Assessment Manual

BSBLDR523
Lead and manage effective workplace relationships
Note: Provide references if you have consulted for other authors’ ideas and writings.
A reference list lists only the sources you refer to in your writing. The purpose of the reference list is to
allow your sources to be found by your reader (assessor). It also gives credit to authors you have
consulted for their ideas. It helps you to avoid plagiarism by making it clear which ideas are your own and
which are someone else's, shows your understanding of the topic, gives supporting evidence for your
ideas, arguments, and opinions. Allows others to identify the sources you have used.
For example,
1. Website with an author - Author surname, initials (Year), article title, website name, Available at:
http://website url.com.au/article, Accessed 10 March 2021.
2. Website without author and no date - Article title (n.d.), website name, Available at: http://website
url.com.au/article, Accessed 10 March 2021.
3. Book with no author - Title of book, edition (edn), Volume number or number of volumes, Publisher,
Place of publication, page number(s) if applicable.
4. Book with one author - Author, a (Year), Title of book, Publisher, Place of publication.
5. Book with two or three authors - Authors, AA, Author, BB & Author, CC (Year), Title of book,
Publisher, Place of publication.
 BSBLDR523 Lead and manage effective workplace relationships

Assessment Task 2 – Case Study

(includes presentation and role-plays)
Develop and implement processes to manage ideas and information
You are required to read the following assessment information, requirements, and instructions before
commencing. This task has simulated workplace reference. Ensure you access the simulated workplace
resources (planning documents, policies, and procedures etc.), equipment, applicable legislation,
regulation, standards, and code of conduct during the assessment as specified and facilitated by your
assessor.

Assessment Information Description

1 Assessment Method Case Study, Presentation and Role Play (simulated workplace)
Summative
2 Assessment Type
This assessment task is a case study for you to lead and manage effective
3 Assessment
workplace relationships.
Description You are required to analyse the case scenario and provide written
(What?) solutions to task activities by demonstrating applicable foundation skills
and knowledge. You must also provide performance solutions to specific
presentation activities relevant to case study in presentations as agreed by
your assessor. You must read the following information related to your
assessment to prepare and perform in order to provide evidence of your
skills and knowledge related to the unit of competency.
To gather evidence of your ability to apply skills and knowledge
4 Purpose (objective)
consistently to lead and manage effective workplace relationships.
of the Assessment
(Why?)
1. Review the skills application section/s of the learner workbook.
5 Assessment
2. Read the task performance requirements and foundation skills
Instructions application for each task activity.
(How?) 3. Conduct research and review literature relevant to the unit.
4. Provide solutions to each written and performance activity using skills
and knowledge and demonstrating your foundation skills.
Note: Use word-process document for written activities to provide
written evidence as specified in the task. you may use MS Word /Mac
document for your written evidence.
5. This task requires you to play roles. As specified and agreed by your
assessor, presentation the relevant activities demonstrating relevant
skills.
6. The assessment is due on the date specified by your assessor.
7. Any variations to this arrangement must be approved in writing by
your assessor.
8. Submit your work with any required evidence attached.
9. See the specifications below for details of submission requirements.
10. Continue to read the following assessment requirements:
1. This assessment will be conducted according to training delivery
6 Assessment Date/s
session plan.
and Timing/s 2. Assessor will specify the timings for assessment and evidence
 BSBLDR523 Lead and manage effective workplace relationships
(When?) submission date/s and timing/s.
3. This assessment is due for submission in Week 9.
1. Provide written solutions to all the case study activities and questions
7 Specifications
using word-processed document. You may use this MS Word /Mac
(What structure, document for your answering. Provide specified length and numbers
format, and mentioned in each written activity.
demonstration) 2. For presentation activities, play the role as specified by your assessor
demonstrating foundation skills and knowledge application while being
observed by your assessor.
3. Submit the written activities with a cover page that includes your
name, student ID, unit name unit code, date of submission and
assessor name. Include header (unit name/code) and footer (page
number, student name and student ID number)
Assessment is conducted in the training room simulated and safe
8 Assessment Context
environment where you must perform consistently applying skills and
(Where and in what knowledge.
condition) You must also provide written solutions to the activities in a word-
processed document with evidence that demonstrates consistent skills and
knowledge application in various conditions specified in the assessment
task.
Assessed in a simulated off-the-job situation that reflects the real
workplace.
1. Assessment task with instruction and assessment information
9 Required Resources
2. Learner workbook and other training handouts.
(What resources, 3. Access to simulated workplace business equipment and resources.
equipment, tools 4. Access to simulated workplace policies and procedures.
and materials) 5. Computer with Internet access word-process software (MS
Word/Mac).
6. Workspace, table/s, chair/s and stationery as required.
7. Case study and/or real workplace scenario
8. Access to relevant legislation, regulations, standards, and code of
practice
9. Specified timing for assessment
To complete the unit requirements safely and effectively, you must
10 Evidence
demonstrate consistence performance and provide evidence of your ability
Requirements to provide leadership for a program of work.
(What assessor is
looking for) In the course of above, you must:
 Provide written solutions to all the case study activities reflecting
vocational application,
 Demonstrate performance and presentation activities consistently
applying foundation skills and,
 Demonstrate consultation and communication effectively with
relevant stakeholders (assessor and fellow trainees in
presentations).
 BSBLDR523 Lead and manage effective workplace relationships

