meetings which other activities can be used to help provide team members with opportunities to participate in running the team, including decision making, planning and operational tasks? Activity 2 27 4. In your current role, or a role you have previously held either as an individual or as part of a team when was feedback required and how was feedback give to the person or team? 5. List and explain 3 strategies you can use when you need to provide feedback to a colleague, remember your feedback needs to encourage, value and reward team members.
6. From the three (3) strategies you have chosen in question 5 explain why you chose those 3. 28 Chapter 3 – Manage ideas and information 1.4. Develop and/or implement processes to ensure that issues raised are resolved promptly or referred to relevant personnel.
Specific processes need to be developed and implement by managers to ensure that any organisational issues which are raised by staff are resolved in a manner which is effective and fast or are referred to the relevant person or department to deal with the issue/s being raised. An organisation which is functional in consultation will resolve workplace issues effectively. Frontline managers need to ensure that consultation strategies are used to help raise, address and resolve issues promptly. When working on trying to resolve issues you need to ensure that the strategy you are using is the correct one for the issue which has been raised. The process needs to be easy to follow and each member needs to be aware of it. Identifying problems When problems within your organisation arise they can have various levels of risk, severity and urgency which need to be addressed. Common work place problems can often fall into a range of common categories. When problems arise within your organisation which are identified by members of staff, the problem needs to be resolved proactively, use initiative and avoid creating potential new issues. Employees should be given recognition for potential reward for their input in identifying problem within your team or the organisation. There can be many issues which can arise within your team or organisation which can be identified
by staff members: - when team members do not get along with one another, when team members are not capable of performing the work related duties as required. When team members become underused or board with the work they are completing. – processes may not be in place or may not work correctly, when employees are asked to complete task which are difficult or meaningless. - time to complete task is not reasonable, not enough people to complete work task or not enough resources to complete work task. Element of competency: 1.4. Develop and/or implement processes to ensure that issues raised are resolved promptly or referred to relevant personnel. 29 - When misunderstanding relating to directions or information provided occur. Processes are not understood or communicated in the correct way. Breakdown within internal communication. Feedback is not given or asked for.
- when there is no respect or understanding given to diversity, as a result there can be a lack of teamwork and cooperation. – if the team does not have a clear direction in which it can be lead. When members of the team do not understand or accept team goals, the decision making process is unclear or team members no longer feel valued. Solve problems Within the team there should be a positive attitude by all tem members. Members of the team should work cooperatively to help minimise major operation issues from occurring and work towards meeting the goals of the team. Demonstrate behaviours which promote avoidance strategies, early detection and swift action. When you are having your regular team meeting you can introduce a 5 minute session asking if any members of the team are experiencing any problems or issues that they may need help with and if so is there any particular members of the team who would be able to assist them?. Within your team it is important to encourage an open communication policy. There may be members of your team who want to raise issues with you in private instead of in a public setting with other members of staff being present. If this is the case then employees should feel comfortable to do so.
It is encourages to have a management process in place which covers all the common categories of work related issues. externally tial scenario’s occurring within each of these areas can cause problems such as resignation of team members, employees going on leave or calling in sick Problem-solving solutions for managers When working within a team problems can occur which requires team work to resolve, there are many different ways in which you can work within your tram to resolve these problem when they occur: or persons within the team, forward the problem onto your manager for a resolution. resolved, the HR department needs to be made aware of the issues immediately. ce from more senior managers within the organisation who may have experiences the same issues previously. - solving
30 Dedicated planning sessions When planning for me ideas which involves all members of the team to be involved it is a good idea to have staff planning activities which gets all team members involved and gives everyone equal opportunity to contribute. This can be achieved outside of the normal work environment, where the atmosphere is different and employees are taken out of the everyday work environment. The idea of having a day dedicated to planning helps to bring together diverse parties with different perspectives to help create dynamic tension and help develop creativity. When planning for a day of creative planning with your team make sure you include activities which helps to develop ideas and promote team work, example brainstorming activities. The structure of your brainstorming day how have ideas free flowing and promote creativity. All employees attending the planning session should feel free to express ideas and forward thinking without their idea being dismissed without sincere consideration. Your planning session needs to result in a tangible outcome where everyone involved feels there time has been wisely spent, they feel valued and most important
they feel there contributions will make a difference. To plan a successful planning session for your team you need to have: the session an how it is conducted rol the flow of the meeting viewpoints, take part enthusiastically and keep an open mind throughput the planning session quality – everyone must be treated as equals regardless of their status within the organization. *Sited and amended from Aspire training & consulting version 1.2, page 34* Involve key personnel or external experts When holding an organizational session you may invite both internal and external key personnel to sit in on the session, there may be issues which will be raised which you feel cannot be resolved within the team, therefore calling on the expertise of an external person to help resolve particular issues. This person can include: • Other managers within the organization
• Other teams or individual members of other teams within the organization • Heads of department within the organization When inviting external people into your meeting it is important that they understand there role at the meeting and the topics which will be discussed. Members within your team also need to know why external people are being invited into a team meeting, their role within the meeting and the 31 contribution they will be making. Commonly when inviting external people into a meeting they have expertise in the following fields: • Work health and safety • Industrial relations • Human resources • Financial experts and advisors • Legal representatives Informal meeting Informal meetings can be made up of people from your whole team, other relevant personnel, and operational groups across the organization, individuals who have raised particular issues. No matter
the length of you meeting having an agenda and making sure it is circulated to all members attending the meeting is important. Invite attendees to add suggestions to the agenda, if individuals are attending agenda ideas of a sensitive mature make sure to reinforce that they will be listened to and are valued for adding their suggestions. You want to create an atmosphere of no judgment which encourages all participants to participate in the sharing of ideas. Objective should be established and key facts looked at for a working solution. It is important to find a solutions which allows all parties to move forward, there may be no perfect solution to the issue however there needs to be a solutions which helps to satisfy everyone. When conducting a formal meeting it is recommended to have a procedure to follow, here are some tips you can use when putting together your informal meeting process: • Identify the problem • Identify when and where it occurs • Consider all points of view • Explain what has been done to try and resolve the problem • Reach a solution which takes into account the overall objective of the organization 32
Conduct Surveys To help address issues within your team or within the organization you can survey relevant people both internally and externally. For example surveying your stakeholders may help to identify and promptly address issues. When using surveys are a means to identify issues or to gather information you need to make sure they are clearly worded to ensure they are understood by the people who will be reading and filling them out. Make sure you use a combination of open and close questions. When providing surveys to gather information you can also ask your audience to provide you with feedback on your survey form, this can be done in a number of different ways, however the most efficient maybe to provide the audience with guided questions for them to complete. For example asking them to circle excellent, good, fair, poor or unsatisfactory. Give participants the option of adding there name or leaving it anonymous, this helps participants to feel more comfortable when leaving comments. All participants need to be informed that there feedback will be treated with confidentiality and their concerns will be addressed. When using a survey to gather information make sure your survey included: • Evaluation or feedback forms, inviting relevant people to
provide their opinions and detailed comments on a particular service, product or process • Questionnaires, designed to collect information about customer requirements, satisfaction levels, issues that need examination. • Focus groups, comparing a number of typical stakeholders invited to meet and explore specific topics in-depth and generate suggestions and feedback. • Suggestions boxes and similar invitations to customer to offer feedback and raised issues of concern. *Sited and amended from Aspire Training and consulting version 1.2, page 36* 33 1. When problems arise within your organization what is the
process which is used to help resolve these problems? 2. List down two (2) examples of s close question you would ask when conducting a survey to gather information for your organization. 3. List down two (2) examples of s close question you would ask when conducting a survey to gather information for your organization. Activity 3 34 Chapter 4 – Establish systems to develop
trust and confidence 2.1. Establish and/or implement policies to ensure that the organisation’s cultural diversity and ethical values and adhered to To ensure that cultural diversity and ethical values are adhered to within an organization frontline managers need to establish and implement policies. Considerable thought is put into organizational values, how they should operate and how they want their employees to interact with both internal and external contracts. Organizational documents need to be created to help outline philosophies and management standards which all staff are expected to adhere to. Organizations may have standards which are implied in a general way for their business, they also need to comply with relevant standards expressed in legislation and regulations affecting operations. Written, implied and legislative standards generally fall into the categories of social, ethical or business. Cultural and social diversity Cultural and social diversity within the workplace and everyday life means individuals respecting human individuality. Respecting cultural and social diversity means that you are open to leaning,
developing and enhancing skills, experiences and attitudes of all others and finding a way to work together, solve problems, deal with others and negotiate. Having diversity within your organization helps to increase the competitiveness and market relevance of your organization in the context of an increasingly diverse community and the global economy. Organisations are made up of a diverse group of people from a diverse range of backgrounds and social groups, this can be determined by their socio-economic background, gender, sexulality, beleifs and/or way of life. When communicating with others within your organization be mind of not creating differences through the communication type you choose to use. Your working environment cannot be a hostile one nor can staff members harass other members of staff due to cultural differences. To retain a multi-skilled work force you need to create an environment within your organization which promotes diversity within the workforce and within your organization along with ensure there is an accurate reflection on society. You want to create a working environment which is harmonious Element of competency: 2.1. Establish and/or implement policies to ensure that the organisation’s cultural diversity and ethical values and adhered to
35 to all employees. When trying to create a harmonious environment within the workforce you need to consider all the individual difference which may affect creating a harmonious working environment. • Age • Belief and value systems, including religion and policies • Culture, including ethnicity and language • Social factors such as personality, lifestyle and sexual orientation • Work experience, educational background and literacy standards • Gender • Physical and mental abilities Organisational policies and procedures Organisations put policies and procedures in place, as a frontline manager your job is to assist and support your team members, to understand and implement the organization’s policies and procedures. Staff members need to be aware of the differences between company policies and procedures. Polices Procedures Polices set out specific guidelines or rules that tell staff how to work according to the organisation’s objectives.
Procedures out the organisation’s policies into practice by setting out the way work needs to be done, step by step. They are used to control work processes, allocate responsibilities for each task and ensure that requirements are met. These procedures can include: • Stand operating procedures • Safety data sheets • Organissational activities undertaken to meet performance outcomes • A set of accepted actions approved by the organization *Adapted from Aspire training and consulting version 1.2, page 47* 36 Social Standards Social standard are applied within the organization, how staff members interact with others on a social level and how staff members interact with members of the
community. In your role as a frontline manager it is your responsibility to make sure staff members understand the internal standards an adhered to them all the time. Organisational standards can be applied to but are not limited to: – There is a statement which is made by the company which outlines the values of the company, this can include: o Equity and diversity o Industry relations o Flexible work practices or family friendly policies o WHS o Fair treatment o Management/staff consultation and cooperation - A documents which covers employee behavior and workplace processes including: o Rosters and hours of work o Acceptable behavior outlined by the company o Social inclusiveness and respect for individual o Formal or informal for environment o Dress code o Workplace maintenance, security, signing-on o Honesty and cooperation between all staff members o Confidentiality and intellectual property - document policies which cover the following: o Recruitment and promotion o Equal opportunity o Reward and recognition for high-performing staff
o Profit sharing and other benefits for staff o Education, training and development o Performance review and grievance processes o Leave arrangements o Use of vehicles and staff travel arrangements Ethical standards External support is heavily relied on for business support, external support is required by the wider community and by the governing body to operate responsibly, to demonstrates what is considered acceptable values and to show respect to those who are affected by the work which is carried out. Many organizations have a written set of business ethics which govern the way the organization operates, this helps to outline best practice of the organization, philanthropy and a desire to be good corporate citizens. The ethical standards are put In place to help guide principles and demonstrate the way in which employees need to act in certain areas when representing the 37 organisaion. Standards must be made clear to all employees and it is expected that all members of the organization will comply with these standards. Each organization will have its own set of ethical standards which it will comply with, these standard may include:
organization’s operations affect the environment and local community our trading practices have on other organisatons and the greater community information, plagiarism and animal welfare issued by product testing Business standards Organisation’s need to have a document which sets out their core values and explains step by step they way they conduct business. The purpose of the document helps staff, customers and any other external people, companies or sources to of the organizational standards, how they are conducted and how they operate within the organization. Organisation’s often outline their business standards in a vision or mission statement, a customer service charter and a brand. For example: Vision Statement Mission statement An organization vision encapsulates the reason for the organisation’s existence and its vision for the future.
The organisation’s mission statement summaries the overall objective of the organization Customer service charter Brand or corporate image The customer service charter helps to set out the code of best practice for servicing and dealing with the organization’s clients An organisation’s brand and/or corporate image is used to identify the organization to the outside world, potential customers and suppliers along with stakeholder. It impacts all areas of the organization’s operation. All staff need to be aware of the organisation’s corporate image, the way it is portrayed and the way in which staff are required to carry out their duties in line with the organisation’s corporate image. *Adapted from Aspie training and consulting version 1.2, page 49* 38 Adhere to relevant legislation requirements Organisations need to have relevant legislation, codes, national standards and workplace, health and
safety rule put in place which teams need to be aware of an must follow. Manages need to be aware that laws and standards are complex and may need to be amended regularly. National legislation applies to many issues, while state and territories also have laws of their own which they need to adhere to. It is the responsibility of the organization to provide all employees with details of the legislation and guidelines which are relevant to their team, it is the responsibility of the manager to ensure all members of the team understand and follow the legislation. – It is the responsibility of the employer to make sure that all employees are working in an environment which is safe. If there is a breach in the WHS act then the organization can be prosecuted and can receive a substantial fine. If the breach was to result in death or injury of a worker the employer would need to compensate the worker or their family and their legal representation. This legislation applies to both state and federal levels. You can look at the legislation which applies directly to you and your organsiation based on where you live by looking up the safe work website. www.safeworkaustralia.gov.au – Equal employment opportunities are covered by federal, state and territory laws, it is a requirement of all organizations operating in Australia under this law to create a work place free from discrimination and harassment. Having
effective processes in place helps to improve productivity and increase efficiency within the organization and within individual teams. - discrimination- Discrimination needs to be eliminated within the workforce, it is the responsibility of the managers and team leaders to prevent discrimination from occurring in their organization. Common types of discrimination within the workplace can include but are not limited to: o Race o Color o Gender o Sexual preference o Age o Physical or mental disability o Marital status o Family responsibility o Pregnancy o Religion o Political opinion o National extraction o Social origin – This is known commonly as an unwelcome advance of a sexual mature or sexual favor or any unwelcomed conduct of a sexual nature. Sexual harassment can include discriminating against people due to their sexual preference. - Everyone within the organization can play a part in eliminating environmental discrimination. Depending on your business activity you will
need to look into if environment 39 http://www.safeworkaustralia.gov.au/ legislation can directly affect you. It is the joint effort of federal, state and local governments to administer these environmental protection laws throughout Australia. Work-life balance and family-friendly policies There is a common struggle between work and personnel responsibilities, commonly individuals look towards their workplace to provide some relief, support and a possible solution for managing all the commitments and struggle of work life balance. Workplaces are encouraged to work with their employees to help foster a work-life balance. Work-life balance for many organization usually is associated with the need to allow individuals access to work as well as accommodating family duties into employees employment. Typically this is applied to employees who have children of care age, although it can expend to people who are caring for aging parents or other members of their families. The needs of staff to have a healthy wok-life balance has encouraged organization to adapted family friendly policies to increase retention rates of valuable staff. Depending on the size and nature of your organisation the type
of family friendly policy which the company puts in place will vary. There are many benefits for both employees and organisation of having family friendly policies in place to help with the work- life balance many people are struggling with. By organisation having family friendly policies and promoting work-life balance they are more likely to retain there staff. 2.2 Gain and maintain the trust and confidence of colleagues and external contacts through professional conduct Professional conduct can assist a manager to gain and maintain the trust of employees, colleagues and external contractors. To have and maintain successful business relationships trust and confidence must be gained by all parties involved, this includes: managers, customers, suppliers, team members and contractors. When trust becomes broken, individuals then act only with their own interest in mind, not the interest of the team. A lack of confidence in each other can quickly lead to those outside also losing confidence in the organisation. In your roles as a manager or a leader there are certain behaviors which you can model in your performance and work which encourages a level of high performance by your team and helps you to gain their confidence. This model then follows on to those outside the organisation. This direct correlation between how an employee views the organisation
and how outsiders view the organisation. Once confidence and trust has been lost by employees the message being delivered to customers from frontline staff can be affected. 40 Identify colleagues and external contacts It is essential for organisation’s to have accurate data on work colleagues an external contractors. There is a direct link between internal staff satisfaction and external customer satisfaction. This can be described as a flow on effect, if staff are receiving high- quality service they will be more motivated to give high quality service to the customer of the organisation. Each organisation usually has an organisational chart of plan which outlines the roles of every department and the jobs people have within these smaller departments which make up the overall organisaiton. Each department depends on service provide to them from other departments. Work colleagues External Customers • Team members • Team leaders and managers • Administration staff • Service or hospitality staff
• Supervisors • Senior management • Board of directors • Customers and clients • Industry or union representatives • WHS representatives • Community representatives • Suppliers • Contractors • Legal advisers or accountants *Tables directly taken from Aspire training and consulting version 1.2, page 56* Treat people with integrity and respect As a manager or leader it is important to treat all people both internally and externally with respect, empathy and integrity. Firstly you must have the ability to be able to develop trust and have people gain confidence in you. If people feel as tho they are being treated insensitively, they will become resentful, demotivated and negative towards the organisation, therefore they will become less productive in their work roles. There are a few simple steps you can take to ensure this does not happen: • Act with integrity • Have strong values • Follow through • Value feedback both negative and positive • Encourage integrity • Be flexible and responsive
• Show respect to others and yourself • Build self-worth • Show courtesy • Be aware • Encourage input • Take part 41 Show empathy Empathy is the ability to show compassion and sensitivity towards other people and their feelings, views and circumstances. This is an active process by which you demonstrate understanding towards another person due to their situation. Treating people with empathy also refers to developing rapport and a positive work relationship with people. It is important that empathy is encouraged amongst teams and within the organisation for all staff members, everyone needs to have consideration for the feeling of others. It is important to not let empathy undermine your role as the team leader, whilst it is good to show empathy do not get too personally involved with your staff. Good leaders need to establish a comfortable balance. Understand other situation Value staff Be compassionate
• Make allowances for situations where staff may be experiencing a difficult time. • Value your staff and their life outside of work. Understand that sometimes personal matters need to be given special allowance over work. • Understand the influence a good manager has on their team and the organisation as a whole and on the practices of the organisation Avoid behaviors that destroy trust Trust takes a long time to establish but can be destroyed in a matter of minutes, once trust is broken within an organisation even small actions can negatively affect the business relationships for an organsiation. Behaviors which destroy trust can include: • Taking credit for someone else’s hard work • Being unreliable and unpredictable • Withholding information or acting secretly • Being inconsistent
• Going behind peoples back, gossiping or being disrespectful Aim for high professional standards How you perform as an individual is a reflection of your organisation, by conducting yourself with a high level of professionalism your will notice that others around you will be influence to do the same thing. Your job description should contain specific description of the performance standards you are expected to meet. 42 It is important that you know your organisation’s expectation of you and your job. It is important that you are aware of your own performance levels and behaviours and the value of ongoing professional development and self-improvement. Consider having a mentor or undertaking training programs offered outside of your organisation to help you maintain and further develop your professional standards. Build the talent and confidence of other Everyone is different which means we are all have difference strengths and weaknesses, it is important that you encourage your team members to help them develop their strengths and continuously work on their weaknesses to make them a strength. Individuals will have greater job satisfaction if they feel they have the skills to perform their
roles to the best of their abilities. As a manager if you are asking your staff to work to high standards then you also need to show your team that you yourself hold yourself to the same high standards. These high standards need to be kept with external contractors as well as internally. Managers need to maintain consultative strategies which give work colleagues the confidence to make contributions and achieve full potential. It is important for team members to: Show initiative • Develop skills both new and old • Communicate openly • Listen to others • Remain committed to the consultative process Support your team Managers need to display leadership and support towards members of their team, this can be displayed through positive attitude. Managers need to demonstrate behaviours which they can model to their team members. It is important to make sure that the expectations of your team members are not unrealistic. Do not set people up to fail, by setting them unachievable goals. Pay extra attention to how new staff members are feeling it is important to make sure they are feeling in control and have a good understanding of what they are doing.
Offer support training and guidance and rotate the task that individuals have to complete, make sure staff have confidence in their new responsibilities. • Give recognition to staff • Show loyalty to staff • Build self-esteem within your staff • Delegate to your staff 43 Motivate others Members of your team should feel motivated and empowered to strive to achieve their work goals and be enthusiastic towards their work goals. A motivated team delivered a much higher standard of work then an unmotivated team. Its is important as a manager you find the triggers for what motivates your team. By rotating the daily task to each member of your team you are forever presenting them with new challenges and this helps them to stay motivated, as with new responsibility comes new confidence. It is thought that greater leadership can be achieved through skilled communication, the formation of positive relationships and the implementation of innovative workplace processes Alleviate organisational stress
Employees become stressed within their own roles when they experience ongoing challenges associated with performing their work roles. The levels of stress can vary depending on the role, industry and organisation. When employees feel as though there currently resources are being exceeded that is when they start to feel the pressure and stress from within their organisation. Stress and prolonged stress of any kind can lead to a multitude of health issues for employees ranging from chronic physical and mental health issues to mental fatigue, exhaustion and feeling of not being appreciated. It is the role of a front line manager to help alleviate organisational stress by reducing the pressure placed on employees and increasing the resources necessary to meet the demands of the organisation. Organisational stress has a number of different causes: • Demands place on employees • Leaves of support provided by colleagues and managers • Failure to have positive working relationships • Changes within the organisation which are not effectively communicated to staff • Ambiguous job roles and excessive work responsibilities • Individual struggling with the control they have over their performance based on their job roles and expected tasks. Encourage open communication
Personal communication, face-to-face communication are all very important for employees to gain the confidence they need to feel comfortable when asking questions, making suggestions and voicing their concerns openly. By maintaining open communication with all team members, gives an indication of the moral level within your team or within the organisation overall. Individuals need to have interpersonal skills to be able to take corrective action when necessary 44 Organisation’s should have an open door policy whenever possible, this helps employees to feel comfortable and gives them more flexibility to ask questions and seek guidance and raise suggestion. As a manager you need to let your staff know it is ok for them to come to you with concerns .
45 1. Internal standards need to be followed by all employees both new and old, explain how you would communicate these standards to new employees? 2. Explain how readily available these standards are to employees and when they may need to refer to them? 3. Are the internal standards made available to contractors? Or other individual who only work for the company from time to time?
Activity 4 46 4. Which trust building behavior is most common in your organisation? 5. Describe strategies which can be used to attain the traits associated with trust building which can be difficult to achieve?
47 Chapter 5 – Establish systems to develop trust and confidence 2.3. Adjust own interpersonal communication styles to meet the organisation’s cultural diversity and ethical environment and guide and support the work team in their personal adjustment process Organisations all develop their own cultures and ethical environments over time, this culture is then shapes how employees make decisions, approach work functions and interact with others and the way they behaviour within the workplace.
Managers play a major part in creating conditions which effective working relationships by adjusting their own interpersonal communication styles to meet the culture of the organisation. Organisational structure The culture an organisation has, has a major impact on the productivity and relationships which are formed with other members of the organisation. The current culture of the organisation is dictated by the nature of the activities of the organisation and the people within the organisation. Workplace culture is made up of a number of different elements which are seen to be the norm of an organisation. Achieve an optimum environment Workplace culture varies from organisation to organisation, this happens as a result of the size and nature of the organisation, there are several characteristics which commonly define a healthy social an cultural working environment. It is the responsibility of the manager and/or team leader to guide employees in adapting their interpersonal styles and methods to meet the preferred social and cultural environment. Characteristic’s of an optimum organisational environment can include: • Constructive communication • Sharing of knowledge
• Consultation and cooperation Element of competency: 2.3. Adjust own interpersonal communication styles to meet the organisation’s cultural diversity and ethical environment and guide and support the work team in their personal adjustment process 48 • Integrity of individuals • Demonstrating mutual respect, empathy and trust • Encourage employees to share ideas • Measuring and rewarding individuals and group achievements • Clarify the purpose of expectation • Encourage fairness and equity • Positive attitudes • Fulfilling and enjoyable working environment • Putting best practice into place • Having a positive team spirit • Continues improvement and professional development Communicate within a diverse workforce When employees are communicating both internally and externally within the organisation the communication strategy needs to be considered and may vary for different people within the organisation. To successfully establish a positive working
relationship you need to recognise diversity and the special needs of others both internally and externally within the industry which you work. There is no such thing as “normal” communication styles and techniques when you are communicating with people from all different cultures and backgrounds. Different cultures regard different types of communication styles and techniques as offensive, for example many cultures regard making direct eye contact with an individual as very rude and can make people feel uncomfortable. It is important to be aware of the cultural sensitivities of individuals when you are communicating along with making sure that the subject you are communicating is not culturally sensitive. You need to consider the feeling of others when communicating, avoid prejudice and steropying individuals as this is very unhelpful. Language differences In 2011 the Australian census published results which showed 20% of Australians speak a language other then English at home. Looking into language spoken within the workforce for certain sectors that percentage is much higher. Within Australian there are 200 different languages spoken, within that 200, 17 of these languages are predominant. The English language has many comprehensive levels, and needs to be adjusted to suit your level of delivery and the audience, there level of English who you ae delivering it to. An individual may be
able to speak fluent English, however they may not be able to read complex document or terminology. People often require time to examine the language being used or they may need to translate it into something they can better understand. There are many ways you can accommodate for language differences within the workplace, for example: 49 • Check the information you want to convey has been correctly understood • Provide your audience with the opportunity to ask questions, express concerns and use an interpreter if necessary • Have a member of your audience read a draft copy of the message you want to communicate, especially if you are communicating it to a diverse audience • Written messages can sometimes be inadequate or inappropriate. Communication should be face to face opposed to written • When talking to people who has English as a second language it is important to speak clearly, slowly and do not shout. A strong accent does not mean that an individual has poor English skills
• Try not to use slang or idioms, for people who do not speak English as a first language the use of slang can be very confusing as there is no literal meaning. • Avoid acronyms, even the most simple ones like ASAP. Abbreviations also need to be avoided as they lose meaning when the audience does not understand their literal meaning. Disability and special needs When looking at the term disability it is known that the term refers to a condition where there is interference of the way a person can usually do things, this can include a range of disabilities such as: • Physical • Psychiatric • Intellectual • Impairment (temporary or permanent) If you are working with anyone internally or externally who may be suffering from any form of disability you need to ensure when communicating with them the information is presented in the most appropriate format. Providing supportive communication devices such as: • Telephone typewriters • Assistive technologies • Noticeboards Can all be forms of effective communication when dealing with
In this assignment we will take a look at a given project scen.docx
In this assignment we will take a look at a given project scen.docx
In this assignment we will take a look at a given project scen.docx
In this assignment we will take a look at a given project scen.docx
In this assignment we will take a look at a given project scen.docx
In this assignment we will take a look at a given project scen.docx
In this assignment we will take a look at a given project scen.docx
In this assignment we will take a look at a given project scen.docx
In this assignment we will take a look at a given project scen.docx
In this assignment we will take a look at a given project scen.docx
In this assignment we will take a look at a given project scen.docx
In this assignment we will take a look at a given project scen.docx
In this assignment we will take a look at a given project scen.docx
In this assignment we will take a look at a given project scen.docx
In this assignment we will take a look at a given project scen.docx
In this assignment we will take a look at a given project scen.docx
In this assignment we will take a look at a given project scen.docx
In this assignment we will take a look at a given project scen.docx
In this assignment we will take a look at a given project scen.docx
In this assignment we will take a look at a given project scen.docx
In this assignment we will take a look at a given project scen.docx
In this assignment we will take a look at a given project scen.docx
In this assignment we will take a look at a given project scen.docx
In this assignment we will take a look at a given project scen.docx
In this assignment we will take a look at a given project scen.docx
In this assignment we will take a look at a given project scen.docx
In this assignment we will take a look at a given project scen.docx
In this assignment we will take a look at a given project scen.docx
In this assignment we will take a look at a given project scen.docx
In this assignment we will take a look at a given project scen.docx
In this assignment we will take a look at a given project scen.docx
In this assignment we will take a look at a given project scen.docx
In this assignment we will take a look at a given project scen.docx
In this assignment we will take a look at a given project scen.docx
In this assignment we will take a look at a given project scen.docx
In this assignment we will take a look at a given project scen.docx
In this assignment we will take a look at a given project scen.docx
In this assignment we will take a look at a given project scen.docx
In this assignment we will take a look at a given project scen.docx
In this assignment we will take a look at a given project scen.docx
In this assignment we will take a look at a given project scen.docx
In this assignment we will take a look at a given project scen.docx
In this assignment we will take a look at a given project scen.docx
In this assignment we will take a look at a given project scen.docx
In this assignment we will take a look at a given project scen.docx
In this assignment we will take a look at a given project scen.docx
In this assignment we will take a look at a given project scen.docx
In this assignment we will take a look at a given project scen.docx
In this assignment we will take a look at a given project scen.docx
In this assignment we will take a look at a given project scen.docx
In this assignment we will take a look at a given project scen.docx
In this assignment we will take a look at a given project scen.docx
In this assignment we will take a look at a given project scen.docx
In this assignment we will take a look at a given project scen.docx
In this assignment we will take a look at a given project scen.docx
In this assignment we will take a look at a given project scen.docx
In this assignment we will take a look at a given project scen.docx
In this assignment we will take a look at a given project scen.docx
In this assignment we will take a look at a given project scen.docx
In this assignment we will take a look at a given project scen.docx
In this assignment we will take a look at a given project scen.docx
In this assignment we will take a look at a given project scen.docx
In this assignment we will take a look at a given project scen.docx
In this assignment we will take a look at a given project scen.docx
In this assignment we will take a look at a given project scen.docx
In this assignment we will take a look at a given project scen.docx
In this assignment we will take a look at a given project scen.docx
In this assignment we will take a look at a given project scen.docx
In this assignment we will take a look at a given project scen.docx
In this assignment we will take a look at a given project scen.docx
In this assignment we will take a look at a given project scen.docx
In this assignment we will take a look at a given project scen.docx
In this assignment we will take a look at a given project scen.docx

