ASSESSMENT C – WORK BOOK – SHORT ANSWERS

Teaching Team HOSPITALITY

Student Name Bimochan Bastola Student No. Cbc 181758

Teacher Neerav rastogi Semester/Year 2019 jan 07

Program Name and Code SIT50416 – DIPLOMA OF HOSPITALITY MANAGEMENT

Unit Name and Code SITXCOM005 – MANAGE CONFLICT

Assessment Description and ASSESSMENT C – WORK BOOK – SHORT ANSWERS

Version

INSTRUCTIONS TO CANDIDATES

This assessment is made up of short answer questions.

• The questions are divided into sections according to the elements within the unit of competence. There
are three sections in this unit.
• You are required to provide a response to all questions in each section.
• You may source information to answer the questions from the learner guide multimedia or paper-based
resource for this unit.

There may be variations to these Instructions to Candidates for specific examinations. Your Supervisor will
explain any specific requirements.

S S S S S S
Q1 U Q2 U Q3 U Q4 U Q5 U Q6 U

DNS DNS DNS DNS DNS DNS

S S S S S S
Q7 U Q8 U Q9 U Q10 U Q11 U Q12 U

DNS DNS DNS DNS DNS DNS

S S S S S S
Q13 U Q14 U Q15 U Q16 U Q17 U Q18 U

DNS DNS DNS DNS DNS DNS

S S S S S S
Q19 U Q20 U Q21 U Q22 U Q23 U Q24 U

Choice Business College Pty Ltd

ABN 28 130 302 000 | RTO 41297 | CRICOS PROVIDER CODE 03444C
V 2.0 Last updated 11 November 2017
 SITXCOM005 – MANAGE CONFLICT – Work Book – Short Answer

DNS DNS DNS DNS DNS DNS

Assessor Comments and Feedback:

The Students overall result was: □ Satisfactory

□ Unsatisfactory □ Resit Required

Student Bimochan Bastola Examiner

Name Name
Student Examiner
Signature Signature
Date 06/03/2019 Date

SECTION 1: IDENTIFY CONFLICT SITUATIONS

Q1: List three common conflict situations with customers. If possible, relate the answer to your workplace
or industry sector.

Answer: The three common conflict situations with customers are presented below: -

i. Leadership conflict
ii. Work style differences.
iii. Cultural-based dissension.

Q2: Give an example for each of the stags of conflict.


Discomfort
This stage is characterised by poor interactions and extreme gestures are contemplated. At this
level, stereotyping is applied as negative identification of the opponent. When this level is reached,
it is unlikely the parties will be able to resolve the conflict without external, objective and
professional assistance.

Choice Business College Pty Ltd

ABN 28 130 302 000 | RTO 41297 | CRICOS PROVIDER CODE 03444C
V 2.0 Last updated 11 November 2017
 SITXCOM005 – MANAGE CONFLICT – Work Book – Short Answer

For example, let’s you were at the computer and accidently pressed submit to before you really wanted to.
You wrote a mistake, perhaps this was a spelling or grammatical error that you wanted to change. Perhaps
you wrote something that just made a fool out of yourself. Either way, the thoughts that are going through
your mind are what an idiot you were and how other people are going to look at you differently now. To heal
this, you start coming up with mind chatter that more than likely is useless.

“Why did I hit submit!?”

“I’m such a klutz!”

“Maybe nobody will read it…”

“Should I write something else beneath it?”

“Oh I wish I didn’t do that…”

“Where is the redo submit button when I need it!”

This is the wrong approach as this will only produce more discomfort. To cure this you have to be
indifferent about it. But it’s no use to just tell you to be indifferent. That starts with acceptance. Accept that
you have hit the submit button. Next visualize or go into a reality that you’ve done it so many times that it’s
no big deal. This helps being indifferent as well. For example, see yourself having already hundreds of
thousands of times. Momentarily picture it in your head. Now feel the feeling slowly vanish away. Feel
better?


