faculty of business & computing establish effective workplace relationships bsbwor401a prepared...

Faculty of Business & Computing

Establish Effective Workplace Relationships

BSBWOR401A

Prepared and presented by Hunter Institute 1


Learning Outcomes

Collect, analyse and communicate information and ideas

Develop trust and confidence

Develop and maintain networks and relationships

Manage difficulties to achieve positive outcomes

2


Effective Workplace Relationships

“People want to know that they are important to an organisation and that their work is important to the work of the organisation.

Good managers do this.” Bill Cossey

(Chief Executive State Courts)

Adelaide 2004

3


Activity Describe a workplace

that has achieved effective workplace relationships.

– What does it look like?– How are people behaving?– What support systems

exist to support effective workplace relationships?

4

Faculty of Business & Computing 5

COLLECT, ANALYSE ANDCOMMUNICATE INFORMATION

AND IDEASIn this section we will discuss:

– The need for information sharing.

Tools you will take away from this session include:– Basic communication tools that will enable you to

• communicate ideas and information that are appropriate to your audience

• ensure communication takes into account social and cultural diversity

• seek input from internal and external sources to develop and refine new ideas and approaches.


WORKPLACE INFORMATION

Workplace information

may be sourced internally

and/or externally

Information is: • A message received and

understood, that reduces uncertainty

• A collection of facts (data) from which a conclusion may be drawn

• Knowledge acquired through study, experience or instruction

To fulfill your work duties you will need:• Specific information – related directly to your role,

tasks, the organisation’s goals and vision• Generic information – related to organisational

operations within the world environment.


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USEABLE INFORMATION

verifiable timely communicated in

ways that make it understandable to the user

Information is useful when it is:

valid reliable accurate consistent sufficient


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COMMUNICATION

Frontline managers provide the communication link between workers and

upper management.

You will be required, on a daily basis, to communicate effectively with managers,

workers, suppliers, customers (internal and external) and other stakeholders.


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FOR INTERACTIVE DISCUSSION

What are the skills required for effective communication?

Effective communication occurs only when a message is sent and understood as it was intended. What does this mean to you?


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FOR INTERACTIVE DISCUSSION

Why is spoken language a poor medium for communication?

What do body and paralanguage tell you that words do not?


ASSERTIVENESS

Effective communication is based on assertion


COMMUNICATION AND DIVERSITY

Diversity - the quality of being different and unique at an individual or group level.

Valuing diversity - appreciating and respecting the worth and contribution of human differences.

Managing diversity - creating and sustaining an open, supportive, responsive organisation in which differences are combined and encouraged so that everyone can reach their potential.


DIVERSITY

Fuels creative energy and insight Is essential to the growth of individuals

and organisations Sparks alternative viewpoints and ideas Enables organisations to develop broad

perspectives, pre-empt change and approach problems creatively.


FOR INTERACTIVE DISCUSSION Do you know what your organisation’s anti-

discrimination, equal employment opportunity, affirmative action polices are?

Do you understand their meaning in terms of your workplace behaviours and those of others?

Are they evidenced by the ways in which your organisation recruits, selects, trains and promotes staff, and in its operation in the wider community?

What can be done to improve acceptance and understanding of diversity in your workplace?


INFORMATION SYSTEMS

An information system is a collection of hardware, software, people, procedures

and data.

The system must provide appropriate, accurate and understandable facts, figures and general information to the people who

need to know.


Good quality information

+ honest, open communication

= high productivity.


7 Main Elements of Communication

Sender Message Receiver Feedback

Channel Context or

setting Interference or

noise

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A Process Model of Communication

SENDER

Self Concept

Family

Culture

Skills

Feelings

Attitudes

Values

RECEIVER

Self Concept

Family

Culture

Skills

Feelings

Attitudes

Values

Feedback

Message

INTERFERENCE

CONTEXTEnvironment, status,

time

CHANNELVerbal, Visual, Non Verbal

Eg: Television, telephone, computer

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Appropriate Method and Pattern of Communication

Analyse your audience Decide your purpose Identify the subject Consider the context List/think about all issues/topics to be

included Decide sequence or strategy to deliver

message

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Workplace Diversity:

Individual Differences Perceptions Motivation Gender Self-esteem Life Stage Values and

Attitudes Locus of Control

Education and Skills Preferences Socio-cultural Career Goals Expectations Position roles

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Workplace Diversity:

The Legal FrameworkRemember there is State and Federal Legislation prohibiting discrimination and harassment on the grounds of:

Opportunity based on MERIT

• Race and Nationality

• Gender

• Age

• Sexual preference

• Disability

• Marital status

• Transgender

• Religion

• Partners characteristics

• Pregnancy

• Family responsibility

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‘Managing diversity’ looks at the diverse needs and capabilities of employees and how this can be best managed.