Case Study, Presentation and Role Play (Skills and Knowledge Application)
Using the simulated workplace and the scenario in the appendix or your own workplace referring to the
scenario in the appendix as agreed by your assessor, provide solutions to manage relationships in the
workplace. This task has three parts as A, B, and C. Part A to develop processes. Part B and C to implement
processes.
Whatever the workplace you select, the policies and procedure manual of simulated workplace must be
used as the policies and procedures of the workplace to undertake the following task. In case you select
your own workplace or any other workplace you have access to information, provide a brief description of
the workplace such as the industry, operation, personnel, and teams.

Your role
You are the restaurant manager of Café 65 (simulated workplace). Your role includes hiring, training,
managing restaurant staff, focus on front-of-house personnel, drive marketing efforts, collaborate with the
kitchen to develop menus and overall lead and manage effective workplace relationships .

Your Task
Complete the following workplace activities demonstrating skills and knowledge to develop and implement
processes and systems to manage difficulties on two occasions as follows:

Part A - Develop processes to manage ideas and information

Develop the following processes to manage effective workplace relationships:
1. Access Café 65 (simulated workplace) documents including policies and procedures and use the
relevant policies and procedures to undertake this task. Your assessor will guide you how and
where to access the documents according to college procedures.
2. Read the workplace situation below and the case study in appendix 1 including workplace
collaboration policy and procedures, and:
a. Analyse workplace situations above and identify required processes for workplace
collaboration according to organisational policies and procedures using the template
provided in appendix 2.
3. Identify work related issues and develop a consultation process to help employees to contribute for
solutions to issues related to their work role using the template provided in appendix 2.
4. Identify workplace conflicts of the following situation (Part C Occasion 2) and develop processes for
conflict management using the template provided in appendix 2.
5. Develop a process to escalate workplace issues.

Part B - Occasion 1 – Implement processes to manage ideas and information

Work related issues
Stress in the workplace is a performance killer. Employees are under pressure to meet work demands and
organisational goals in today's competitive environment. Job stress is frequently caused by a lack of work-
life balance, a lack of job security, conflicting work roles, and heavy workloads. Employees who are dealing
with these issues are more prone to illness, perform less well, and feel less motivated. Indeed, at Café 65
stress is responsible for between 60% and 80% of workplace accidents. Cook staff and the front server
team have provided feedback about the issues they face at café 65:
 Low motivation over routinely mundane tasks
 Poor work-life balance during busy times of the year
 Schedule inflexibility on staff rosters due to skills and talents
 Insufficient training due to time allocation difficulty
 Lack of equipment or technology for peak times
 BSBLDR523 Lead and manage effective workplace relationships
 Intermittent staff conflicts and harassment among teams and individuals.