Recommended

DIRECTIONSRate each statement by how well the behavior describe.docx
DIRECTIONSRate each statement by how well the behavior describe.docxDIRECTIONSRate each statement by how well the behavior describe.docx
DIRECTIONSRate each statement by how well the behavior describe.docxcuddietheresa
 
Build and Information Security Strategy
Build and Information Security StrategyBuild and Information Security Strategy
Build and Information Security StrategyInfo-Tech Research Group
 
Build an Information Security Strategy
Build an Information Security StrategyBuild an Information Security Strategy
Build an Information Security StrategyAndrew Byers
 
PurposeThis course project is intended to assess your abilit
PurposeThis course project is intended to assess your abilitPurposeThis course project is intended to assess your abilit
PurposeThis course project is intended to assess your abilitTakishaPeck109
 
Assignment You will conduct a systems analysis project by .docx
Assignment You will conduct a systems analysis project by .docxAssignment You will conduct a systems analysis project by .docx
Assignment You will conduct a systems analysis project by .docxfestockton
 
DHS National Summit Full CHAIR Geoff Shively
DHS National Summit Full CHAIR Geoff ShivelyDHS National Summit Full CHAIR Geoff Shively
DHS National Summit Full CHAIR Geoff ShivelyCurious Geoff (Shively)
 
I need 10 pages of report and 10 slides PurposeThis course p
I need 10 pages of report and 10 slides PurposeThis course pI need 10 pages of report and 10 slides PurposeThis course p
I need 10 pages of report and 10 slides PurposeThis course pdoylymaura
 
IntroductionThis is an individual project. Each student must comp.docx
IntroductionThis is an individual project. Each student must comp.docxIntroductionThis is an individual project. Each student must comp.docx
IntroductionThis is an individual project. Each student must comp.docxmariuse18nolet
 

Recommended

DIRECTIONSRate each statement by how well the behavior describe.docx
DIRECTIONSRate each statement by how well the behavior describe.docxDIRECTIONSRate each statement by how well the behavior describe.docx
DIRECTIONSRate each statement by how well the behavior describe.docxcuddietheresa
 
Build and Information Security Strategy
Build and Information Security StrategyBuild and Information Security Strategy
Build and Information Security StrategyInfo-Tech Research Group
 