Incident

Example of Incident:

i. Slips, trips and falls.

ii. Muscle strains.
iii. Being hit by falling objects.
iv. Repetitive strain injury.
v. Crashes and collisions.
vi. Cuts and lacerations.
vii. Inhaling toxic fumes.


Misunderstanding

Example of Miscommunication:
Choice Business College Pty Ltd
ABN 28 130 302 000 | RTO 41297 | CRICOS PROVIDER CODE 03444C
V 2.0 Last updated 11 November 2017
 SITXCOM005 – MANAGE CONFLICT – Work Book – Short Answer

“I'm trying my best to impress you”

Small business owners aren't the only ones who want to be viewed as smart, savvy and professional.
Employees harbor the same need. But sometimes they go about it the wrong way, muddying their message
with complex or windy phrases and jargon that lead to confusion and miscommunication. The 2% Factor
cites an example from someone obviously trying too hard to impress: "Employees must work more
synergistically using best practices in conflict resolution to ensure they reach optimal productivity." The
translation was much simpler to understand: "We want our staff to work better together so they get more
work done."

Fill the glass: Saying what you mean and meaning what you say is the essence of communication. It may
not be considered “fancy talk”; in fact, it's plain talk. But plain talk usually accomplishes its goal: being
clear and direct and ultimately understood.


Tension

An example of tension is an awkward feeling between two friends after a big fight.


Crisis

A crisis is any event that is going to lead to an unstable and dangerous situation affecting an individual, group,
community, or whole society.

Choice Business College Pty Ltd

ABN 28 130 302 000 | RTO 41297 | CRICOS PROVIDER CODE 03444C
V 2.0 Last updated 11 November 2017
 SITXCOM005 – MANAGE CONFLICT – Work Book – Short Answer

Q3: Why is it important to identify and act swiftly to signs of potential conflict?

Answer: Employees must be able to trust each other and people in management. Distrust may indicate
conflict and feelings of anxiety. Increased sickness levels – Higher sickness levels can indicate staff
dissatisfaction and a lack of willingness to come into work.

Q4: A co-worker seems to be avoiding you, and you can’t think of what it is you have done wrong. What
conflict stage is this?

Answer: Perceived conflict

Q5: Briefly describe three conflict situations that might threaten the safety of customers or colleagues.

1. Leadership conflict:
Every leader has his own way of leading a team. When you have co-founders the distinction in leadership
styles becomes even more prominent. Keep in mind that your employees may have to work under the
leadership of different people throughout the day. Dealing with different leadership styles, may cause
irritation and confusion.

For instance, one of your cofounders may take a direct approach to work, while you have a more inclusive
and open style of communication. The best way to tackle these differences is to focus on developing a
synergistic company culture and core values that guide your team. These principles must be strong enough to
offer consistency in decision making and people’s overall involvement in the business.

2. Interdependency-based conflict: Often times an employee has to rely on someone else co-operation,
input or output to get their job done. This can cause dissension. For example, if a member of your sales team
is regularly late to input monthly sales figures, then your accountant will definitely be late in submitting
reports. This type of interdependency-based conflict can be resolved by clarifying roles and responsibilities
while ensuring that each employee is held accountable for their tasks.

Choice Business College Pty Ltd

ABN 28 130 302 000 | RTO 41297 | CRICOS PROVIDER CODE 03444C
V 2.0 Last updated 11 November 2017
 SITXCOM005 – MANAGE CONFLICT – Work Book – Short Answer

3. Work style differences: Everyone has a different style of working to complete assigned tasks. It is
important to keep this in mind when training new employees and managing workload. For example, there are
people who prefer to work with a team-oriented approach. On the other hand, there are those who are
independent and task-oriented; they prefer to complete the work quickly without external input. If you
understand that people have different styles of working, then you can better manage employee conflicts as
they arise.