Implement effective workplace relationships by undertaking and performing the following:

6. Write an email to café owner escalating workplace issues using the email template provided in
appendix 2.
7. Communicate to your staff (team members) by an email using the email template provided in
appendix 2 and include the following in your email:
a. Inform them how you establish work collaboration in the workplace and support teams to
achieve work tasks,
b. Delegate and confirm the responsibilities to kitchen manager for fulfilling work tasks of
kitchen management,
c. invite front house and kitchen team members for a consultation meeting, and
d. inform them about your consultation process developed above (activity 3).
8. Read the case study section “Outcomes of consultation” and communicate with teams writing
another email to your teams providing feedback on the outcomes of consultation.
9. Identify the workplace issue of Khan and Lucy in the case study of appendix 1, develop a strategy to
address the issue in workplace relationships according to processes established above (activity 4).
10. Develop a process for facilitating employees’ contributions to consultation on work issues.

Part C - Occasion 2 - Implement processes to manage ideas and information

Miscommunication at the cafe show up in a number of ways. Some team members are not understanding
one another. They experience intent-impact gaps. You also notice that conversations are going in circles as
you have the same discussion multiple times with colleagues. Miscommunications have often become the
root cause of poor collaboration at the café 65. Further, Individuals are unclear on priorities and roles.
When groups operate successfully, team members are aligned on their priorities as well as the ways they as
individuals and as a collective can contribute to successful outcomes.

Implement effective workplace relationships by undertaking and performing the following:

11. Write an email to your kitchen manager and head waiter referring to above issues of
miscommunication among personnel in order to refer the matter to relevant personnel using the
email template provided in appendix 2.
12. Communicate the following to your staff by writing and sending an email using the email template
provided in appendix 2. Communicate the following in your email:
a. Guidelines for workplace collaboration to achieve work tasks,
b. Guidance for effective delegation of responsibilities for fulfilling work tasks of kitchen
management and front house management,
c. Request their feedback on management of workplace relationships from the kitchen team
and front house team (relevant stakeholders).
13. Read the case study section “Outcomes of consultation meeting 1” and evaluate feedback for
improvements to leadership style and identify areas of improvement for future workplace relations
leadership using the template provided in appendix 2.
14. Communicate and provide feedback on the outcomes of consultations by writing another email to
your teams using the email template provided in appendix 2.
15. Write a brief reflection (Approx. 100 - 200 words) of how you adapt personal communication style
to model behaviours, build trust and positive working relationships, and to support others.

---End of Case Study Task Activities---

 BSBLDR523 Lead and manage effective workplace relationships

Conflict situations
No matter how well a restaurant serves or cooks for their customers, they must deal with complaints. It is a
subset of the hospitality and recreation industries. Typical instances of conflict between customers and
restaurant staff occur when the consumer is dissatisfied with the service or quality, such as receiving the
incorrect order. Conflicts are not harmful incidents because when a customer is dissatisfied with your
product or service, they actively seek to resolve the issue with you. It is the restaurant's management's
responsibility to seize and capitalise on this opportunity.
Occasion 1: Task-Based Conflicts
There are many reasons for task-based conflicts. It could be a lack of coordination while working together,
or someone delaying work, or ineffective communication leading to poor performance. This not only affects
the job but also can lead to more serious consequences, especially on the progress and success of the
team. Sona asked Madhuri for help responding to a customer inquiry, but Madhuri refused to lend a hand
because she was working on a customer service and didn't want to delay services to her customers. There
has been tension between two of them working together ever since.
Occasion 2: Personality Conflicts
It’s obvious that people are different from each other. And we’re not going to get along with anyone we
meet. We may run into someone whose personality clashes with us, and conflicts are much likely to
happen. Differences in perceptions and behaviours, underpinned by culture, religion, background, will also
lead to differences in the way we see and behave towards other people.
Khan and Lucy are co-workers working in the kitchen as cooks, Khan, who likes to talk about religious faiths
and beliefs. Lucy does not care that much about religious faiths and beliefs all that much but finds his co-
workers faiths and beliefs to be little extreme. Lucy likes his co-worker and wants to get along with him.
Lucy has thought of just pretending to agree with Khan or telling Khan he would rather talk about other
subjects. Lucy suspects that Khan will be insulted if he goes with the second option. She is bit
uncomfortable and started avoiding Khan affecting work performance between maintaining relationships
and job performance.
 BSBLDR523 Lead and manage effective workplace relationships