Build an Information Security Strategy
Build an Information Security StrategyBuild an Information Security Strategy
Build an Information Security StrategyAndrew Byers
 
PurposeThis course project is intended to assess your abilit
PurposeThis course project is intended to assess your abilitPurposeThis course project is intended to assess your abilit
PurposeThis course project is intended to assess your abilitTakishaPeck109
 
Assignment You will conduct a systems analysis project by .docx
Assignment You will conduct a systems analysis project by .docxAssignment You will conduct a systems analysis project by .docx
Assignment You will conduct a systems analysis project by .docxfestockton
 
DHS National Summit Full CHAIR Geoff Shively
DHS National Summit Full CHAIR Geoff ShivelyDHS National Summit Full CHAIR Geoff Shively
DHS National Summit Full CHAIR Geoff ShivelyCurious Geoff (Shively)
 
I need 10 pages of report and 10 slides PurposeThis course p
I need 10 pages of report and 10 slides PurposeThis course pI need 10 pages of report and 10 slides PurposeThis course p
I need 10 pages of report and 10 slides PurposeThis course pdoylymaura
 
IntroductionThis is an individual project. Each student must comp.docx
IntroductionThis is an individual project. Each student must comp.docxIntroductionThis is an individual project. Each student must comp.docx
IntroductionThis is an individual project. Each student must comp.docxmariuse18nolet
 
Complete network security protection for sme's within limited resources
Complete network security protection for sme's within limited resourcesComplete network security protection for sme's within limited resources
Complete network security protection for sme's within limited resourcesIJNSA Journal
 
Project Access Control ProposalPurposeThis course project i.docx
Project Access Control ProposalPurposeThis course project i.docxProject Access Control ProposalPurposeThis course project i.docx
Project Access Control ProposalPurposeThis course project i.docxstilliegeorgiana
 
Project Deliverable 2 Business Requirements1Project Deliverab.docx
Project Deliverable 2 Business Requirements1Project Deliverab.docxProject Deliverable 2 Business Requirements1Project Deliverab.docx
Project Deliverable 2 Business Requirements1Project Deliverab.docxwkyra78
 
Successful DevSecOps Organizations - by Dawid Balut
Successful DevSecOps Organizations - by Dawid BalutSuccessful DevSecOps Organizations - by Dawid Balut
Successful DevSecOps Organizations - by Dawid BalutDawid Balut
 
Aging Services Expo Presentation
Aging Services Expo PresentationAging Services Expo Presentation
Aging Services Expo PresentationMary Derrick Cook
 
Assessment 2DescriptionFocusEssayValue50Due D.docx
Assessment 2DescriptionFocusEssayValue50Due D.docxAssessment 2DescriptionFocusEssayValue50Due D.docx
Assessment 2DescriptionFocusEssayValue50Due D.docxgalerussel59292
 
Ms 07 information systems for managers
Ms 07 information systems for managersMs 07 information systems for managers
Ms 07 information systems for managerssmumbahelp
 
IT 700 Final Project Guidelines and RubricOverviewAs the fin.docx
IT 700 Final Project Guidelines and RubricOverviewAs the fin.docxIT 700 Final Project Guidelines and RubricOverviewAs the fin.docx
IT 700 Final Project Guidelines and RubricOverviewAs the fin.docxADDY50
 
Presentation ,,
Presentation ,,Presentation ,,
Presentation ,,kennyakindele
 
ICT BTEC
ICT BTECICT BTEC
ICT BTECkennyakindele
 
· THE INDUSTRY AND THE COMPANY AND ITS PRODUCT(S) OR SERVICE(S)A.docx
· THE INDUSTRY AND THE COMPANY AND ITS PRODUCT(S) OR SERVICE(S)A.docx· THE INDUSTRY AND THE COMPANY AND ITS PRODUCT(S) OR SERVICE(S)A.docx
· THE INDUSTRY AND THE COMPANY AND ITS PRODUCT(S) OR SERVICE(S)A.docxoswald1horne84988
 
u10a1-Risk Assessment Report-Beji Jacob
u10a1-Risk Assessment Report-Beji Jacobu10a1-Risk Assessment Report-Beji Jacob
u10a1-Risk Assessment Report-Beji JacobBeji Jacob
 
Fissea09 mgupta-day3-panel process-program-build-effective-training
Fissea09 mgupta-day3-panel process-program-build-effective-trainingFissea09 mgupta-day3-panel process-program-build-effective-training
Fissea09 mgupta-day3-panel process-program-build-effective-trainingSwati Gupta
 
Aula 1 - Project Management Concepts by Roger Pressman
Aula 1 - Project Management Concepts by Roger PressmanAula 1 - Project Management Concepts by Roger Pressman
Aula 1 - Project Management Concepts by Roger PressmanRogerio P C do Nascimento
 
Ifsm 370 project 2 white paper instructions
Ifsm 370 project 2 white paper instructionsIfsm 370 project 2 white paper instructions
Ifsm 370 project 2 white paper instructionsbestwriter
 
Applying Lean for information security operations centre
Applying Lean for information security operations centreApplying Lean for information security operations centre
Applying Lean for information security operations centreNaushad Rajani. - CISA, CISSP, CCSP, PMP, DCPP (Privacy)
 
Table of contents
Table of contentsTable of contents
Table of contentsjayonline_4u
 
Questions On Technical Design Decisions
Questions On Technical Design DecisionsQuestions On Technical Design Decisions
Questions On Technical Design DecisionsRikki Wright
 
Closing the Gap for Advanced Enterprise Cybersecurity Skills with CompTIA Adv...
Closing the Gap for Advanced Enterprise Cybersecurity Skills with CompTIA Adv...Closing the Gap for Advanced Enterprise Cybersecurity Skills with CompTIA Adv...
Closing the Gap for Advanced Enterprise Cybersecurity Skills with CompTIA Adv...CompTIA
 
Project Access Control ProposalPurposeThis course project i
Project Access Control ProposalPurposeThis course project iProject Access Control ProposalPurposeThis course project i
Project Access Control ProposalPurposeThis course project idavieec5f
 
Attached is a joint letter to Capitol Hill to advocate for increased.docx
Attached is a joint letter to Capitol Hill to advocate for increased.docxAttached is a joint letter to Capitol Hill to advocate for increased.docx
Attached is a joint letter to Capitol Hill to advocate for increased.docxjaggernaoma
 
Attached is a copy of an interview done with a Tribal member regardi.docx
Attached is a copy of an interview done with a Tribal member regardi.docxAttached is a copy of an interview done with a Tribal member regardi.docx
Attached is a copy of an interview done with a Tribal member regardi.docxjaggernaoma
 

More Related Content

Similar to In this assignment we will take a look at a given project scen.docx

Complete network security protection for sme's within limited resources
Complete network security protection for sme's within limited resourcesComplete network security protection for sme's within limited resources
Complete network security protection for sme's within limited resourcesIJNSA Journal
 
Project Access Control ProposalPurposeThis course project i.docx
Project Access Control ProposalPurposeThis course project i.docxProject Access Control ProposalPurposeThis course project i.docx
Project Access Control ProposalPurposeThis course project i.docxstilliegeorgiana
 
Project Deliverable 2 Business Requirements1Project Deliverab.docx
Project Deliverable 2 Business Requirements1Project Deliverab.docxProject Deliverable 2 Business Requirements1Project Deliverab.docx
Project Deliverable 2 Business Requirements1Project Deliverab.docxwkyra78
 
Successful DevSecOps Organizations - by Dawid Balut
Successful DevSecOps Organizations - by Dawid BalutSuccessful DevSecOps Organizations - by Dawid Balut
Successful DevSecOps Organizations - by Dawid BalutDawid Balut
 
Aging Services Expo Presentation
Aging Services Expo PresentationAging Services Expo Presentation
Aging Services Expo PresentationMary Derrick Cook
 
Assessment 2DescriptionFocusEssayValue50Due D.docx
Assessment 2DescriptionFocusEssayValue50Due D.docxAssessment 2DescriptionFocusEssayValue50Due D.docx
Assessment 2DescriptionFocusEssayValue50Due D.docxgalerussel59292
 
Ms 07 information systems for managers
Ms 07 information systems for managersMs 07 information systems for managers
Ms 07 information systems for managerssmumbahelp
 
IT 700 Final Project Guidelines and RubricOverviewAs the fin.docx
IT 700 Final Project Guidelines and RubricOverviewAs the fin.docxIT 700 Final Project Guidelines and RubricOverviewAs the fin.docx
IT 700 Final Project Guidelines and RubricOverviewAs the fin.docxADDY50
 
· THE INDUSTRY AND THE COMPANY AND ITS PRODUCT(S) OR SERVICE(S)A.docx
· THE INDUSTRY AND THE COMPANY AND ITS PRODUCT(S) OR SERVICE(S)A.docx· THE INDUSTRY AND THE COMPANY AND ITS PRODUCT(S) OR SERVICE(S)A.docx
· THE INDUSTRY AND THE COMPANY AND ITS PRODUCT(S) OR SERVICE(S)A.docxoswald1horne84988
 
u10a1-Risk Assessment Report-Beji Jacob
u10a1-Risk Assessment Report-Beji Jacobu10a1-Risk Assessment Report-Beji Jacob
u10a1-Risk Assessment Report-Beji JacobBeji Jacob
 
Fissea09 mgupta-day3-panel process-program-build-effective-training
Fissea09 mgupta-day3-panel process-program-build-effective-trainingFissea09 mgupta-day3-panel process-program-build-effective-training
Fissea09 mgupta-day3-panel process-program-build-effective-trainingSwati Gupta
 
Aula 1 - Project Management Concepts by Roger Pressman
Aula 1 - Project Management Concepts by Roger PressmanAula 1 - Project Management Concepts by Roger Pressman
Aula 1 - Project Management Concepts by Roger PressmanRogerio P C do Nascimento
 
Ifsm 370 project 2 white paper instructions
Ifsm 370 project 2 white paper instructionsIfsm 370 project 2 white paper instructions
Ifsm 370 project 2 white paper instructionsbestwriter
 
Questions On Technical Design Decisions
Questions On Technical Design DecisionsQuestions On Technical Design Decisions
Questions On Technical Design DecisionsRikki Wright
 
Closing the Gap for Advanced Enterprise Cybersecurity Skills with CompTIA Adv...
Closing the Gap for Advanced Enterprise Cybersecurity Skills with CompTIA Adv...Closing the Gap for Advanced Enterprise Cybersecurity Skills with CompTIA Adv...
Closing the Gap for Advanced Enterprise Cybersecurity Skills with CompTIA Adv...CompTIA
 
Project Access Control ProposalPurposeThis course project i
Project Access Control ProposalPurposeThis course project iProject Access Control ProposalPurposeThis course project i
Project Access Control ProposalPurposeThis course project idavieec5f
 

Similar to In this assignment we will take a look at a given project scen.docx (20)

Complete network security protection for sme's within limited resources
Complete network security protection for sme's within limited resourcesComplete network security protection for sme's within limited resources
Complete network security protection for sme's within limited resources
 
Project Access Control ProposalPurposeThis course project i.docx
Project Access Control ProposalPurposeThis course project i.docxProject Access Control ProposalPurposeThis course project i.docx
Project Access Control ProposalPurposeThis course project i.docx
 
Project Deliverable 2 Business Requirements1Project Deliverab.docx
Project Deliverable 2 Business Requirements1Project Deliverab.docxProject Deliverable 2 Business Requirements1Project Deliverab.docx
Project Deliverable 2 Business Requirements1Project Deliverab.docx
 
Successful DevSecOps Organizations - by Dawid Balut
Successful DevSecOps Organizations - by Dawid BalutSuccessful DevSecOps Organizations - by Dawid Balut
Successful DevSecOps Organizations - by Dawid Balut
 
Aging Services Expo Presentation
Aging Services Expo PresentationAging Services Expo Presentation
Aging Services Expo Presentation
 
Assessment 2DescriptionFocusEssayValue50Due D.docx
Assessment 2DescriptionFocusEssayValue50Due D.docxAssessment 2DescriptionFocusEssayValue50Due D.docx
Assessment 2DescriptionFocusEssayValue50Due D.docx
 
Ms 07 information systems for managers
Ms 07 information systems for managersMs 07 information systems for managers
Ms 07 information systems for managers
 
IT 700 Final Project Guidelines and RubricOverviewAs the fin.docx
IT 700 Final Project Guidelines and RubricOverviewAs the fin.docxIT 700 Final Project Guidelines and RubricOverviewAs the fin.docx
IT 700 Final Project Guidelines and RubricOverviewAs the fin.docx
 
Presentation ,,
Presentation ,,Presentation ,,
Presentation ,,
 
ICT BTEC
ICT BTECICT BTEC
ICT BTEC
 
· THE INDUSTRY AND THE COMPANY AND ITS PRODUCT(S) OR SERVICE(S)A.docx
· THE INDUSTRY AND THE COMPANY AND ITS PRODUCT(S) OR SERVICE(S)A.docx· THE INDUSTRY AND THE COMPANY AND ITS PRODUCT(S) OR SERVICE(S)A.docx
· THE INDUSTRY AND THE COMPANY AND ITS PRODUCT(S) OR SERVICE(S)A.docx
 
u10a1-Risk Assessment Report-Beji Jacob
u10a1-Risk Assessment Report-Beji Jacobu10a1-Risk Assessment Report-Beji Jacob
u10a1-Risk Assessment Report-Beji Jacob
 
Fissea09 mgupta-day3-panel process-program-build-effective-training
Fissea09 mgupta-day3-panel process-program-build-effective-trainingFissea09 mgupta-day3-panel process-program-build-effective-training
Fissea09 mgupta-day3-panel process-program-build-effective-training
 
Aula 1 - Project Management Concepts by Roger Pressman
Aula 1 - Project Management Concepts by Roger PressmanAula 1 - Project Management Concepts by Roger Pressman
Aula 1 - Project Management Concepts by Roger Pressman
 
Ifsm 370 project 2 white paper instructions
Ifsm 370 project 2 white paper instructionsIfsm 370 project 2 white paper instructions
Ifsm 370 project 2 white paper instructions
 
Applying Lean for information security operations centre
Applying Lean for information security operations centreApplying Lean for information security operations centre
Applying Lean for information security operations centre
 
Table of contents
Table of contentsTable of contents
Table of contents
 
Questions On Technical Design Decisions
Questions On Technical Design DecisionsQuestions On Technical Design Decisions
Questions On Technical Design Decisions
 
Closing the Gap for Advanced Enterprise Cybersecurity Skills with CompTIA Adv...
Closing the Gap for Advanced Enterprise Cybersecurity Skills with CompTIA Adv...Closing the Gap for Advanced Enterprise Cybersecurity Skills with CompTIA Adv...
Closing the Gap for Advanced Enterprise Cybersecurity Skills with CompTIA Adv...
 