Q6: List five non-verbal and vocal cues that indicate potential conflict.

Answer: The five non-verbal and vocal cues that indicate potential conflict are presented below: -

i. Facial Expressions. Facial expressions are responsible for a huge proportion of

nonverbal communication.
ii. Gestures.
iii. Body Language and Posture.
iv. Proxemics.
v. Eye Gaze.

Q7: Give three examples of resources you could use to help you resolve conflict.

Answer: The three examples of resources you could use to help you resolve conflict are presented below: -

i. Stay Calm. ...

ii. Listen to Understand. ...
iii. Accentuate the Positive

Choice Business College Pty Ltd

ABN 28 130 302 000 | RTO 41297 | CRICOS PROVIDER CODE 03444C
V 2.0 Last updated 11 November 2017
 SITXCOM005 – MANAGE CONFLICT – Work Book – Short Answer

SECTION 2: RESOLVE CONFLICT

Q8: What are two communication characteristics of the assertive approach to conflict?
Answer:
i. Gain self-confidence and self-esteem.
ii. Understand and recognize your feelings.

Q9: List the five conflict resolution strategies.

Answer:

i. Avoiding the Conflict. Avoiding or withdrawing from a conflict requires no courage or consideration
for the other party.
ii. Giving In. Giving in or accommodating the other party requires a lot of cooperation and little
courage.
iii. Standing your Ground.
iv. Compromising.
v. Collaborating.

Q10: What can you do in a conflict situation to ensure all parties agree on the nature and details of the
conflict?
Answer:
Avoid the Blame Game: In every work environment there comes a time when mistakes are made. These
blunders range from simple typos in emails to wrong information being sent out to a client, or worse,
confidential information being sent out to the wrong client. Regardless of the magnitude of the error, even
the best employees can end up rattled and flustered. In such a state, our mind goes into over-drive trying to
come up with the most logical explanation. Thus, begins the unhealthy blame game. Unhealthy practices at
work can affect our productivity. It’s important to understand why this happens so you can prevent the
blame game from affecting your productivity at work.

Choice Business College Pty Ltd

ABN 28 130 302 000 | RTO 41297 | CRICOS PROVIDER CODE 03444C
V 2.0 Last updated 11 November 2017
 SITXCOM005 – MANAGE CONFLICT – Work Book – Short Answer

Q11: Imagine a situation involving conflict between team members about differences in opinions on how to
complete a work project. Explain what conflict resolution strategy you would suggest they use and
why.
Answer: Listen to Understand and Attack the Problem, Not the Person.

Q12: Why is it important to take personal responsibility for ensuring conflict is resolved?

Answer: Conflict can cause tension between employees if they don't know how to handle the situation.
Tension due to unresolved conflict lowers morale in the work place and can stall the work flow. By training
your employees how to handle conflict on their own, the overall tension decreases for a better working
environment.

Choice Business College Pty Ltd

ABN 28 130 302 000 | RTO 41297 | CRICOS PROVIDER CODE 03444C
V 2.0 Last updated 11 November 2017
 SITXCOM005 – MANAGE CONFLICT – Work Book – Short Answer

Q13: It is important to deal with conflict courteously and discreetly, while minimising the impact on others.
How could you do this?
Answer:
i. Clarify what the disagreement is.
ii. Establish a common goal for both parties.
iii. Discuss ways to meet the common goal.
iv. Determine the barriers to the common goal.
v. Agree on the best way to resolve the conflict.

Q14: What is ‘effective communication’?

Answer: Effective communication is defined as verbal speech or other methods of relaying information that
get a point across. An example of effective communication is when you talk in clear and simple terms.

Q15: List four steps or strategies that can help you communicate effectively with colleagues and customers
as you manage conflict in the workplace.
Answer:
i. Talk with the other person. ...
ii. Focus on behavior and events, not on personalities. ...
iii. Listen carefully.