Self-Assessment Checklist
Note: The following checklist is for you to confirm your work completion as well as performance
and demonstration of skills. Ensure you carefully check, and tick as completed and performed before
submitting written evidence and while demonstrating skills during performing the task.
Completed as
Assessment Task Activity
required
Part A - Develop processes
Yes No
Develop the following processes to manage effective workplace relationships
1 Access Café 65 (simulated workplace) documents including policies and ☐ ☐
procedures and use the relevant policies and procedures to undertake this task.
Your assessor will guide you how and where to access the documents according to
college procedures.
2 Read the workplace situation below and the case study in appendix 1 including ☐ ☐
workplace collaboration policy and procedures, and:
a. Analyse workplace situations above and identify required processes for
workplace collaboration according to organisational policies and procedures
using the template provided in appendix 2.
3 Identify work related issues and develop a consultation process to help employees ☐ ☐
to contribute for solutions to issues related to their work role using the template
provided in appendix 2.
4 Identify workplace conflicts of above situation and develop processes for conflict ☐ ☐
management using the template provided in appendix 2.
5 Develop a process to escalate workplace issues. ☐ ☐
Part B - Occasion 1 – Implement processes to manage ideas and information

6 Write an email to café owner escalating workplace issues using the email template ☐ ☐
provided in appendix 2.
7 Write an email to your staff using the email template provided in appendix 2 and ☐ ☐
include the following in your email:
a. Guidelines for workplace collaboration to achieve work tasks,
b. Guidance for effective delegation of responsibilities for fulfilling work tasks
of kitchen management and front house management,
c. Request their feedback on management of workplace relationships from the
kitchen team and front house team (relevant stakeholders).
8 Read the case study section “Outcomes of consultation” and write another email ☐ ☐
to your teams providing feedback on the outcomes of consultations.
9 Identify the workplace issue of Khan and Lucy, develop a strategy to address the
issue in workplace relationships according to processes established above (activity
4).
 BSBLDR523 Lead and manage effective workplace relationships
10 Determine and list your monitoring activities workplace conflicts and write
another email to your staff to communicate outcomes of conflict management.
Part C - Occasion 2 - Implement processes to manage ideas and information

11 Write an email to your kitchen manager referring to above issues of Khan and Lucy ☐ ☐
in order to refer the matter to relevant personnel using the email template
provided in appendix 2.
12 Write an email to your staff using the email template provided in appendix 2 and ☐ ☐
include the following in your email:
a. Guidelines for workplace collaboration to achieve work tasks,
b. Guidance for effective delegation of responsibilities for fulfilling work tasks
of kitchen management and front house management,
c. Request their feedback on management of workplace relationships from the
kitchen team and front house team (relevant stakeholders).
13 Read the case study section “Outcomes of consultation” and evaluate feedback for
improvements to leadership style and identify areas of improvement for future
workplace relations leadership using the template provided in appendix 2.
14 Write another email to your teams providing feedback on the outcomes of
consultations using the email template provided in appendix 2.
15 Write a brief reflection of how you adapt personal communication style to model
behaviours, build trust and positive working relationships, and to support others.
 BSBLDR523 Lead and manage effective workplace relationships

Assessment Task 3 – Case Study

(includes presentation and role-plays)

Manage workplace difficulties

You are required to read the following assessment information, requirements, and instructions before
commencing. This task has simulated workplace reference. Ensure you access the simulated workplace
resources (planning documents, policies, and procedures etc.), equipment, applicable legislation,
regulation, standards, and code of conduct during the assessment as specified and facilitated by your
assessor.

Assessment Information Description

1 Assessment Method Case Study, Presentation and Role Play

2 Assessment Type Summative

3 Assessment This assessment task is a presentation based on a scenario to lead and

Description manage effective workplace relationships.