Diversity: must be valued requires a cultural change challenges individuals to change core

values and behaviours

Managing Workplace Diversity

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For Change to Occur

A strategy and process must be implemented

The strategy must be supported by all staff

What are you going to do to change the culture of your team?

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Workplace Diversity

Do you understand your own perceptions and biases?

How do you recognise prejudice in the workplace?

Activity Convert subjective experiences into

objective statements Identify your cultural biases

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Understanding Persuasion and Influence

Activity: – Complete self assessment– Discuss your answers with your group– Prepare to discuss with the whole group

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Understanding Persuasion and Influence

Self assessment statements are ‘myths’ about persuasion (Although some contain a grain of truth, they are risky guides for communication)

Total Score 45-35 (Successful communicator)

Total Score 34 - 28 (Scope for better choices as a communicator)

Total Score 27 – 7 (Scope to rethink some of your basic assumptions. The rewards will be more than worth the work!

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Develop Trust and Confidence

TRUST – can be defined as confidence, the absence of suspicion, confirmed by our track record and our ability to correct.

(Learning Centre 1996)

People with a great deal of CONFIDENCE feel good about themselves and think that they are able to accomplish most tasks that confront them.

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Treat people with integrity, respect and empathy

Develop and maintain positive relationships

Gain and maintain trust and confidence Adjust interpersonal styles to the social

and cultural environment

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Workplace Trust in Decline

The level of trust was best between front-line employees and their immediate supervisors.

The level of trust was worst between front-line employees and top level executives.

According to survey findings

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Open Arena

Unknown

Blind Spot

Hidden

……….……Seeks Feedback……………

……

….…

…S

elf

Dis

clo

ses…

……

……


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JOHARI Window

Open Arena

Unknown

Blind Spot

Hidden

……….……Seeks Feedback……………

……

….…

…S

elf

Dis

clo

ses…

……

……

Known to Self

Kn

ow

n t

o O

ther

s

Not Known to SelfKnown to Self

Kn

ow

n t

o O

ther

s

No

t K

no

wn

to

oth

ers

Not Known to Self

No

t K

no

wn

to

oth

ers

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Support each other Learn from each other Engage in meaningful interaction Acknowledge difficulties Provide accurate information

Developing Effective Relationships

part 1

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Developing Effective Relationships

part 2

Clarify expectations, priorities Initiate continuous improvement Communicate/celebrate success Work across teams - job rotation Communicate openly, honestly and

consistently

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Treat People with Integrity, Respect and

Empathy …part 1

Be sensitive to the needs of others Communicate openly and honestly Be reliable Be loyal to the organisation and workers Be self motivated

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Treat People with Integrity, Respect and

Empathy….part 2

Be collaborative Treat people equitably Be concerned about people’s welfare Consult with employees Appreciate individual differences Plan tasks well

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Good Governance and Risk Management

EEO Policy Anti Harassment Policy Affirmative Action Policy Code of Conduct Grievance handling procedures

What other strategies can you use to manage standards of workplace behaviour?

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Actions a Leader can Take to Gain and Maintain Trust and Confidence

Solve problems Share credit Air concerns with relevant people Hold informal talks Be direct in communication Be timely and admit mistakes Engage in honest and tactful communication Schedule regular meetings for input and feedback

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A Culture of Trust …part 1

People enjoy coming to work

Staff freely share ideas Conflict is resolved

constructively Managers never use

their position as a threat There are no rewards

for being “Yes” people

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A Culture of Trust…part 2

Staff feel valued and appreciated Managers are not threatened by devolved

authority Mistakes are handled with support Staff and managers respect and speak highly

of each other Most people willingly take on extra work

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Building Customer Confidence and Trust

Provide quality work Make customers feel comfortable Foster partnerships Be honest Build long–term relationships Under promise, over deliver

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Networks and Relationships

Activity

– What are the benefits of networking to your team/organisation

– What are the benefits to you personally?