Project Access Control ProposalPurposeThis course project i
Project Access Control ProposalPurposeThis course project iProject Access Control ProposalPurposeThis course project i
Project Access Control ProposalPurposeThis course project i
 

More from jaggernaoma

Attached is a joint letter to Capitol Hill to advocate for increased.docx
Attached is a joint letter to Capitol Hill to advocate for increased.docxAttached is a joint letter to Capitol Hill to advocate for increased.docx
Attached is a joint letter to Capitol Hill to advocate for increased.docxjaggernaoma
 
Attached is a copy of an interview done with a Tribal member regardi.docx
Attached is a copy of an interview done with a Tribal member regardi.docxAttached is a copy of an interview done with a Tribal member regardi.docx
Attached is a copy of an interview done with a Tribal member regardi.docxjaggernaoma
 
Attached Files Week 5 - trace IP Physical Location.rtf (38..docx
Attached Files Week 5 - trace IP Physical Location.rtf (38..docxAttached Files Week 5 - trace IP Physical Location.rtf (38..docx
Attached Files Week 5 - trace IP Physical Location.rtf (38..docxjaggernaoma
 
Attached here is a psychology article I need to be summarized. Pleas.docx
Attached here is a psychology article I need to be summarized. Pleas.docxAttached here is a psychology article I need to be summarized. Pleas.docx
Attached here is a psychology article I need to be summarized. Pleas.docxjaggernaoma
 
Attached Files News Analysis Sample.docxNews Analysis Sam.docx
Attached Files News Analysis Sample.docxNews Analysis Sam.docxAttached Files News Analysis Sample.docxNews Analysis Sam.docx
Attached Files News Analysis Sample.docxNews Analysis Sam.docxjaggernaoma
 
Attached Files  SOC-220_SOCIAL PROBLEMS PRESENTATION.docx
Attached Files  SOC-220_SOCIAL PROBLEMS PRESENTATION.docxAttached Files  SOC-220_SOCIAL PROBLEMS PRESENTATION.docx
Attached Files  SOC-220_SOCIAL PROBLEMS PRESENTATION.docxjaggernaoma
 
Attached below you will find the series of 4 questions. This assignm.docx
Attached below you will find the series of 4 questions. This assignm.docxAttached below you will find the series of 4 questions. This assignm.docx
Attached below you will find the series of 4 questions. This assignm.docxjaggernaoma
 
Attached below isWEEK 4 As always, include references. As alwa.docx
Attached below isWEEK 4 As always, include references. As alwa.docxAttached below isWEEK 4 As always, include references. As alwa.docx
Attached below isWEEK 4 As always, include references. As alwa.docxjaggernaoma
 
Attached are two articles in one document. Write thoughtful resp.docx
Attached are two articles in one document. Write thoughtful resp.docxAttached are two articles in one document. Write thoughtful resp.docx
Attached are two articles in one document. Write thoughtful resp.docxjaggernaoma
 
Attached are the instructions to the assignment.Written Assign.docx
Attached are the instructions to the assignment.Written Assign.docxAttached are the instructions to the assignment.Written Assign.docx
Attached are the instructions to the assignment.Written Assign.docxjaggernaoma
 
Attached are the instructions and rubric! Research Paper #2.docx
Attached are the instructions and rubric! Research Paper #2.docxAttached are the instructions and rubric! Research Paper #2.docx
Attached are the instructions and rubric! Research Paper #2.docxjaggernaoma
 
Attached are the guidelines for the Expertise Sharing Project. M.docx
Attached are the guidelines for the Expertise Sharing Project. M.docxAttached are the guidelines for the Expertise Sharing Project. M.docx
Attached are the guidelines for the Expertise Sharing Project. M.docxjaggernaoma
 
Attached are the documents needed to complete the assignment. The in.docx
Attached are the documents needed to complete the assignment. The in.docxAttached are the documents needed to complete the assignment. The in.docx
Attached are the documents needed to complete the assignment. The in.docxjaggernaoma
 
Attached are the 3 documents1. Draft copy submitted2. Sam.docx
Attached are the 3 documents1. Draft copy submitted2. Sam.docxAttached are the 3 documents1. Draft copy submitted2. Sam.docx
Attached are the 3 documents1. Draft copy submitted2. Sam.docxjaggernaoma
 
attached are directions needed to complete this essay! Please make s.docx
attached are directions needed to complete this essay! Please make s.docxattached are directions needed to complete this essay! Please make s.docx
attached are directions needed to complete this essay! Please make s.docxjaggernaoma
 
Attach is the checklist For this Assignment, write a 3 and half pa.docx
Attach is the checklist For this Assignment, write a 3 and half pa.docxAttach is the checklist For this Assignment, write a 3 and half pa.docx
Attach is the checklist For this Assignment, write a 3 and half pa.docxjaggernaoma
 
Attach and submit the final draft of your Narrative Essay. Remember .docx
Attach and submit the final draft of your Narrative Essay. Remember .docxAttach and submit the final draft of your Narrative Essay. Remember .docx
Attach and submit the final draft of your Narrative Essay. Remember .docxjaggernaoma
 
Atomic Theory Scientists and Their ContributionsScientist .docx
Atomic Theory Scientists and Their ContributionsScientist .docxAtomic Theory Scientists and Their ContributionsScientist .docx
Atomic Theory Scientists and Their ContributionsScientist .docxjaggernaoma
 
Atomic models are useful because they allow us to picture what is in.docx
Atomic models are useful because they allow us to picture what is in.docxAtomic models are useful because they allow us to picture what is in.docx
Atomic models are useful because they allow us to picture what is in.docxjaggernaoma
 
Atoms and Electrons AssignmentLook at these websites to he.docx
Atoms and Electrons AssignmentLook at these websites to he.docxAtoms and Electrons AssignmentLook at these websites to he.docx
Atoms and Electrons AssignmentLook at these websites to he.docxjaggernaoma
 

More from jaggernaoma (20)

Attached is a joint letter to Capitol Hill to advocate for increased.docx
Attached is a joint letter to Capitol Hill to advocate for increased.docxAttached is a joint letter to Capitol Hill to advocate for increased.docx
Attached is a joint letter to Capitol Hill to advocate for increased.docx
 
Attached is a copy of an interview done with a Tribal member regardi.docx
Attached is a copy of an interview done with a Tribal member regardi.docxAttached is a copy of an interview done with a Tribal member regardi.docx
Attached is a copy of an interview done with a Tribal member regardi.docx
 
Attached Files Week 5 - trace IP Physical Location.rtf (38..docx
Attached Files Week 5 - trace IP Physical Location.rtf (38..docxAttached Files Week 5 - trace IP Physical Location.rtf (38..docx
Attached Files Week 5 - trace IP Physical Location.rtf (38..docx
 
Attached here is a psychology article I need to be summarized. Pleas.docx
Attached here is a psychology article I need to be summarized. Pleas.docxAttached here is a psychology article I need to be summarized. Pleas.docx
Attached here is a psychology article I need to be summarized. Pleas.docx
 
Attached Files News Analysis Sample.docxNews Analysis Sam.docx
Attached Files News Analysis Sample.docxNews Analysis Sam.docxAttached Files News Analysis Sample.docxNews Analysis Sam.docx
Attached Files News Analysis Sample.docxNews Analysis Sam.docx
 
Attached Files  SOC-220_SOCIAL PROBLEMS PRESENTATION.docx
Attached Files  SOC-220_SOCIAL PROBLEMS PRESENTATION.docxAttached Files  SOC-220_SOCIAL PROBLEMS PRESENTATION.docx
Attached Files  SOC-220_SOCIAL PROBLEMS PRESENTATION.docx
 
Attached below you will find the series of 4 questions. This assignm.docx
Attached below you will find the series of 4 questions. This assignm.docxAttached below you will find the series of 4 questions. This assignm.docx
Attached below you will find the series of 4 questions. This assignm.docx
 
Attached below isWEEK 4 As always, include references. As alwa.docx
Attached below isWEEK 4 As always, include references. As alwa.docxAttached below isWEEK 4 As always, include references. As alwa.docx
Attached below isWEEK 4 As always, include references. As alwa.docx
 
Attached are two articles in one document. Write thoughtful resp.docx
Attached are two articles in one document. Write thoughtful resp.docxAttached are two articles in one document. Write thoughtful resp.docx
Attached are two articles in one document. Write thoughtful resp.docx
 
Attached are the instructions to the assignment.Written Assign.docx
Attached are the instructions to the assignment.Written Assign.docxAttached are the instructions to the assignment.Written Assign.docx
Attached are the instructions to the assignment.Written Assign.docx
 
Attached are the instructions and rubric! Research Paper #2.docx
Attached are the instructions and rubric! Research Paper #2.docxAttached are the instructions and rubric! Research Paper #2.docx
Attached are the instructions and rubric! Research Paper #2.docx
 
Attached are the guidelines for the Expertise Sharing Project. M.docx
Attached are the guidelines for the Expertise Sharing Project. M.docxAttached are the guidelines for the Expertise Sharing Project. M.docx
Attached are the guidelines for the Expertise Sharing Project. M.docx
 
Attached are the documents needed to complete the assignment. The in.docx
Attached are the documents needed to complete the assignment. The in.docxAttached are the documents needed to complete the assignment. The in.docx
Attached are the documents needed to complete the assignment. The in.docx
 
Attached are the 3 documents1. Draft copy submitted2. Sam.docx
Attached are the 3 documents1. Draft copy submitted2. Sam.docxAttached are the 3 documents1. Draft copy submitted2. Sam.docx
Attached are the 3 documents1. Draft copy submitted2. Sam.docx
 
attached are directions needed to complete this essay! Please make s.docx
attached are directions needed to complete this essay! Please make s.docxattached are directions needed to complete this essay! Please make s.docx
attached are directions needed to complete this essay! Please make s.docx
 
Attach is the checklist For this Assignment, write a 3 and half pa.docx
Attach is the checklist For this Assignment, write a 3 and half pa.docxAttach is the checklist For this Assignment, write a 3 and half pa.docx
Attach is the checklist For this Assignment, write a 3 and half pa.docx
 
Attach and submit the final draft of your Narrative Essay. Remember .docx
Attach and submit the final draft of your Narrative Essay. Remember .docxAttach and submit the final draft of your Narrative Essay. Remember .docx
Attach and submit the final draft of your Narrative Essay. Remember .docx
 
Atomic Theory Scientists and Their ContributionsScientist .docx
Atomic Theory Scientists and Their ContributionsScientist .docxAtomic Theory Scientists and Their ContributionsScientist .docx
Atomic Theory Scientists and Their ContributionsScientist .docx
 
Atomic models are useful because they allow us to picture what is in.docx
Atomic models are useful because they allow us to picture what is in.docxAtomic models are useful because they allow us to picture what is in.docx
Atomic models are useful because they allow us to picture what is in.docx
 
Atoms and Electrons AssignmentLook at these websites to he.docx
Atoms and Electrons AssignmentLook at these websites to he.docxAtoms and Electrons AssignmentLook at these websites to he.docx
Atoms and Electrons AssignmentLook at these websites to he.docx
 

Recently uploaded

Capitol Tech U Doctoral Presentation - April 2024.pptx
Capitol Tech U Doctoral Presentation - April 2024.pptxCapitol Tech U Doctoral Presentation - April 2024.pptx
Capitol Tech U Doctoral Presentation - April 2024.pptxCapitolTechU
 
ECONOMIC CONTEXT - PAPER 1 Q3: NEWSPAPERS.pptx
ECONOMIC CONTEXT - PAPER 1 Q3: NEWSPAPERS.pptxECONOMIC CONTEXT - PAPER 1 Q3: NEWSPAPERS.pptx
ECONOMIC CONTEXT - PAPER 1 Q3: NEWSPAPERS.pptxiammrhaywood
 
POINT- BIOCHEMISTRY SEM 2 ENZYMES UNIT 5.pptx
POINT- BIOCHEMISTRY SEM 2 ENZYMES UNIT 5.pptxPOINT- BIOCHEMISTRY SEM 2 ENZYMES UNIT 5.pptx
POINT- BIOCHEMISTRY SEM 2 ENZYMES UNIT 5.pptxSayali Powar
 
Proudly South Africa powerpoint Thorisha.pptx
Proudly South Africa powerpoint Thorisha.pptxProudly South Africa powerpoint Thorisha.pptx
Proudly South Africa powerpoint Thorisha.pptxthorishapillay1
 
Full Stack Web Development Course for Beginners
Full Stack Web Development Course for BeginnersFull Stack Web Development Course for Beginners
Full Stack Web Development Course for BeginnersSabitha Banu
 
Interactive Powerpoint_How to Master effective communication
Interactive Powerpoint_How to Master effective communicationInteractive Powerpoint_How to Master effective communication
Interactive Powerpoint_How to Master effective communicationnomboosow
 
How to Configure Email Server in Odoo 17
How to Configure Email Server in Odoo 17How to Configure Email Server in Odoo 17
How to Configure Email Server in Odoo 17Celine George
 
CARE OF CHILD IN INCUBATOR..........pptx
CARE OF CHILD IN INCUBATOR..........pptxCARE OF CHILD IN INCUBATOR..........pptx
CARE OF CHILD IN INCUBATOR..........pptxGaneshChakor2
 
internship ppt on smartinternz platform as salesforce developer
internship ppt on smartinternz platform as salesforce developerinternship ppt on smartinternz platform as salesforce developer
internship ppt on smartinternz platform as salesforce developerunnathinaik
 
MARGINALIZATION (Different learners in Marginalized Group
MARGINALIZATION (Different learners in Marginalized GroupMARGINALIZATION (Different learners in Marginalized Group
MARGINALIZATION (Different learners in Marginalized GroupJonathanParaisoCruz
 
CELL CYCLE Division Science 8 quarter IV.pptx
CELL CYCLE Division Science 8 quarter IV.pptxCELL CYCLE Division Science 8 quarter IV.pptx
CELL CYCLE Division Science 8 quarter IV.pptxJiesonDelaCerna
 
History Class XII Ch. 3 Kinship, Caste and Class (1).pptx
History Class XII Ch. 3 Kinship, Caste and Class (1).pptxHistory Class XII Ch. 3 Kinship, Caste and Class (1).pptx
History Class XII Ch. 3 Kinship, Caste and Class (1).pptxsocialsciencegdgrohi
 
DATA STRUCTURE AND ALGORITHM for beginners
DATA STRUCTURE AND ALGORITHM for beginnersDATA STRUCTURE AND ALGORITHM for beginners
DATA STRUCTURE AND ALGORITHM for beginnersSabitha Banu
 
भारत-रोम व्यापार.pptx, Indo-Roman Trade,
भारत-रोम व्यापार.pptx, Indo-Roman Trade,भारत-रोम व्यापार.pptx, Indo-Roman Trade,
भारत-रोम व्यापार.pptx, Indo-Roman Trade,Virag Sontakke
 
Alper Gobel In Media Res Media Component
Alper Gobel In Media Res Media ComponentAlper Gobel In Media Res Media Component
Alper Gobel In Media Res Media ComponentInMediaRes1
 
Historical philosophical, theoretical, and legal foundations of special and i...
Historical philosophical, theoretical, and legal foundations of special and i...Historical philosophical, theoretical, and legal foundations of special and i...
Historical philosophical, theoretical, and legal foundations of special and i...jaredbarbolino94
 
How to Make a Pirate ship Primary Education.pptx
How to Make a Pirate ship Primary Education.pptxHow to Make a Pirate ship Primary Education.pptx
How to Make a Pirate ship Primary Education.pptxmanuelaromero2013
 
Computed Fields and api Depends in the Odoo 17
Computed Fields and api Depends in the Odoo 17Computed Fields and api Depends in the Odoo 17
Computed Fields and api Depends in the Odoo 17Celine George
 
Hierarchy of management that covers different levels of management
Hierarchy of management that covers different levels of managementHierarchy of management that covers different levels of management
Hierarchy of management that covers different levels of managementmkooblal
 

Recently uploaded (20)

Capitol Tech U Doctoral Presentation - April 2024.pptx
Capitol Tech U Doctoral Presentation - April 2024.pptxCapitol Tech U Doctoral Presentation - April 2024.pptx
Capitol Tech U Doctoral Presentation - April 2024.pptx
 
ECONOMIC CONTEXT - PAPER 1 Q3: NEWSPAPERS.pptx
ECONOMIC CONTEXT - PAPER 1 Q3: NEWSPAPERS.pptxECONOMIC CONTEXT - PAPER 1 Q3: NEWSPAPERS.pptx
ECONOMIC CONTEXT - PAPER 1 Q3: NEWSPAPERS.pptx
 
POINT- BIOCHEMISTRY SEM 2 ENZYMES UNIT 5.pptx
POINT- BIOCHEMISTRY SEM 2 ENZYMES UNIT 5.pptxPOINT- BIOCHEMISTRY SEM 2 ENZYMES UNIT 5.pptx
POINT- BIOCHEMISTRY SEM 2 ENZYMES UNIT 5.pptx
 
Proudly South Africa powerpoint Thorisha.pptx
Proudly South Africa powerpoint Thorisha.pptxProudly South Africa powerpoint Thorisha.pptx
Proudly South Africa powerpoint Thorisha.pptx
 
Full Stack Web Development Course for Beginners
Full Stack Web Development Course for BeginnersFull Stack Web Development Course for Beginners
Full Stack Web Development Course for Beginners
 
Interactive Powerpoint_How to Master effective communication
Interactive Powerpoint_How to Master effective communicationInteractive Powerpoint_How to Master effective communication
Interactive Powerpoint_How to Master effective communication
 
How to Configure Email Server in Odoo 17
How to Configure Email Server in Odoo 17How to Configure Email Server in Odoo 17
How to Configure Email Server in Odoo 17
 
OS-operating systems- ch04 (Threads) ...
OS-operating systems- ch04 (Threads) ...OS-operating systems- ch04 (Threads) ...
OS-operating systems- ch04 (Threads) ...
 