Q16: There are six steps to effectively resolve conflict. What are they?
Answer:
i. Clarify what the disagreement is.
ii. Establish a common goal for both parties.
iii. Discuss ways to meet the common goal.
iv. Determine the barriers to the common goal.
v. Agree on the best way to resolve the conflict.
vi. Acknowledge the agreed upon solution and determine the responsibilities each party has in
the resolution.

Choice Business College Pty Ltd

ABN 28 130 302 000 | RTO 41297 | CRICOS PROVIDER CODE 03444C
V 2.0 Last updated 11 November 2017
 SITXCOM005 – MANAGE CONFLICT – Work Book – Short Answer

Q17: What could be the outcome for a business should a serious conflict situation be ignored or badly
handled?
Unresolved conflict can also have a negative impact on the leader-employee relationship. For example, it can
result in eroded trust, decreased motivation, lowered morale, increased stress and health risks,
decreased performance and productivity, increased absenteeism and presenteeism, and employees
quitting.

Q18: Conflict resolutions need to fit within the policies and constraints of your organisation. Give three
examples of policies or constraints. Relate to your workplace or training environment, if possible.

Answer:
i. Acknowledge that a difficult situation exists.
ii. Let individuals express their feelings.
iii. Define the problem.

Q19: List two examples of records or forms you may need to complete after a conflict situation is dealt with.
Answer:
i. Giving In. Giving in or accommodating the other party requires a lot of cooperation and
little courage.
ii. Standing your Ground.
iii. Compromising.

Choice Business College Pty Ltd

ABN 28 130 302 000 | RTO 41297 | CRICOS PROVIDER CODE 03444C
V 2.0 Last updated 11 November 2017
 SITXCOM005 – MANAGE CONFLICT – Work Book – Short Answer

SECTION 3: EVALUATE CONFLICT RESOLUTION

Q20: What are two benefits of evaluating and reflecting on conflict situations and the effectiveness of
solutions applied?
Answer:
i. Stronger Relationships.
ii. respectful manner

Q21: What written data might you gather and use to help evaluate conflict situations? List four options.
Answer:
i. Avoiding
ii. Compromising
iii. accommodating,
iv. collaborating.

Q22: Give an example of how you might use the skills of a team to help evaluate conflict.
Answer:
i. Manage stress quickly while remaining alert and calm. ...
ii. Control your emotions and behavior. ...
iii. Pay attention to the feelings being expressed as well as the spoken words of others.
iv. Be aware of and respect differences

Q23: Briefly describe how you would follow up with a customer to ensure they are happy with the outcome
of a conflict resolution?
Answer: Good customer service means helping customers efficiently, in a friendly manner. It's essential to
be able to handle issues for customers and do your best to ensure they are satisfied. Providing good service is
one of the most important things that can set your business apart from the others of its kind

i. Don't take it personally. Never argue! Remember: it's not about you. ...
ii. Listen to what the customer is really saying. It is important to be an active listener. ...
iii. Show empathy. Let the customer vent.

Choice Business College Pty Ltd

ABN 28 130 302 000 | RTO 41297 | CRICOS PROVIDER CODE 03444C
V 2.0 Last updated 11 November 2017
 SITXCOM005 – MANAGE CONFLICT – Work Book – Short Answer

Q24: Your workplace rosters are a constant source of conflict between staff and management. Staff requests
are not incorporated into rosters, inconsistent numbers and types of shifts and days off are allocated
and casual staff are regularly told not to attend a shift less than 24 hours prior to commencement due to
overstaffing. What could you do to improve the situation?

ANSWER: An employer should give an employee who works an irregular shift pattern reasonable notice of
their hours. Normally this would be included in the contract of employment and the standard notice period is
around 7 days.

Choice Business College Pty Ltd

ABN 28 130 302 000 | RTO 41297 | CRICOS PROVIDER CODE 03444C
V 2.0 Last updated 11 November 2017