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Benefits to your team/ organisation– Source of information about developments in

the industry, marketplace and wider community– Opportunities to do business with a broader

circle of customers– Provides opportunity to tap into ideas about new

services and ways of doing things– Grants access to industry expertise– Provides support and assistance on issues your

team is grappling with– Presents opportunities for beneficial

partnerships and supply arrangements

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Benefits to you personally– Introduces you to a wide range of people with

different skills, knowledge and links to further contacts

– Extends your circle of business and personal acquaintances

– Provides you with sources of information and a forum for sharing ideas

– Gives you access to advice on a wide range of subjects

– Reveals new career opportunities

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An approach to networking– Be aware of benefits– Work to develop areas of personal expertise– Analyse your current network of contacts– Establish your own networking goals– Get out there, promote yourself and make contact– Sell networking to others– Make sure networking benefits all parties– Be an advocate for others

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Activity– Describe how your organisation uses networks

to its advantage.

AND/OR– Describe how your organisation could benefit

from establishing and maintaining a network

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Week 4 –What have we covered so

far?

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Week 1 – Collect, analyse and communicate information and ideas Week 2 – Develop trust and confidence Week 3 – Develop and maintain networks and relationships . . . Where to from here? . . .


Manage Difficulties to Achieve Positive

Outcomes

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Week 4 Topic -

Week 5 – Final Assessment – In-class case study


Manage Difficulties to Achieve Positive

Outcomes Prevent workplace problems

Understand workplace behaviour

Support, coach and guide others

Resolve work difficulties

Manage poor performance

Manage team conflict

Negotiate difficult situations48


Prevent Workplace Problems

Problems may be about:

People

Processes

Technology

MaterialsThey may be

Routine

Unique

Minimising Work Disruption49


An Approach to Preventing Workplace Problems

Anticipate problems as part of the planning process

Develop suitable performance standards Design applicable “work practice standards” Implement effective feedback processes Make people responsible

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An Approach to Preventing Workplace Problems

Give those responsible appropriate information Encourage feedback from customers and

suppliers Encourage creativity and continuous

improvement Develop a mindset among all staff “there is

always a better way” Role model and encourage a positive attitude

Attitude, Attitude, Attitude!

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Understand Workplace Behaviour

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Understanding Workplace

BehaviourTransactional Analysis: Berne 1910-1976

Transactional Analysis (TA) is a method of analysing behaviour patterns in interpersonal

communication

TA is based on the premise that eachindividual has many ego states, which can be simplified into three main categories.

People operate from one of three recognisable ego states.

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Transactional AnalysisEgo State Concept Behaviour

Parent Taught/Learnt Aggressive,

Bossy

Protective

Nurturing

Adult Thought Rational, assertive, open, analytical

Child Felt/Emotional Reactive,

adaptive, angry spoilt

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Transactional Analysis

Use the PAC model to change the way you react to these types of communications.

REMEMBER:

Sometimes the best way to change other peoples behaviour is to

change your own.

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Transactional Analysis

Reflection Activity

What ego state do you use: At work? At home? With friends? How can you and your team improve your

PAC interactions?

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Support, Coach and Guide Others

Reflection Activity– Has coaching been a consideration in my

workplace? If not, why not?– Is there an employee in my team who would

benefit from coaching?– Which skills or areas would I be best at when

coaching?– Which of my colleagues have skills which could

be passed on to others through coaching?

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How Can You Build Positive Self Confidence

in Your Staff ? Illicit support from those around you Create a positive physical image (You, The

Environment and the Team) Develop and implement clear values, visions

and goals (Please, walk the talk!) Encourage positive self talk and affirmations Encourage the use of positive visualisation

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How Can You Build Positive Self Confidence

in Your Staff ? Provide feedback to promote a positive self

concept in individuals and teams Show confidence in your staff Expect the best, reward good performance

and see mistakes as learning experiences Promote a “Can Do” mentality

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Managing Poor Performance

Maximising Performance Team Leaders Role Your Grievance Procedure Your Discipline Policy Certified Agreements

60


Managing Poor Performance

Activity: In your groups, discuss:– What is poor performance?– What are the reasons why managers avoid

dealing with poor performance?– What are the organisational outcomes of poor

performance?