CARE OF CHILD IN INCUBATOR..........pptx
CARE OF CHILD IN INCUBATOR..........pptxCARE OF CHILD IN INCUBATOR..........pptx
CARE OF CHILD IN INCUBATOR..........pptx
 
internship ppt on smartinternz platform as salesforce developer
internship ppt on smartinternz platform as salesforce developerinternship ppt on smartinternz platform as salesforce developer
internship ppt on smartinternz platform as salesforce developer
 
MARGINALIZATION (Different learners in Marginalized Group
MARGINALIZATION (Different learners in Marginalized GroupMARGINALIZATION (Different learners in Marginalized Group
MARGINALIZATION (Different learners in Marginalized Group
 
CELL CYCLE Division Science 8 quarter IV.pptx
CELL CYCLE Division Science 8 quarter IV.pptxCELL CYCLE Division Science 8 quarter IV.pptx
CELL CYCLE Division Science 8 quarter IV.pptx
 
History Class XII Ch. 3 Kinship, Caste and Class (1).pptx
History Class XII Ch. 3 Kinship, Caste and Class (1).pptxHistory Class XII Ch. 3 Kinship, Caste and Class (1).pptx
History Class XII Ch. 3 Kinship, Caste and Class (1).pptx
 
DATA STRUCTURE AND ALGORITHM for beginners
DATA STRUCTURE AND ALGORITHM for beginnersDATA STRUCTURE AND ALGORITHM for beginners
DATA STRUCTURE AND ALGORITHM for beginners
 
भारत-रोम व्यापार.pptx, Indo-Roman Trade,
भारत-रोम व्यापार.pptx, Indo-Roman Trade,भारत-रोम व्यापार.pptx, Indo-Roman Trade,
भारत-रोम व्यापार.pptx, Indo-Roman Trade,
 
Alper Gobel In Media Res Media Component
Alper Gobel In Media Res Media ComponentAlper Gobel In Media Res Media Component
Alper Gobel In Media Res Media Component
 
Historical philosophical, theoretical, and legal foundations of special and i...
Historical philosophical, theoretical, and legal foundations of special and i...Historical philosophical, theoretical, and legal foundations of special and i...
Historical philosophical, theoretical, and legal foundations of special and i...
 
How to Make a Pirate ship Primary Education.pptx
How to Make a Pirate ship Primary Education.pptxHow to Make a Pirate ship Primary Education.pptx
How to Make a Pirate ship Primary Education.pptx
 
Computed Fields and api Depends in the Odoo 17
Computed Fields and api Depends in the Odoo 17Computed Fields and api Depends in the Odoo 17
Computed Fields and api Depends in the Odoo 17
 
Hierarchy of management that covers different levels of management
Hierarchy of management that covers different levels of managementHierarchy of management that covers different levels of management
Hierarchy of management that covers different levels of management
 