(What?) You are required to play the role by applying foundation skills and provide
solutions to task activities demonstrating the application of skills and
knowledge. You must also provide written solutions to task activities that
will be required for the presentation as specified in your task.
You must read the following information related to your assessment to
prepare and perform in order to provide evidence of your skills and
knowledge related to the unit of competency.
To gather evidence of your ability to apply skills and knowledge
4 Purpose (objective)
consistently to lead and manage effective workplace relationships.
of the Assessment
(Why?)
1. Review the skills application section/s of the learner workbook.
5 Assessment
2. Read the task performance requirements and foundation skills
Instructions application for each task activity.
(How?) 3. Conduct research and review literature relevant to the unit
4. Provide solutions to each written and performance activity using skills
and knowledge and demonstrating your foundation skills.
Note: Use word-process document for written activities to provide
written evidence as specified in the task. you may use MS Word /Mac
document for your written evidence.
5. This task requires you to play roles. As specified and agreed by your
assessor, presentation the relevant activities demonstrating relevant
skills.
6. The assessment is due on the date specified by your assessor.
7. Any variations to this arrangement must be approved in writing by
your assessor.
8. Submit your work with any required evidence attached.
9. See the specifications below for details of submission requirements.
10. Continue to read the following assessment requirements:
 BSBLDR523 Lead and manage effective workplace relationships
6 Assessment Date/s 1. This assessment will be conducted according to training delivery
and Timing/s session plan.
2. Assessor will specify the timings for assessment and evidence
(When?) submission date/s and timing/s.
3. This assessment is due for submission in Week 10.

7 Specifications 1. Provide written solutions to all the project activities using word-
processed document. You may use this MS Word /Mac document for
(What structure, your answering. Provide specified length and numbers mentioned in
format, and each written activity.
demonstration) 2. For presentation activities, play the role as specified by your assessor
demonstrating foundation skills and knowledge application while being
observed by your assessor.
3. Submit the written activities with a cover page that includes your
name, student ID, unit name, unit code, date of submission and
assessor name. Include header (unit name/code) and footer (page
number, student name and student ID number).

8 Assessment Context Assessment is conducted in the training room and safe environment where
you must perform applying skills and knowledge. You must also provide
(Where and in what written solutions to the activities in a word-processed document with
condition) evidence that demonstrates consistent skills and knowledge application in
various conditions specified in the assessment task. (Assessed in a
simulated off-the-job situation that reflects the real workplace).
1. Assessment task with instruction and assessment information
9 Required Resources
2. Learner workbook and other training handouts.
(What resources, 3. Access to simulated workplace and resources.
equipment, tools 4. Computer with Internet access word-process software (MS
and materials) Word/Mac).
5. Workspace, table, chair, and stationery as required.
6. Case study and/or real workplace scenario
7. Access to relevant legislation, regulations, standards, and code of
practice
8. Business equipment and resources.
9. Specified timing for assessment.
To complete the unit requirements safely and effectively, you must
10 Evidence
demonstrate consistence performance and provide evidence of your ability
Requirements to provide leadership for a program of work.
(What assessor is
looking for) In the course of above, you must:
 Provide written solutions to all the case study activities reflecting
vocational application,
 Demonstrate performance and presentation activities consistently
applying foundation skills and,
 Demonstrate consultation and communication effectively with
relevant stakeholders (assessor and fellow trainees in
presentations).
 BSBLDR523 Lead and manage effective workplace relationships

Case Study, Presentation and Role Play (Skills and Knowledge Application)
Using the simulated workplace and the scenario, provide solutions to manage relationships in the
workplace. This task has three parts as A, B, and C. Part A to develop processes. Part B and C to implement
processes.

Your role
You are the restaurant manager of Café 65 (simulated workplace). Your role includes hiring, training,
managing restaurant staff, focus on front-of-house personnel, drive marketing efforts, collaborate with the
kitchen to develop menus and overall lead and manage effective workplace relationships .

Your Task - Manage difficulties

Complete the following workplace activities demonstrating skills and knowledge to develop and implement
processes and systems to manage difficulties on two occasions as follows:

Part A - Develop processes and systems to manage difficulties

Work related difficulties
Hospitality, as one of the hardest hit sectors, is gradually recovering from the pandemic's effects. With the
landscape having shifted dramatically since COVID-19, an already nimble industry is forced to employ novel
strategies such as collaboration, better relationships among workforce to pave the way to recovery.