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Organisational Outcomes of Ineffective Performance

Absenteeism Low morale Productivity losses Breaches of legislative requirements ……and so on

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Ways of Managing Ineffective Performance

Informal or Formal Timely discussion paramount First option: Supervision and coaching

first (informal) Counselling and/or warning if the first

option is not successful (formal)

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Process for Managing Ineffective Performance

Be aware that a performance deficiency exists

Determine the source of deficiency Provide feedback to employee/team Agree upon a course of action Monitor and provide feedback to employee If no improvement, proceed to next stage

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Options for Managing Ineffective Performance

Targeted training program Referral to EAP Formal warning – verbal or written Transfer/demote to another position

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Legal Considerations

Workplace Relations Amendment (Work Choices) Act

Industrial Relations Act EEO Legislation Workplace Enterprise Bargaining Agreement Award

Prevent an unfair dismissal claim!

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Discussion with employee concludes with offer of referral

accepted

Model of Employee Assistance Program

Periodic program reporting to organisation.

(usage, statistical measures of effectiveness, etc)

EMPLOYEE ASSISTANCE COUNSELLOR

Supervisor Referral Employee self-referral

Employee recognises they have a problem and wishes

to seek assistance

Supervisor notes

performance problem

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Parting Company Termination of employment options

– Summary Dismissal – serious misconduct– Frustration of contract– Redundancy– Giving notice – per provision of award

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Investigation by

Manager

• Obtaining the

unbiased facts

Notification of an

instance

MODEL OF TERMINATION(Discipline)Workplace Policy

formulated and communicated

• Managers

• Staff

• Unions

Disciplinary discussion

•Relay facts to employee

•Obtain employee feedback

•Advise next steps

•Notify union

(if necessary)

Due process followed

Dismissal

If repeated violation

Formal

Warning

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Team Conflict

The response an individual or group makes to a perceived threat to goals or anything they consider to be of value

Adapted from Landon & Marshall 2000

Managing Team Conflict

70



Seek first to understand,

then be understood

Stephen CoveySeven Habits of Highly Effective People

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Positive

or

Negative

Outcomes of conflict

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Different opinions and expectations Different values and perceptions Shared resources Unclear roles and responsibilities Dependence upon each other Unclear policy or procedures Different goals, purpose, outcomes Individual “personality” differences

Common CausesCommon Causes

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Your Conflict Management Style

Complete Activity

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Conflict Management Conflict Management StylesStyles

Competing I win, you lose

Accommodation I lose, you win

Compromise Both win some, lose some

Collaboration I win, you win

Avoidance Lose-lose situation

Adapted from Thomas-Kilmann Inventory

OptionsOptions

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Conflict Management Styles

Cooperativeness

Ass

ertiv

enes

s

Competing Collaborating

Compromising

AccommodatingAvoiding

Uncooperative Cooperative

Una

sser

tive

Ass

ertiv

e

Ref: Thomas Kilmann Inventory76


When to Use Each Conflict Management Style

Be aware of– the situations where certain conflict

management styles are suitable (refer course notes)

– Skills required in each conflict management style (refer course notes)

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Dealing with Conflict Part 1

Listen with empathy Consider emotions Use assertiveness Keep it impersonal Use questions to clarify - facts

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Dealing With ConflictPart 2

Find a common outcome You must all want to resolve it Try to adopt a “win-win” approach Develop various options -together Seek further understanding by “Mapping the

conflict” Use a trusted third party mediator

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Personal ConflictManagement Toolkit

“I” Statements Assertiveness Non Verbal Active Listening Questioning Techniques Key Negotiation Skills

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Dealing with ConflictPart 3

Activity: Introduction to Conflict Mapping

Activity: Critically reflect on own conflict situation

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Negotiating Difficult Situations

part 1 Research your adversary / opponent /

challenger

Know your own position and

requirements

Begin with a positive overture

Build trust

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part 2

Address problems, not personalities

Pay little attention to initial offers

Emphasise win-win solutions

Remain persistent about your position

Be open to third-party assistance

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part 3

Brush up on Negotiaton Strategies

– Stampedic Approach

– The Friendly Tactic

– The Dismissive Tactic

– The Threatening Tactic

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Review Communicate two way information and ideas Value and manage Workplace Diversity Develop trust and confidence Build and maintain networks and relationships Prevent workplace problems Identify and resolve work difficulties Manage poor performance Manage conflict Negotiate difficult situations

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faculty of business & computing establish effective workplace relationships bsbwor401a prepared...

Documents

assertion slide

specific information

user information

information sharing

communication link

vision generic information

diversity diversity

basic communication