In this assignment we will take a look at a given project scen.docx

  • 1. In this assignment we will take a look at a given project scenario, conduct a risk assessment on the architecture, and propose three security technologies that can help mitigate the identified risks. ! Scenario: The International Travel Agency (ITA) is a multinational corporation that provides packaged travel services for small to medium enterprises (SMEs) around the world. Boasting thousands of customers and hundreds of employees, the ITA is planning on expanding their network to better fit their information technology needs. Primarily, they are looking to develop an IT solution that allows multiple Travel Data Providers (regional offices) to connect to their centralized IT resources. The International Travel Agency has contracted your team to set up its core network and Travel Data Provider (TDP) network and assess security risks related to the new network deployment. For this project, assume the network has already been deployed, as per the image above. Working together as a team, the ITA would like you to leverage your expert knowledge to identify potential security pitfalls in the current network design and
  • 2. propose technologies that can help mitigate any identified security risks. For your assignment, you should complete a 20-minute presentation outlining your answers to the following: 1. Conduct a risk assessment on the above network deployment and identify 3 possible weaknesses that could allow a malicious attacker to subvert the confidentiality, integrity, or availability of the ITA’s network resources or data. Name and describe the risk, identify what part of the network it would target, and identify how such a breach would negatively impact the ITA. If you make any assumptions about the network, be sure to state them in your answers. (30 Points) 2. Name and describe one technology that could be used to reduce each of the risks you identified above (one technology per risk). Briefly discuss when and where the technology is commonly used and where it could be placed in the ITA network to effectively mitigate the risk you identified. (30 Points) In addition to identifying specific security pitfalls in their current design, the client would like you to create a package of materials that can be distributed to employees as part of the ITA’s ongoing security awareness training plan. These materials can be in any form (videos, posters, informative email communications, etc.) and should touch on three common security issues encountered by employees with a limited IT background.
  • 3. (5 points each, 15 points total.) Evaluation of these materials will be directly tied to their perceived effectiveness in an enterprise environment! Lead and manage effective Workplace relationships BSBLDR502 V2016.4 2016 Learner Workbook Student Name: Student ID: BSBLDR502 Lead and manage effective workplace relationships This unit describes the skills and knowledge required to lead and manage effective workplace relationships.
  • 4. Performance criteria ELEMENT PERFORMANCE CRITERIA 1. Manage ideas and information 1.1. Ensure strategies and processes are in place to communicate information associated with the achievement of work responsibilities to all co-worker 1.2. Develop and/or implement consultation processes to ensure that employees have the opportunity to contribute to issues related to their work roles 1.3. Facilitate feedback to employees on outcomes of the consultation process 1.4 Develop and/or implement process to ensure that issues raised are resolved promptly or referred to relevant personnel 2. Establish systems to
  • 5. develop trust and confidence 2.1. Establish and/or implement policies to ensure that the organisation’s cultural diversity and ethical values are adhered to 2.2. Gain and maintain the trust and confidence of colleagues and external contacts through professional conduct 2.3. Adjust own interpersonal communication styles to meet the organisation’s cultural diversity and ethical environment and guide and support the work team in their personal adjustment process 3. Manage the development and maintenance of networks and relationships 3.1. Use network to build workplace relationships providing identifiable outcomes for the team and the organisation 3.2.Conduct ongoing planning to ensure that effective internal
  • 6. and external workplace relationships are developed and maintained 4. Manage difficulties to achieve positive outcomes 4.1 Develop and/or implement strategies to ensure that difficulties in workplace relationships are identified and resolved 4.2 Establish processes and systems to ensure that conflict is indentified and managed constructively in accordance with the organisation’s policies and procedures 4.3 Provide guidance, counselling and support to assist co- workers in 2 ELEMENT PERFORMANCE CRITERIA resolving their work difficulties 4.4 Develop and implement an action plan to address any
  • 7. identified difficulties Table of Contents Chapter 1 – Manage ideas and information ........................................................................................... 7 1.1. Ensure strategies and processes are in place to communicate information associated with the achievement of work responsibilities to all co-workers ............................................................... 7 Frontline Managers ............................................................................................... .......................... 8 Work Responsibilities ............................................................................................... ....................... 9 Roles of Individuals and Teams ............................................................................................... ........ 9 Team leader, Team members ............................................................................................... ........ 10 Ideas and information ............................................................................................... .................... 10 Collect and analyse ideas and information ................................................................................... 11
  • 8. Sources of internal and external information ............................................................................... 13 Internal ............................................................................................... ........................................... 13 External ............................................................................................... .......................................... 14 Confidential Ideas and Information ........................................................................................... ... 14 Changes to legislation and developments .................................................................................... 14 Important Legislation ............................................................................................... ..................... 15 Strategies for Communication ............................................................................................... ....... 15 Identifying your audience and purpose ........................................................................................ 16 Effective written communication ............................................................................................... .. 18 Effective verbal communication ............................................................................................... .... 19
  • 9. Issue instructions ............................................................................................... ........................... 20 Chapter 2 – Manage ideas and information ......................................................................................... 22 1.2 Develop and/or implement consultation processes to ensure that employees have the opportunity to contribute to issues related to their work role ........................................................ 22 Establish a communication framework ........................................................................................ 22 Features of communication framework ....................................................................................... 23 Develop and implement consultation processes .......................................................................... 23 Consultation processes ............................................................................................... .................. 23 Encourage employee contributions .............................................................................................. 23 Provide opportunities for planning, decision-making and action................................................. 24 Types of forums providing team input ......................................................................................... 24
  • 10. 1.3 Facilitate feedback to employees on outcome of consultation processes ................................. 24 3 Informal and ongoing feedback ............................................................................................... ..... 25 Formal feedback ............................................................................................... ............................ 25 Chapter 3 – Manage ideas and information ......................................................................................... 29 1.4. Develop and/or implement processes to ensure that issues raised are resolved promptly or referred to relevant personnel. ............................................................................................... ......... 29 Identifying problems ............................................................................................... ...................... 29 Solve problems ............................................................................................... ............................... 30 Problem-solving solutions for managers ...................................................................................... 30
  • 11. Dedicated planning sessions ............................................................................................... .......... 31 Involve key personnel or external experts .................................................................................... 31 Informal meeting ............................................................................................... ........................... 32 Conduct Surveys ............................................................................................... ............................. 33 Chapter 4 – Establish systems to develop trust and confidence .......................................................... 35 2.1. Establish and/or implement policies to ensure that the organisation’s cultural diversity and ethical values and adhered to ............................................................................................... ............ 35 Cultural and social diversity ............................................................................................... ........... 35 Organisational policies and procedures ........................................................................................ 36 Social Standards ............................................................................................... ............................. 37 Ethical standards
  • 12. ............................................................................................... ............................ 37 Business standards ............................................................................................... ......................... 38 Adhere to relevant legislation requirements ................................................................................ 39 Work-life balance and family-friendly policies ............................................................................. 40 2.2 Gain and maintain the trust and confidence of colleagues and external contacts through professional conduct ............................................................................................... .......................... 40 Identify colleagues and external contacts .................................................................................... 41 Treat people with integrity and respect ....................................................................................... 41 Show empathy ............................................................................................... ............................... 42 Avoid behaviors that destroy trust ............................................................................................... 42 Aim for high professional standards ............................................................................................. 42
  • 13. Build the talent and confidence of other ...................................................................................... 43 Support your team ............................................................................................... ......................... 43 Motivate others ............................................................................................... ............................. 44 Alleviate organisational stress ............................................................................................... ....... 44 Encourage open communication ............................................................................................... ... 44 Chapter 5 – Establish systems to develop trust and confidence .......................................................... 48 2.3. Adjust own interpersonal communication styles to meet the organisation’s cultural diversity and ethical environment and guide and support the work team in their personal adjustment process ............................................................................................... ............................................... 48 4
  • 14. Organisational structure ............................................................................................... ................ 48 Achieve an optimum environment ..................................................................................... .......... 48 Communicate within a diverse workforce .................................................................................... 49 Language differences .......................................................................................... ..... ..................... 49 Disability and special needs ............................................................................................... ........... 50 Tips for communicating with people with disabilities .................................................................. 51 Use non-discriminatory language ............................................................................................... .. 51 Emphasise cultural factors when recruiting ................................................................................. 51 Interpersonal Styles ............................................................................................... ....................... 52 Coaching and mentoring your team ............................................................................................. 53
  • 15. Chapter 6 – Manage the development and maintenance of networks and relationships ................... 55 3.1. Use networks to build workplace relationships providing identifiable outcomes for the team and the organisation. ............................................................................................... ......................... 55 The purpose of networking ............................................................................................... ............ 55 Use networks to benefit the organization .................................................................................... 56 Benefits to individuals and building relationships through networks .......................................... 57 Develop a list of contacts ............................................................................................... ............... 57 Tips for expanding your contact circle .......................................................................................... 58 Networking strategies ............................................................................................... .................... 58 3.2 Conduct ongoing planning to ensure that effective internal and external workplace relationships are developed and maintained ................................................................................... 59
  • 16. Make the most of your network ............................................................................................... .... 59 Represent your network ............................................................................................... ................ 60 Always follow up ............................................................................................... ............................ 60 Share information about networking ........................................................................................... 60 Chapter 7 – Manage difficulties to achieve positive outcome ............................................................. 62 4.1. Develop and/or implement strategies to ensures that difficulties in workplace relationships are identified and resolved ............................................................................................... ................ 62 Difficulties within the workplace ............................................................................................... ... 62 Manage workplace difficulties ............................................................................................... ....... 63 Speak with relevant people ............................................................................................... ........... 64
  • 17. 4.2. Establish processes and systems to ensure that conflict is identified and managed constructively in accordance with the organisation’s policies and procedures ............................... 64 Follow policies and procedures ............................................................................................... ..... 64 Be objective and constructive ............................................................................................... ........ 65 Defuse the situation ............................................................................................... ....................... 65 Dispute resolution processes ............................................................................................... ......... 66 Chapter 8 – Manage difficulties to achieve positive outcomes ............................................................ 68 5 4.3. Provide guidance, counselling and support to assist co- workers in resolving their work difficulties ............................................................................................... ........................................... 68
  • 18. Frontline managers responsibilities .............................................................................................. 69 Guide your team ............................................................................................... ............................ 69 Counsel your team ............................................................................................... ......................... 69 Support your team ............................................................................................... ......................... 70 4.4. Develop and implement an action plan to address any identified difficulties .......................... 70 Develop an action plan ............................................................................................... .................. 70 Review and implement workplace outcomes ............................................................................... 71 Summary ............................................................................................... ................................................ 73 References ............................................................................................... ............................................. 73
  • 19. 6 Chapter 1 – Manage ideas and information 1.1. Ensure strategies and processes are in place to communicate information associated with the achievement of work responsibilities to all co-workers Collins Australian dictionary defines communication as “The activity of process of giving information to other people or to other living thing”
  • 20. *Taken directly from Collins Cobuild university international language data 1988 – ESSENTIAL DICTIONARY* Communication has many different forms for example verbal and written communication, internal and external communication and there are many different types of people of multiple levels within our organisation who we need to communicate with and who need to communicate with us. Whilst external communication is usually done by managers at a higher level all employees internally communicate with one another. Communication used in a positive way can help to empower your brand, increase customer satisfaction, increase customer retention rates and increase staff productivity. If your organisation communicates both internally and externally in the correct way the results will be measurable with an increase in both productivity and profitability across your organisation. Successful communication within your organisation means that: • Employees understand the audience and stakeholder they are communicating to, they have an understanding of the objectives of the business and the outcome of those objectives and they are able to work towards improving further employee engagement. • Employees can refer to a communication strategy which helps with business strategy and provides a solid structure and skills for all employees within the organisation
  • 21. • Employees at higher levels are equipment with the correct leadership and management tools to help shape a positive behaviour and attitude in all employees as well as a self motivation to reach business goals through positive business results • Communicate in a way which educates and inspires all employees to deliver on organisational goals • Measure internal communication effectiveness Element of competency: 1.1. Ensure strategies and processes are in place to communicate information associated with the achievement of work responsibilities to all co-workers 7 Frontline Managers All managers play an important part in an organisation communication structure, frontline managers primarily are responsible for communicating information to there team members relating to work responsibilities. For a manager they are constantly communicating with their team in regards or all
  • 22. different types of organisational issues, organisational responsibilities of their team, requirements and standards of the organisation, values, policies and procedures as well as new ideas and information which may be relevant to all team members. Frontline managers need to posses certain skills and abilities to be able to: • Gather and organise information from reliable and appropriate sources • Work with their team to analyse and share information • Use information and communicate ideas for specific audiences • Be continuously supportive and motivate other colleagues To be a successful frontline manager you must display a combination of interpersonal, conceptual, practical and technical skills. Like with most roles you take on in life the key to success in this is communication. As a frontline manager one of your main responsibilities are to lead your team as they work towards achieving work goals and responsibilities. A description of the organisations expectations, behaviours and performance requirements are written into the contract for a frontline manager. Irrespective of the job title it is expected that a frontline manager will be able to display leadership, management and motivational skills for themselves and their team. Holding the position of frontline manager means that you are representing the organisation their values and standards, as a role model to your staff your behaviours are constantly being looked at by
  • 23. your employees, it is your responsibility to provide and role model guidance, support and training for all members of your team. Effective managers, frontline managers and team leaders are able to: • Assist team members in achieving their goals • Have open communication, be honest and share information with team members • Make decisions to benefit the team • Demonstrate to the team they need to take responsibility for their actions • Demonstrate active listening and continual learning from other team member • Show a personal interest in team members both professionally and personally • Have an understanding of the goals and objectives team members want to achieve • Display the ability to motivate, mentor and coach team members as well as develop a solid working relationship with them build on trust • Help to develop team values, standards and protocol 8 Work Responsibilities Each individual working within an organisation is given a role
  • 24. in which they are employed to carry out, these roles and responsibilities change for each individual based on the type of organisation you are working for, the environment within your organisation and the industry in which you work. Each member within an organisation needs to be aware of there role , and the responsibility which comes with that role. Whether you are working as a team or as an individual there will be common responsibilities which will be share amongst a number of people within the organisation, these responsibilities when achieved contribute to the overall success of an organizations goals and objectives. All company activities whether they are individual, team or organizational division need to contribute to the overall goals of the entire organisation. When you are employed you are given an individual job description which outlines your responsibilities within an organisation, however both individual and shared responsibilities should be discussed in a team environment so that everyone is aware of there own responsibilities and the responsibilities of the team. Roles of Individuals and Teams A job role normally is based around an individuals skill base and subject knowledge. An individuals role within a team environment is determined by there existing position within an organisation or summed up by there job description. Your role within a team can be very different from your regular job function.
  • 25. As you go from working as an individual to working as part of a team there may be some confusion from other individuals either within the company or within the team or both about your new role and responsibilities of that role. Depending on the organisation and there stance of team work there may be less emphasis on team skills if an organisation is less team focused. When a team environment is being established within an organisation typically you will have a team leader and then individuals who make up the team. Each person within the team including the team leader will have considerably different roles, responsibilities and practical involvement. In each different working environment the team leader and team member will have a different role to play. 9 Team leader, Team members Building Site Operating Theatre Team Leader Foreman
  • 26. Team members and their different roles Bricklayer, electricians, labourers, carpenters, plumbers Team Leader Chief Surgeon Team members and their different roles Anesthetist, theatre nurse, technicians, assistant surgeons Warehouse Bank Branch Team Leader Supervisor Team member and their different roles Forklift driver, pickers, packers, order checkers Team Leader Branch Manager Team member and their different roles Tellers, supervisor, loan staff, back office staff *Taken from Aspire Version 1.2, page 4, Aspire Training and Consulting*
  • 27. Ideas and information All teams require a certain level of information to maximize their ability to achieve work goals and objectives of both the team and organisation, based on the organisation in which you work the level of information to which you will be exposed to will vary. Different people are exposed to different types of organizational inform. For example: Policies and procedures All members of an organisation need to be exposed to policies and procedures which affect them, their team and there work responsibilities. It is the responsibility of the frontline manager to induct new employees, explain the policies and procedures provide clarity on any issues new employees may not be sure about and give a brief as to why this information is important for new employees. Planning and operational Teams need to have an understanding of the organisation’s goals, social and ethical standards. An organization usually places all the relevant information in their vision and or mission statements, codes of best practices, business or strategic plans, risk managements strategies, operational budgets, team plans and operational budgets. A code of conduct helps to outline to employees the rules and responsibilities that an organisation will observe when dealing with their stakeholders.
  • 28. 10 Marketing Organisations keeps both a record of marketing and customer base related information which may include product and price information along with current and previous catalogue information and customer service charters, refund and exchange policies, statistics of sales, stock and market reports, customer feedback etc. This type of information helps to improve marketing, sales and customer service relations both internally and externally. Marketing and customer service data helps to employees to have a better understanding of the organisations products and service and allows then to respond to inquires a lot easier as they are able to work within the broader organizational goals. Archival Data This can include any types of information which has been filed away. For example budgets from the previous year or details of projects which the company have undertaken. Employees may want to access records which have been archived to use as example for templates when preparing business cases. Performance Plans
  • 29. Performance appraisals are used to help improve work performance. Documentation accompanies qualities assurance processes, skills audits, team and individuals performance reviews. It is encouraged to share operational outcomes with work colleagues and make performance data available to them to help continuous improvement amongst all workers. Collect and analyse ideas and information As part of the frontline managers responsibilities they need to be able to research and critically evaluate information which can then be used as part of the continuous improvement for an organisation and a team. There are many areas which need to be considered when collecting and analyzing information an ideas. Information Objectives Understand the objectives of the information. You need to understand the type of information you need to collect, how the information will be used and why it is needed before you start researching for the information. It is important that you are focused on the objectives throughout this process, be specific about the aim and ultimate goals. 11
  • 30. Research Method Apply appropriate research method. The method you use to collect your information will depend on the objective of the information itself, the desired outcome of the information and the amount of time you have to collect and analyse the information. Any member of your team can gather information. Common methods for acquiring information may include: • Reading reports • Analyzing catalogue • Price list and statistics • Interviewing • Asking questions • Sharing ideas • Observing and listening • Reviewing and sampling new products and service Information Sources Identify information sources There is a wide variety of places where you can gather information from, the most likely area is within your own organization. As a manager it is important to be informed where external sources of information are coming from and any issues or developments which may affect the decision making