While the road ahead may appear daunting at the moment, with a seemingly endless array of new
challenges thrown at staff—COVID shutdowns, navigating government and bank loan programmes,
constantly changing COVID procedures and rules, an ever-changing sentiment among customers regarding
what they expect from the café and restaurant, and now, the biggest of all, hiring and retaining employees
during an epic labour shortage—the road ahead is anything but. It is critical to manage employee
relationships and achieve desired outcomes through creativity and collaboration as a result of these
constant new challenges.

It will take some time before efforts to contain the spread of COVID-19 are successful, and social distancing
will continue to be necessary. After the threat has passed, it is likely that customers will continue to be
concerned about their health. Options that can increase their level of comfort will help to ensure their
satisfaction and future business.

1. Read the case study and identify workplace difficulties and types of conflicts to manage.
2. Write an email to your staff using the email template provided in appendix 2 and include the
following in your email:
a. How the above COVID Situation develops and inform them requirement of collaboration of
work roles and how you support them to achieve work tasks,
b. Delegate and confirm the responsibilities to relevant personnel to deal with difficulties,
c. invite all the team members for a consultation meeting, and
d. inform them about your consultation process developed in task 2.
3. Read the case study section “Outcomes of consultation” and write another email to your teams
providing feedback on the outcomes of consultations.
4. Identify the workplace conflicts, develop processes to address conflicts of workplace relationships
according to processes established in assessment task 2.
5. Determine and list your monitoring activities of workplace difficulties and write another email to
your staff to communicate outcomes of conflict management.
 BSBLDR523 Lead and manage effective workplace relationships

Part B - Occasion 1 - Implement processes and systems to manage difficulties

Task-Based Conflicts
There are many reasons for task-based conflicts at the cafe. Lack of coordination while working together,
and someone delaying work, ineffective communication leading to poor performance. This not only affects
the job but also leads to more serious consequences, especially on the progress and success of the team
delivering services. Sona asked Madhuri for help responding to a customer inquiry, but Madhuri refused to
lend a hand because she was working on a customer service and did not want to delay services to her
customers. There has been tension between two of them working together ever since.
Personality Conflicts
It’s obvious that people are different from each other. And we’re not going to get along with anyone we
meet. We may run into someone whose personality clashes with us, and conflicts are much likely to
happen. Differences in perceptions and behaviours, underpinned by culture, religion, background, will also
lead to differences in the way we see and behave towards other people.
Implement processes for workplace difficulties by undertaking and performing the following:
6. Identify the workplace conflict, develop a strategy to address the conflicts in workplace
relationships according to processes established in assessment task 2.
7. Communicate to staffs by writing an email to your staff using the email template provided in
appendix 2 and include the following in your email:
a. Identify and describe the conflict and your process to resolve conflicts and other difficulties
according to organisational policies and procedures.
b. describe your plan how to address difficulties.
c. Requirement to follow organisational policies and procedures regarding diversity and
ethical conduct.
d. guidance, counselling, and support you provide to assist co-workers in resolving their work
difficulties.
8. Determine and list your monitoring activities workplace conflicts and write another email to
communicate to your staff to communicate outcomes of conflict management.

Part C - Occasion 2 - Implement processes and systems to manage difficulties

Implement processes for workplace difficulties by undertaking and performing the following:
9. Write an email to your kitchen manager referring to above issues of Khan and Lucy in order to refer
the matter to relevant personnel using the email template provided in appendix 2.
10. Write an email to your staff using the email template provided in appendix 2 and include the
following in your email:
a. Guidelines for workplace collaboration to achieve work tasks,
b. Guidance for effective delegation of responsibilities for fulfilling work tasks of kitchen
management and front house management,
c. Request their feedback on management of workplace relationships from the kitchen team
and front house team (relevant stakeholders).
11. Read the case study section “Outcomes of consultation” and evaluate feedback for improvements
to leadership style and identify areas of improvement for future workplace relations and leadership
using the template provided in appendix 2.
12. Using your strategies and processes developed for above two occasions, identify areas of
improvement for future workplace relations leadership.
---End of Case Study Task Activities---
 BSBLDR523 Lead and manage effective workplace relationships