  • 31. or work performance of staff sourcing the information. Information Validity Making sure that information is valid When gathering information you need to make sure that the information is valid to the subject for which you are gathering the information. There are several ways in which you can determine if the information which you are gathering is valid. • Source – Know where the information is coming from, is the source of the information reliable? Is the source and the information widely accepted within the industry and your organization. • Currency – Make sure that the information you are using is not out of date • Relevance – Information needs to relate directly to the research goals • Presentation – analyses how the information has been presented, is there any errors or is the information poorly organized • Authenticity- Is the information accurate and authentic • Acceptability – does the information follow the organisations policies and procedures for collecting and using information 12
  • 32. Assemble Information Information needs to be assembled correctly As you are collecting information you will need to convert the information into a more suited format for your needs. Information may need to be culled from the original documentation to fit Into the categories you need. The way in which you assessment the information you require will depend on the nature of the information and the documentation use and audience. Sources of internal and external information The source of information which you are collecting should not be limited, information should be gathered both internally and externally. When gathering your information internally you may not be able to source the information from files or data bases but may need to speak to people within your organization. Knowing the correct person you need to approach will help you to better understand the work roles and responsibilities of relationships your colleagues have within the organization. When speaking to colleague make sure you are clear about why you need the information and also be clear on what the colleague can and cannot provide. When considering external sources to gather information you may be looking at gathering information from:
  • 33. • Government departments • Agencies • Industry professionals and associates • Public libraries • Literature • Directories • Your own networking contacts • internet *Dot points taken directly from Aspire Version 1.2 Aspire Training & consulting* Internal Internal communication is the communication which occurs between individual within an organisation. The communication can be between employer and employee, employee and employee, manger and team or individual or manager and manager. Internal communication helps to build businesses and empowers employees by supporting business beliefs, behaviors and culture within an organisation. 13 External External communication is the communication which commonly
  • 34. occurs outside of your organisation or occurs between and employee of the company and an individual outside of the company. This is common when a customer service team member is dealing with a customer or a manager is speaking with stake holders. Confidential Ideas and Information As a manager and a frontline manager if is your responsibility to ensure that any issues or information affecting staff or external customers are dealt with, with confidentiality and privacy. Ideas and information need to be reviewed as commercially or politically sensitive. An effective manager should be able to deal with certain matters with discretion. “Commonwealth, state and territory legislation governs the use of personal or client information” *Quote taken directly from Aspire Training and Consulting version 1.2* When you are presented with information which you are not sure how to deal with, you can also refer to: • Organisational policies and procedures • Advice from more experience colleagues and seniors within your organization • Comply with commonwealth, state or territory privacy legislation • Make judgements as to when you should release certain information
  • 35. • If the information is not sensitive or private you can share the information in a memo, notice announcement either at a staff meeting or meeting which you have called Changes to legislation and developments It is important for frontline managers and managers in general to make sure they are complying with commonwealth, state and territory legislation. All organisation’s will have legislation which they need to comply with. Guidelines around this limitation helps organizations to set boundaries within which they can work. Your companies legislative practices should be written into the companies policies and procedures. By following the companies policies and procedures you are meeting the obligations of your organisation. Using the internet for research and downloading information is the most efficient way to conduct research. It is the most efficient way of keeping up to date with current legislation and any changes or developments with legislation. 14 Important Legislation
  • 36. Work Health and Safety Act 2011 (Cth) Racial Discrimination Act 1975 (Cth) Age Discrimination Act 2004 (Cth) Disability Discrimination Act 1992 (Cth) Sex Discrimination Act 1984 (Cth) Human Rights and Equal opportunity Commission Act 1986 (Cth) Privacy Act 1988 (Cth) Financial legislation relating to the baking, finance or insurance sector Environmental legislation relevant to your organisation Industrial relations legislation and regulation Laws specific to your state or territory Workplace or industry based codes of practice and ethical principles *Table taken directly from Aspire Training and Consulting, version 1.2 page 10* Strategies for Communication The job of an organizational manager is to act as a channel of communication between all team
  • 37. members, other team leaders and senior managers within the organisation. It is encouraged to share information with others within your team or your organisation as this helps to increase productivity and healthy work relationships between co-workers. As a manager you need to be a role model of the type of communication you want others to follow. If you encourage, support and demonstrate open communication then other members of your team will communicate in the same way. When you have effective communication within your organisation the results of that can be seen through cooperation, respect , conflict resolution, innovation and team work. This also increases work performance amongst members of your team. By having open and effective communication within your team and within the organisation your team is more likely to: • Understand the purpose of a practical task • Feel they work in an environment where they are able to ask questions and voice their opinions and concerns • Work in an environment where employees are encouraged to share ideas and solutions 15 • Work in an environment where obligations to work health and
  • 38. safety, equal employment, anti –discrimination and industrial relations and environmental issues are fulfilled. • Work in an environment where social, ethical and business standards are upheld • Enhance good will and motivation of employees • Provide a workplace which is free from damaging speculation and gossip Identifying your audience and purpose When communicating, you are always communicating to an audience, successful communication means that your message is being conveyed using a variety of different communication techniques and styles. The way in which you convey the information you have will depend on the purpose of the information and the audience who you are delivering it to. You need to be clear in the purpose of the communication and consider how the message will be received by your audience. You need to consider whether the communication conveys ideas and information about the about the topic and if the communication method you have chosen is appropriate for both the information being communicated and the audience it is being communicated too. Commonly when you are communicating information within an organisation your audience will consist of: • Work colleagues • Supervisors
  • 39. • Senior management • Working within other departments in the same organisation • Clients and/or suppliers • Potential new customers • General public • Specific target groups There are many different types of communication styles you can use to convey the correct information in the correct way to the correct audience so everything fits together. It is also important to take into consideration the needs of the audience when you are delivering information. It may be helpful to use a number of communication styles and methods when conveying information. You can always ask your audience to provide you with feedback to help you further develop communication methods and styles which best work for your organisation. It is important to remember that communication involves more then just verbal and written methods, communication should be a two way interaction, communication needs to involve the exchange of ideas, listening, consultation and negotiation as well as non verbal communication. All employee’s should be invited and encouraged to have input in communication. There are positives and negatives to using multiple types of communication methods 16
  • 40. Verbal communication for individuals Advantage Disadvantage Example • Messages are conveyed clearly • Direct and instant • Provides opportunity for interaction • Allows for messages to have inconsistencies • Easy for misunderstanding to happen • Poor communication may be time consuming • Face to face • Telephone conversation Verbal Communication in a group Advantage Disadvantage Example • Message is consistent across the group
  • 41. • All questions can be addressed at the same time • Provides opportunity for agreed approach • Time consuming • Dealing with different personality all at the same time • Meetings • Discussion groups Written – Electronic Advantage Disadvantage Example • Quick and efficient • Consistent message being sent • Visually effective • No way to ensure the message has been read • Communication may be misinterpreted
  • 42. • Emails • Intranet posting Written – Open Advantage Disadvantage Example • Quick and efficient • Provides a record • Reaches a wide audience • Does not allow audience to respond • Impersonal • Costs involve • Display notices • Instruction sheets • System documentation 17 Written – targeted Advantage Disadvantage Example
  • 43. • Carefully worded • Direct • Confidential • Provides a clear record • Formal • Impersonal • Discourages conversation • Memos • Letters Presentation Advantage Disadvantage Example • Used as an aid for speeches • Captures interest • Visually appealing • One way communication • Easily misinterpreted • Does not provide a clear record • Unable to clarify if message is clearly
  • 44. understood • Exhibitions • Public addresses *Tables are taken directly from Aspire Training & Consulting version 1.2* Effective written communication When communicating through written communication, you need to ensure that the message is communicated correctly. Time spent gathering and analyzing information will be time wasted if no one can understand the message you are trying to send. When creating a written message you need to think carefully about the message you are sending and to whom, will be receiving the message and what they will be doing with the information. The more often you communicate in a written form the better developed your skill for written communication will be. When communicating in written form you need to think about and consider the following: • Decide what you want to say and why you want to say it • The purpose of your communication needs to be clear • Ensure the point is made quickly and reinforce the main message throughout the communication • Do not get side tracked
  • 45. • Ensure all intended recipients receive and read the information 18 • Ask for feedback to your written communication • Avoid using clichés an jargon • Spelling, grammar and punctuation needs to be correct in all forms of communication • Materials should be presented accurately • Materials need to be noted • Write in a clear concise manner, use simple sentences and short paragraphs or bullet points • Be aware of who is reading the materials • Make sure the content and tone of the document is appropriate to the audience. Effective verbal communication Passing on information can be done in many different forms, face to face, over the telephone, in a presentation etc. When communicating in any form you need to be clear about the information which you are trying to convey and the purpose of why you are conveying the information. The point of your communication needs to be made quickly and efficiently. When verbally communicating to be effective try: • Express you message clearly
  • 46. • Make your point effectively and in a timely manner • Have key points you can refer to • Be confident in your materials and use examples to help emphasis the point you are trying to make 19 • Your message needs to be relatable to your audience, their needs and their point of view • Your communication needs to fit the style which your audience is familiar with, this may include changing your delivery style to better suit your audience • Delivery your message in a simple non complicated way • Be confident, speak in a positive tone • Always invite and encourage your audience to ask questions Issue instructions When conveying information to internal or external people in your organisation you need to make sure what you are saying to clear, especially when you are giving instructions, unclear instructions increase the risk of misunderstanding between people. Commonly if you are giving instructions to people you can always assess if they understand the message by asking them to repeat the instruction back to you in their own words.
  • 47. When giving instructions you need to ensure: • You are using plain English • Sentences or paragraphs are short and easy to understand • Terminology is used consistently throughout the message • Information being given is relevant • Use of diagrams, pictures or photographs are appropriate to the information you are giving • Demonstrations and role plays are cater to meet specific needs 20 Using an organisation which you are familiar with or using AAC as an example answer the following questions. 1. What types of ideas and information do you communicate within your organisation to support colleagues to achieve their work responsibilities?
  • 48. 2. Explain the purpose of the information being used and who is the audience receiving the information? 3. What strategies, processes or methods do you use to communicate the ideas and information? Activity 1 21 Chapter 2 – Manage ideas and information
  • 49. 1.2 Develop and/or implement consultation processes to ensure that employees have the opportunity to contribute to issues related to their work role Organisational consultation processes are implemented in organisation’s to ensure that all work colleagues have the opportunity to contribute to their work roles. Information relating to your industry is constantly changing and it is essential this information is conveyed in the correct way to managers and employees. When passing on important information to colleagues its essential to make sure that they are: • Good listeners • Encouraged to contribute to organisational issues There needs to be a means to communicate appropriate information between employers, operational units and external stakeholders so an environment of knowledge and cooperation is cultivated within and around the team and their work. Establish a communication framework Communication frameworks are established to ensure a two way flow of information and ideas. For example the financial department advises other departments of the budgets they have to work within. To achieve a healthy workplace relationship and
  • 50. increase productivity within your organisation both employees and employers need to consult with one another, compare notes abd encourage input from both sides on workplace practices and policies along with problem areas and issues which need to be resolved cooperatively. When developing a communication framework, features which you may consider can also include: Element of competency: 1.2. Develop and/or implement consultation processes to ensure that employees have the opportunity to contribute to issue related to their work role. 1.3 Facilitate feedback to employees on outcome of consultation processes 22 Features of communication framework opportunity to contribute to issues relate to their work relayed to the work team and relevant personnel
  • 51. externally, both internally and externally, are sought and valued in developing and refining new ideas and approaches the issues raised are resolved promptly or referred to relevant personnel *Information taken directly from Aspire training and consulting version 1.2* Develop and implement consultation processes Processes for consultation will vary organisation to organisation based on the size and nature of the organisation. By encouraging your team to contribute to organisational decision making, individuals within the team will feel a greater sense of job satisfaction and a heightened interest in and commitment to their job. Consultation processes updating issues rking or consulting with external organisation’s such as unions, WHS, community representatives, contractors, suppliers, clients, legal advisors etc development or WHS issues
  • 52. lace notices available to all staff through the use of intranet, email or memos safety data sheets face to face Encourage employee contributions Team members who are effective in their roles recognize that their employees can have meaningful, contributions which can be made based around the experience and skills the individual possesses. Workplace consultation encourages all individuals to contribute and accept responsibility within there roles and within the organisation. Once an employee demonstrates they can contribute and take responsibility it is easier for the manager to have increased confidence in their staff members. Managers can benefit from employee input and eye to detail which can potentially identify potential problems which can be dealt with promptly. All managers should be actively encouraging staff to put forward ideas, provide comment, show initiative and raise any concerns work-related. The environment needs to be one where employees feel it is safe, comfortable and non-threatening for them to share ideas, tips, wok strategies and other information. 23
  • 53. Provide opportunities for planning, decision-making and action When you work within a team you are given the opportunity to raise issues and concerns you may have, contribute to knowledge being shared or give your own opinions. This helps to shape decisions which will be made on behalf of the team or the organisation. By inviting staff members to participate in a consultative group it allows them to raise and address issues which can be promptly resolves between staff and management at all levels. It is essential in a productive work environment to have a culture which encourages employees to participate and bring input to discussions, processes and outcomes. There are many ways for staff members to have a voice within the consultative group. Workplace forums are a positive way to encourage people and help to establish and build relationships, share information and understand the work and daily task other employees within your organisation have and help them to achieve individual and team goals. Types of forums providing team input – allows for two way communication, sharing information and facilitate teamwork. Team meeting must be well structured, ran to their full potential and provides an opportunity for all individuals to participate. ployee and manager -
  • 54. sites 1.3 Facilitate feedback to employees on outcome of consultation processes People like to receive feedback, wether the feedback is positive or negative feedback helps to identify areas for improvement. By giving feedback you are demonstrating a commitment to keeping your team informed and help to eliminate complaints. Feedback also eliminates that possibility of people saying that they were not aware of the issue as they were not told. Not everyone feels comfortable giving feedback, however without feedback you run the risk of isolating yourself or your work colleagues. If you have given a presentation for example it is expected that the audience will provide you with feedback this helps your to identify which areas need improving and also highlights what you do well. Usually organisations provide the audience with the chance to provide feedback by asking them to fill out a feedback form. It is ok for you to seek feedback from individuals both internally and externally from your organisation. When giving feedback you can give verbal or written feedback, the feedback you are giving can be public or private, formal or informal. Managers should be passing on feedback they are receiving
  • 55. 24 about their team especially positive feedback as this will encourage team members to become more involved and informed. Informal and ongoing feedback Feedback can be given both formally and informally. After you have given a verbal instruction or made a request you should then seek verbal feedback to make sure the team member understands what you are asking of them. Often people will say “yes” they understand even if they don’t really understand. When giving feedback it needs to be delivered at the correct time and also needs to be clear so that the recipient has a full understanding of what you are telling them. Leaving large gaps in time between the issue being raised and feedback being given can confuse the recipient or make them think that either there issue is not being taken too seriously or there is less commitment to the issue being raised. When giving feedback of any form you need to choose the correct communication method to deliver the feedback. If you decide to give written feedback you need to ensure that all and relevant points are clearly written out and that there is a perminate record of the feedback is kept. After written feedback is given, you then should follow up with a face-to-face
  • 56. discussion. If you are required to give feedback to members of staff who are having a dispute amongst themselves it is best to provide feedback in front of all involved parties, this way it is fair and open. Formal feedback Organisations use a number of different formal strategies to gather feedback. Here are some of the more popular methods for gathering feedback. -Degree feedback – This form of feedback involves employees giving a rating or qualitative feedback on their performance. This form of giving feedback can be done anonymously and delivered in the form of a report showing the scores received for each point of feedback given. 360-degree feedback is more of a confronting feedback style and needs to be managed carefully. – when giving performance based feedback you need to make sure this is done in a careful way, if the feedback is negative then extra care needs to be given. Feedback which is given as part of a performance review can affect an individuals career and advancement prospects and may impact on them financially (especially if the performance review is linked to a bonus or salary increase). Feedback should be give in a constructive way regardless of if it is positive or negative. When you are providing feedback try to give examples and link the feedback to key results areas,
  • 57. performance indicators and also team goals or individuals working goals. When giving negative feedback do not spend too much time discussing the negatives of the feedback instead focus on areas where the individual can improves. ition – Feedback can be used as a tool for recognitions or acknowledgement of a job well done. By talking the time to acknowledge the efforts of staff and other members of teams within your organisation more senior staff are showing that the contribution of all 25 staff or a particular individual is important and valued. The process of feedback involves explaining to the people or person exactly what their hard work means and how they have made a difference.
  • 58. 26 Imagine you are part of a team at your current job 1. Describe the way members are encouraged to be involved in planning and decision making. 2. List two (2) strategies you use that would encourage team members to participate more fully and get involved more in work/team discussions?
  • 59. 3. Apart from your regular meetings which other activities can be used to help provide team members with opportunities to participate in running the team, including decision making, planning and operational tasks? Activity 2 27 4. In your current role, or a role you have previously held either as an individual or as part of a team when was feedback required and how was feedback give to the person or team? 5. List and explain 3 strategies you can use when you need to provide feedback to a colleague, remember your feedback needs to encourage, value and reward team members.
  • 60. 6. From the three (3) strategies you have chosen in question 5 explain why you chose those 3. 28 Chapter 3 – Manage ideas and information 1.4. Develop and/or implement processes to ensure that issues raised are resolved promptly or referred to relevant personnel.
  • 61. Specific processes need to be developed and implement by managers to ensure that any organisational issues which are raised by staff are resolved in a manner which is effective and fast or are referred to the relevant person or department to deal with the issue/s being raised. An organisation which is functional in consultation will resolve workplace issues effectively. Frontline managers need to ensure that consultation strategies are used to help raise, address and resolve issues promptly. When working on trying to resolve issues you need to ensure that the strategy you are using is the correct one for the issue which has been raised. The process needs to be easy to follow and each member needs to be aware of it. Identifying problems When problems within your organisation arise they can have various levels of risk, severity and urgency which need to be addressed. Common work place problems can often fall into a range of common categories. When problems arise within your organisation which are identified by members of staff, the problem needs to be resolved proactively, use initiative and avoid creating potential new issues. Employees should be given recognition for potential reward for their input in identifying problem within your team or the organisation. There can be many issues which can arise within your team or organisation which can be identified
  • 62. by staff members: - when team members do not get along with one another, when team members are not capable of performing the work related duties as required. When team members become underused or board with the work they are completing. – processes may not be in place or may not work correctly, when employees are asked to complete task which are difficult or meaningless. - time to complete task is not reasonable, not enough people to complete work task or not enough resources to complete work task. Element of competency: 1.4. Develop and/or implement processes to ensure that issues raised are resolved promptly or referred to relevant personnel. 29 - When misunderstanding relating to directions or information provided occur. Processes are not understood or communicated in the correct way. Breakdown within internal communication. Feedback is not given or asked for.
  • 63. - when there is no respect or understanding given to diversity, as a result there can be a lack of teamwork and cooperation. – if the team does not have a clear direction in which it can be lead. When members of the team do not understand or accept team goals, the decision making process is unclear or team members no longer feel valued. Solve problems Within the team there should be a positive attitude by all tem members. Members of the team should work cooperatively to help minimise major operation issues from occurring and work towards meeting the goals of the team. Demonstrate behaviours which promote avoidance strategies, early detection and swift action. When you are having your regular team meeting you can introduce a 5 minute session asking if any members of the team are experiencing any problems or issues that they may need help with and if so is there any particular members of the team who would be able to assist them?. Within your team it is important to encourage an open communication policy. There may be members of your team who want to raise issues with you in private instead of in a public setting with other members of staff being present. If this is the case then employees should feel comfortable to do so.
  • 64. It is encourages to have a management process in place which covers all the common categories of work related issues. externally tial scenario’s occurring within each of these areas can cause problems such as resignation of team members, employees going on leave or calling in sick Problem-solving solutions for managers When working within a team problems can occur which requires team work to resolve, there are many different ways in which you can work within your tram to resolve these problem when they occur: or persons within the team, forward the problem onto your manager for a resolution. resolved, the HR department needs to be made aware of the issues immediately. ce from more senior managers within the organisation who may have experiences the same issues previously. - solving
  • 65. 30 Dedicated planning sessions When planning for me ideas which involves all members of the team to be involved it is a good idea to have staff planning activities which gets all team members involved and gives everyone equal opportunity to contribute. This can be achieved outside of the normal work environment, where the atmosphere is different and employees are taken out of the everyday work environment. The idea of having a day dedicated to planning helps to bring together diverse parties with different perspectives to help create dynamic tension and help develop creativity. When planning for a day of creative planning with your team make sure you include activities which helps to develop ideas and promote team work, example brainstorming activities. The structure of your brainstorming day how have ideas free flowing and promote creativity. All employees attending the planning session should feel free to express ideas and forward thinking without their idea being dismissed without sincere consideration. Your planning session needs to result in a tangible outcome where everyone involved feels there time has been wisely spent, they feel valued and most important
  • 66. they feel there contributions will make a difference. To plan a successful planning session for your team you need to have: the session an how it is conducted rol the flow of the meeting viewpoints, take part enthusiastically and keep an open mind throughput the planning session quality – everyone must be treated as equals regardless of their status within the organization. *Sited and amended from Aspire training & consulting version 1.2, page 34* Involve key personnel or external experts When holding an organizational session you may invite both internal and external key personnel to sit in on the session, there may be issues which will be raised which you feel cannot be resolved within the team, therefore calling on the expertise of an external person to help resolve particular issues. This person can include: • Other managers within the organization
  • 67. • Other teams or individual members of other teams within the organization • Heads of department within the organization When inviting external people into your meeting it is important that they understand there role at the meeting and the topics which will be discussed. Members within your team also need to know why external people are being invited into a team meeting, their role within the meeting and the 31 contribution they will be making. Commonly when inviting external people into a meeting they have expertise in the following fields: • Work health and safety • Industrial relations • Human resources • Financial experts and advisors • Legal representatives Informal meeting Informal meetings can be made up of people from your whole team, other relevant personnel, and operational groups across the organization, individuals who have raised particular issues. No matter
  • 68. the length of you meeting having an agenda and making sure it is circulated to all members attending the meeting is important. Invite attendees to add suggestions to the agenda, if individuals are attending agenda ideas of a sensitive mature make sure to reinforce that they will be listened to and are valued for adding their suggestions. You want to create an atmosphere of no judgment which encourages all participants to participate in the sharing of ideas. Objective should be established and key facts looked at for a working solution. It is important to find a solutions which allows all parties to move forward, there may be no perfect solution to the issue however there needs to be a solutions which helps to satisfy everyone. When conducting a formal meeting it is recommended to have a procedure to follow, here are some tips you can use when putting together your informal meeting process: • Identify the problem • Identify when and where it occurs • Consider all points of view • Explain what has been done to try and resolve the problem • Reach a solution which takes into account the overall objective of the organization 32
  • 69. Conduct Surveys To help address issues within your team or within the organization you can survey relevant people both internally and externally. For example surveying your stakeholders may help to identify and promptly address issues. When using surveys are a means to identify issues or to gather information you need to make sure they are clearly worded to ensure they are understood by the people who will be reading and filling them out. Make sure you use a combination of open and close questions. When providing surveys to gather information you can also ask your audience to provide you with feedback on your survey form, this can be done in a number of different ways, however the most efficient maybe to provide the audience with guided questions for them to complete. For example asking them to circle excellent, good, fair, poor or unsatisfactory. Give participants the option of adding there name or leaving it anonymous, this helps participants to feel more comfortable when leaving comments. All participants need to be informed that there feedback will be treated with confidentiality and their concerns will be addressed. When using a survey to gather information make sure your survey included: • Evaluation or feedback forms, inviting relevant people to
  • 70. provide their opinions and detailed comments on a particular service, product or process • Questionnaires, designed to collect information about customer requirements, satisfaction levels, issues that need examination. • Focus groups, comparing a number of typical stakeholders invited to meet and explore specific topics in-depth and generate suggestions and feedback. • Suggestions boxes and similar invitations to customer to offer feedback and raised issues of concern. *Sited and amended from Aspire Training and consulting version 1.2, page 36* 33 1. When problems arise within your organization what is the
  • 71. process which is used to help resolve these problems? 2. List down two (2) examples of s close question you would ask when conducting a survey to gather information for your organization. 3. List down two (2) examples of s close question you would ask when conducting a survey to gather information for your organization. Activity 3 34 Chapter 4 – Establish systems to develop
  • 72. trust and confidence 2.1. Establish and/or implement policies to ensure that the organisation’s cultural diversity and ethical values and adhered to To ensure that cultural diversity and ethical values are adhered to within an organization frontline managers need to establish and implement policies. Considerable thought is put into organizational values, how they should operate and how they want their employees to interact with both internal and external contracts. Organizational documents need to be created to help outline philosophies and management standards which all staff are expected to adhere to. Organizations may have standards which are implied in a general way for their business, they also need to comply with relevant standards expressed in legislation and regulations affecting operations. Written, implied and legislative standards generally fall into the categories of social, ethical or business. Cultural and social diversity Cultural and social diversity within the workplace and everyday life means individuals respecting human individuality. Respecting cultural and social diversity means that you are open to leaning,
  • 73. developing and enhancing skills, experiences and attitudes of all others and finding a way to work together, solve problems, deal with others and negotiate. Having diversity within your organization helps to increase the competitiveness and market relevance of your organization in the context of an increasingly diverse community and the global economy. Organisations are made up of a diverse group of people from a diverse range of backgrounds and social groups, this can be determined by their socio-economic background, gender, sexulality, beleifs and/or way of life. When communicating with others within your organization be mind of not creating differences through the communication type you choose to use. Your working environment cannot be a hostile one nor can staff members harass other members of staff due to cultural differences. To retain a multi-skilled work force you need to create an environment within your organization which promotes diversity within the workforce and within your organization along with ensure there is an accurate reflection on society. You want to create a working environment which is harmonious Element of competency: 2.1. Establish and/or implement policies to ensure that the organisation’s cultural diversity and ethical values and adhered to
  • 74. 35 to all employees. When trying to create a harmonious environment within the workforce you need to consider all the individual difference which may affect creating a harmonious working environment. • Age • Belief and value systems, including religion and policies • Culture, including ethnicity and language • Social factors such as personality, lifestyle and sexual orientation • Work experience, educational background and literacy standards • Gender • Physical and mental abilities Organisational policies and procedures Organisations put policies and procedures in place, as a frontline manager your job is to assist and support your team members, to understand and implement the organization’s policies and procedures. Staff members need to be aware of the differences between company policies and procedures. Polices Procedures Polices set out specific guidelines or rules that tell staff how to work according to the organisation’s objectives.
  • 75. Procedures out the organisation’s policies into practice by setting out the way work needs to be done, step by step. They are used to control work processes, allocate responsibilities for each task and ensure that requirements are met. These procedures can include: • Stand operating procedures • Safety data sheets • Organissational activities undertaken to meet performance outcomes • A set of accepted actions approved by the organization *Adapted from Aspire training and consulting version 1.2, page 47* 36 Social Standards Social standard are applied within the organization, how staff members interact with others on a social level and how staff members interact with members of the
  • 76. community. In your role as a frontline manager it is your responsibility to make sure staff members understand the internal standards an adhered to them all the time. Organisational standards can be applied to but are not limited to: – There is a statement which is made by the company which outlines the values of the company, this can include: o Equity and diversity o Industry relations o Flexible work practices or family friendly policies o WHS o Fair treatment o Management/staff consultation and cooperation - A documents which covers employee behavior and workplace processes including: o Rosters and hours of work o Acceptable behavior outlined by the company o Social inclusiveness and respect for individual o Formal or informal for environment o Dress code o Workplace maintenance, security, signing-on o Honesty and cooperation between all staff members o Confidentiality and intellectual property - document policies which cover the following: o Recruitment and promotion o Equal opportunity o Reward and recognition for high-performing staff
  • 77. o Profit sharing and other benefits for staff o Education, training and development o Performance review and grievance processes o Leave arrangements o Use of vehicles and staff travel arrangements Ethical standards External support is heavily relied on for business support, external support is required by the wider community and by the governing body to operate responsibly, to demonstrates what is considered acceptable values and to show respect to those who are affected by the work which is carried out. Many organizations have a written set of business ethics which govern the way the organization operates, this helps to outline best practice of the organization, philanthropy and a desire to be good corporate citizens. The ethical standards are put In place to help guide principles and demonstrate the way in which employees need to act in certain areas when representing the 37 organisaion. Standards must be made clear to all employees and it is expected that all members of the organization will comply with these standards. Each organization will have its own set of ethical standards which it will comply with, these standard may include:
  • 78. organization’s operations affect the environment and local community our trading practices have on other organisatons and the greater community information, plagiarism and animal welfare issued by product testing Business standards Organisation’s need to have a document which sets out their core values and explains step by step they way they conduct business. The purpose of the document helps staff, customers and any other external people, companies or sources to of the organizational standards, how they are conducted and how they operate within the organization. Organisation’s often outline their business standards in a vision or mission statement, a customer service charter and a brand. For example: Vision Statement Mission statement An organization vision encapsulates the reason for the organisation’s existence and its vision for the future.
  • 79. The organisation’s mission statement summaries the overall objective of the organization Customer service charter Brand or corporate image The customer service charter helps to set out the code of best practice for servicing and dealing with the organization’s clients An organisation’s brand and/or corporate image is used to identify the organization to the outside world, potential customers and suppliers along with stakeholder. It impacts all areas of the organization’s operation. All staff need to be aware of the organisation’s corporate image, the way it is portrayed and the way in which staff are required to carry out their duties in line with the organisation’s corporate image. *Adapted from Aspie training and consulting version 1.2, page 49* 38 Adhere to relevant legislation requirements Organisations need to have relevant legislation, codes, national standards and workplace, health and
  • 80. safety rule put in place which teams need to be aware of an must follow. Manages need to be aware that laws and standards are complex and may need to be amended regularly. National legislation applies to many issues, while state and territories also have laws of their own which they need to adhere to. It is the responsibility of the organization to provide all employees with details of the legislation and guidelines which are relevant to their team, it is the responsibility of the manager to ensure all members of the team understand and follow the legislation. – It is the responsibility of the employer to make sure that all employees are working in an environment which is safe. If there is a breach in the WHS act then the organization can be prosecuted and can receive a substantial fine. If the breach was to result in death or injury of a worker the employer would need to compensate the worker or their family and their legal representation. This legislation applies to both state and federal levels. You can look at the legislation which applies directly to you and your organsiation based on where you live by looking up the safe work website. www.safeworkaustralia.gov.au – Equal employment opportunities are covered by federal, state and territory laws, it is a requirement of all organizations operating in Australia under this law to create a work place free from discrimination and harassment. Having
  • 81. effective processes in place helps to improve productivity and increase efficiency within the organization and within individual teams. - discrimination- Discrimination needs to be eliminated within the workforce, it is the responsibility of the managers and team leaders to prevent discrimination from occurring in their organization. Common types of discrimination within the workplace can include but are not limited to: o Race o Color o Gender o Sexual preference o Age o Physical or mental disability o Marital status o Family responsibility o Pregnancy o Religion o Political opinion o National extraction o Social origin – This is known commonly as an unwelcome advance of a sexual mature or sexual favor or any unwelcomed conduct of a sexual nature. Sexual harassment can include discriminating against people due to their sexual preference. - Everyone within the organization can play a part in eliminating environmental discrimination. Depending on your business activity you will
  • 82. need to look into if environment 39 http://www.safeworkaustralia.gov.au/ legislation can directly affect you. It is the joint effort of federal, state and local governments to administer these environmental protection laws throughout Australia. Work-life balance and family-friendly policies There is a common struggle between work and personnel responsibilities, commonly individuals look towards their workplace to provide some relief, support and a possible solution for managing all the commitments and struggle of work life balance. Workplaces are encouraged to work with their employees to help foster a work-life balance. Work-life balance for many organization usually is associated with the need to allow individuals access to work as well as accommodating family duties into employees employment. Typically this is applied to employees who have children of care age, although it can expend to people who are caring for aging parents or other members of their families. The needs of staff to have a healthy wok-life balance has encouraged organization to adapted family friendly policies to increase retention rates of valuable staff. Depending on the size and nature of your organisation the type
  • 83. of family friendly policy which the company puts in place will vary. There are many benefits for both employees and organisation of having family friendly policies in place to help with the work- life balance many people are struggling with. By organisation having family friendly policies and promoting work-life balance they are more likely to retain there staff. 2.2 Gain and maintain the trust and confidence of colleagues and external contacts through professional conduct Professional conduct can assist a manager to gain and maintain the trust of employees, colleagues and external contractors. To have and maintain successful business relationships trust and confidence must be gained by all parties involved, this includes: managers, customers, suppliers, team members and contractors. When trust becomes broken, individuals then act only with their own interest in mind, not the interest of the team. A lack of confidence in each other can quickly lead to those outside also losing confidence in the organisation. In your roles as a manager or a leader there are certain behaviors which you can model in your performance and work which encourages a level of high performance by your team and helps you to gain their confidence. This model then follows on to those outside the organisation. This direct correlation between how an employee views the organisation
  • 84. and how outsiders view the organisation. Once confidence and trust has been lost by employees the message being delivered to customers from frontline staff can be affected. 40 Identify colleagues and external contacts It is essential for organisation’s to have accurate data on work colleagues an external contractors. There is a direct link between internal staff satisfaction and external customer satisfaction. This can be described as a flow on effect, if staff are receiving high- quality service they will be more motivated to give high quality service to the customer of the organisation. Each organisation usually has an organisational chart of plan which outlines the roles of every department and the jobs people have within these smaller departments which make up the overall organisaiton. Each department depends on service provide to them from other departments. Work colleagues External Customers • Team members • Team leaders and managers • Administration staff • Service or hospitality staff
  • 85. • Supervisors • Senior management • Board of directors • Customers and clients • Industry or union representatives • WHS representatives • Community representatives • Suppliers • Contractors • Legal advisers or accountants *Tables directly taken from Aspire training and consulting version 1.2, page 56* Treat people with integrity and respect As a manager or leader it is important to treat all people both internally and externally with respect, empathy and integrity. Firstly you must have the ability to be able to develop trust and have people gain confidence in you. If people feel as tho they are being treated insensitively, they will become resentful, demotivated and negative towards the organisation, therefore they will become less productive in their work roles. There are a few simple steps you can take to ensure this does not happen: • Act with integrity • Have strong values • Follow through • Value feedback both negative and positive • Encourage integrity • Be flexible and responsive
  • 86. • Show respect to others and yourself • Build self-worth • Show courtesy • Be aware • Encourage input • Take part 41 Show empathy Empathy is the ability to show compassion and sensitivity towards other people and their feelings, views and circumstances. This is an active process by which you demonstrate understanding towards another person due to their situation. Treating people with empathy also refers to developing rapport and a positive work relationship with people. It is important that empathy is encouraged amongst teams and within the organisation for all staff members, everyone needs to have consideration for the feeling of others. It is important to not let empathy undermine your role as the team leader, whilst it is good to show empathy do not get too personally involved with your staff. Good leaders need to establish a comfortable balance. Understand other situation Value staff Be compassionate
  • 87. • Make allowances for situations where staff may be experiencing a difficult time. • Value your staff and their life outside of work. Understand that sometimes personal matters need to be given special allowance over work. • Understand the influence a good manager has on their team and the organisation as a whole and on the practices of the organisation Avoid behaviors that destroy trust Trust takes a long time to establish but can be destroyed in a matter of minutes, once trust is broken within an organisation even small actions can negatively affect the business relationships for an organsiation. Behaviors which destroy trust can include: • Taking credit for someone else’s hard work • Being unreliable and unpredictable • Withholding information or acting secretly • Being inconsistent
  • 88. • Going behind peoples back, gossiping or being disrespectful Aim for high professional standards How you perform as an individual is a reflection of your organisation, by conducting yourself with a high level of professionalism your will notice that others around you will be influence to do the same thing. Your job description should contain specific description of the performance standards you are expected to meet. 42 It is important that you know your organisation’s expectation of you and your job. It is important that you are aware of your own performance levels and behaviours and the value of ongoing professional development and self-improvement. Consider having a mentor or undertaking training programs offered outside of your organisation to help you maintain and further develop your professional standards. Build the talent and confidence of other Everyone is different which means we are all have difference strengths and weaknesses, it is important that you encourage your team members to help them develop their strengths and continuously work on their weaknesses to make them a strength. Individuals will have greater job satisfaction if they feel they have the skills to perform their
  • 89. roles to the best of their abilities. As a manager if you are asking your staff to work to high standards then you also need to show your team that you yourself hold yourself to the same high standards. These high standards need to be kept with external contractors as well as internally. Managers need to maintain consultative strategies which give work colleagues the confidence to make contributions and achieve full potential. It is important for team members to: Show initiative • Develop skills both new and old • Communicate openly • Listen to others • Remain committed to the consultative process Support your team Managers need to display leadership and support towards members of their team, this can be displayed through positive attitude. Managers need to demonstrate behaviours which they can model to their team members. It is important to make sure that the expectations of your team members are not unrealistic. Do not set people up to fail, by setting them unachievable goals. Pay extra attention to how new staff members are feeling it is important to make sure they are feeling in control and have a good understanding of what they are doing.
  • 90. Offer support training and guidance and rotate the task that individuals have to complete, make sure staff have confidence in their new responsibilities. • Give recognition to staff • Show loyalty to staff • Build self-esteem within your staff • Delegate to your staff 43 Motivate others Members of your team should feel motivated and empowered to strive to achieve their work goals and be enthusiastic towards their work goals. A motivated team delivered a much higher standard of work then an unmotivated team. Its is important as a manager you find the triggers for what motivates your team. By rotating the daily task to each member of your team you are forever presenting them with new challenges and this helps them to stay motivated, as with new responsibility comes new confidence. It is thought that greater leadership can be achieved through skilled communication, the formation of positive relationships and the implementation of innovative workplace processes Alleviate organisational stress
  • 91. Employees become stressed within their own roles when they experience ongoing challenges associated with performing their work roles. The levels of stress can vary depending on the role, industry and organisation. When employees feel as though there currently resources are being exceeded that is when they start to feel the pressure and stress from within their organisation. Stress and prolonged stress of any kind can lead to a multitude of health issues for employees ranging from chronic physical and mental health issues to mental fatigue, exhaustion and feeling of not being appreciated. It is the role of a front line manager to help alleviate organisational stress by reducing the pressure placed on employees and increasing the resources necessary to meet the demands of the organisation. Organisational stress has a number of different causes: • Demands place on employees • Leaves of support provided by colleagues and managers • Failure to have positive working relationships • Changes within the organisation which are not effectively communicated to staff • Ambiguous job roles and excessive work responsibilities • Individual struggling with the control they have over their performance based on their job roles and expected tasks. Encourage open communication
  • 92. Personal communication, face-to-face communication are all very important for employees to gain the confidence they need to feel comfortable when asking questions, making suggestions and voicing their concerns openly. By maintaining open communication with all team members, gives an indication of the moral level within your team or within the organisation overall. Individuals need to have interpersonal skills to be able to take corrective action when necessary 44 Organisation’s should have an open door policy whenever possible, this helps employees to feel comfortable and gives them more flexibility to ask questions and seek guidance and raise suggestion. As a manager you need to let your staff know it is ok for them to come to you with concerns .
  • 93. 45 1. Internal standards need to be followed by all employees both new and old, explain how you would communicate these standards to new employees? 2. Explain how readily available these standards are to employees and when they may need to refer to them? 3. Are the internal standards made available to contractors? Or other individual who only work for the company from time to time?
  • 94. Activity 4 46 4. Which trust building behavior is most common in your organisation? 5. Describe strategies which can be used to attain the traits associated with trust building which can be difficult to achieve?
  • 95. 47 Chapter 5 – Establish systems to develop trust and confidence 2.3. Adjust own interpersonal communication styles to meet the organisation’s cultural diversity and ethical environment and guide and support the work team in their personal adjustment process Organisations all develop their own cultures and ethical environments over time, this culture is then shapes how employees make decisions, approach work functions and interact with others and the way they behaviour within the workplace.
  • 96. Managers play a major part in creating conditions which effective working relationships by adjusting their own interpersonal communication styles to meet the culture of the organisation. Organisational structure The culture an organisation has, has a major impact on the productivity and relationships which are formed with other members of the organisation. The current culture of the organisation is dictated by the nature of the activities of the organisation and the people within the organisation. Workplace culture is made up of a number of different elements which are seen to be the norm of an organisation. Achieve an optimum environment Workplace culture varies from organisation to organisation, this happens as a result of the size and nature of the organisation, there are several characteristics which commonly define a healthy social an cultural working environment. It is the responsibility of the manager and/or team leader to guide employees in adapting their interpersonal styles and methods to meet the preferred social and cultural environment. Characteristic’s of an optimum organisational environment can include: • Constructive communication • Sharing of knowledge
  • 97. • Consultation and cooperation Element of competency: 2.3. Adjust own interpersonal communication styles to meet the organisation’s cultural diversity and ethical environment and guide and support the work team in their personal adjustment process 48 • Integrity of individuals • Demonstrating mutual respect, empathy and trust • Encourage employees to share ideas • Measuring and rewarding individuals and group achievements • Clarify the purpose of expectation • Encourage fairness and equity • Positive attitudes • Fulfilling and enjoyable working environment • Putting best practice into place • Having a positive team spirit • Continues improvement and professional development Communicate within a diverse workforce When employees are communicating both internally and externally within the organisation the communication strategy needs to be considered and may vary for different people within the organisation. To successfully establish a positive working
  • 98. relationship you need to recognise diversity and the special needs of others both internally and externally within the industry which you work. There is no such thing as “normal” communication styles and techniques when you are communicating with people from all different cultures and backgrounds. Different cultures regard different types of communication styles and techniques as offensive, for example many cultures regard making direct eye contact with an individual as very rude and can make people feel uncomfortable. It is important to be aware of the cultural sensitivities of individuals when you are communicating along with making sure that the subject you are communicating is not culturally sensitive. You need to consider the feeling of others when communicating, avoid prejudice and steropying individuals as this is very unhelpful. Language differences In 2011 the Australian census published results which showed 20% of Australians speak a language other then English at home. Looking into language spoken within the workforce for certain sectors that percentage is much higher. Within Australian there are 200 different languages spoken, within that 200, 17 of these languages are predominant. The English language has many comprehensive levels, and needs to be adjusted to suit your level of delivery and the audience, there level of English who you ae delivering it to. An individual may be
  • 99. able to speak fluent English, however they may not be able to read complex document or terminology. People often require time to examine the language being used or they may need to translate it into something they can better understand. There are many ways you can accommodate for language differences within the workplace, for example: 49 • Check the information you want to convey has been correctly understood • Provide your audience with the opportunity to ask questions, express concerns and use an interpreter if necessary • Have a member of your audience read a draft copy of the message you want to communicate, especially if you are communicating it to a diverse audience • Written messages can sometimes be inadequate or inappropriate. Communication should be face to face opposed to written • When talking to people who has English as a second language it is important to speak clearly, slowly and do not shout. A strong accent does not mean that an individual has poor English skills
  • 100. • Try not to use slang or idioms, for people who do not speak English as a first language the use of slang can be very confusing as there is no literal meaning. • Avoid acronyms, even the most simple ones like ASAP. Abbreviations also need to be avoided as they lose meaning when the audience does not understand their literal meaning. Disability and special needs When looking at the term disability it is known that the term refers to a condition where there is interference of the way a person can usually do things, this can include a range of disabilities such as: • Physical • Psychiatric • Intellectual • Impairment (temporary or permanent) If you are working with anyone internally or externally who may be suffering from any form of disability you need to ensure when communicating with them the information is presented in the most appropriate format. Providing supportive communication devices such as: • Telephone typewriters • Assistive technologies • Noticeboards Can all be forms of effective communication when dealing with