Self-Assessment Checklist
Note: The following checklist is for you to confirm your work completion as well as performance and
demonstration of skills. Ensure you carefully check, and tick as completed and performed before submitting
written evidence and while demonstrating skills during performing the task.
Completed as
Assessment Task Activity
required
Part A - Develop processes
Yes No
Develop the following processes to manage effective workplace relationships
1 Read the case study and identify workplace difficulties and types of conflicts to ☐ ☐
manage.
2 Write an email to your staff using the email template provided in appendix 2 and ☐ ☐
include the following in your email:
b. How the above COVID Situation develops and inform them
requirement of collaboration of work roles and how you support
them to achieve work tasks,
c. Delegate and confirm the responsibilities to relevant personnel to
deal with difficulties,
d. invite all the team members for a consultation meeting, and
e. inform them about your consultation process developed in task 2.
3 Read the case study section “Outcomes of consultation” and write another email ☐ ☐
to your teams providing feedback on the outcomes of consultations.
4 Identify the workplace conflicts, develop processes to address conflicts of ☐ ☐
workplace relationships according to processes established in assessment task 2.
5 Determine and list your monitoring activities of workplace difficulties and write ☐ ☐
another email to your staff to communicate outcomes of conflict management.
Part B - Occasion 1 – Implement processes and systems to manage difficulties

6 Identify the workplace conflict, develop a strategy to address the conflicts in ☐ ☐

workplace relationships according to processes established in assessment task 2.
7 Communicate to staffs by writing an email to your staff using the email template ☐ ☐
provided in appendix 2 and include the following in your email:
a. Identify and describe the conflict and your process to resolve
conflicts and other difficulties according to organisational policies
and procedures.
b. describe your plan how to address difficulties.
c. Requirement to follow organisational policies and procedures
regarding diversity and ethical conduct.
d. guidance, counselling, and support you provide to assist co-
workers in resolving their work difficulties.
8 Determine and list your monitoring activities workplace conflicts and write ☐ ☐
another email to communicate to your staff to communicate outcomes of conflict
 BSBLDR523 Lead and manage effective workplace relationships
management.
Part C - Occasion 2 - Implement processes and systems to manage difficulties

9 Write an email to your kitchen manager referring to above issues of Khan and Lucy ☐ ☐
in order to refer the matter to relevant personnel using the email template
provided in appendix 2.
10 Write an email to your staff using the email template provided in appendix 2 and ☐ ☐
include the following in your email:
a. Guidelines for workplace collaboration to achieve work tasks,
b. Guidance for effective delegation of responsibilities for fulfilling
work tasks of kitchen management and front house management,
d. Request their feedback on management of workplace
relationships from the kitchen team and front house team
(relevant stakeholders).
11 Read the case study section “Outcomes of consultation” and evaluate feedback for ☐ ☐
improvements to leadership style and identify areas of improvement for future
workplace relations and leadership using the template provided in appendix 2.
12 Using your strategies and processes developed for above two occasions, identify ☐ ☐
areas of improvement for future workplace relations leadership.
 BSBLDR523 Lead and manage effective workplace relationships

Appendix
Case Study (Simulated Workplace)
Café 65
Café 65 is a longstanding restaurant business located in the heart of the Melbourne CBD trading under the
name CAFE 65 and specialise in providing customers with a wealth of choice from our famous and delicious
pizzas to our tasty pastas, seafood, steaks, poultry, salads, breakfast, and desserts in authentic Italian
atmosphere in these restaurants.
Garry Hood runs the Café 65 as the restaurant manager which is owned by James Brook (The Owner
Director). He wants to get the restaurant to the next level using overarching goal of workplace
collaboration to increase café and restaurant success.
Restaurant workforce

Position Name Roles and responsibilities

Restaurant Garry Hood  Hiring, training, and managing restaurant staff
Manager  Focus on front-of-house personnel,
 Drive marketing efforts and
 Collaborate with the kitchen to develop menus.
Executive Reynold Capitano  Accountable for all activities in the kitchen
Chef  Hiring everyone from the head chef to the dishwasher
 Update menus for seasonality and evolving tastes
 Train staff to create new dishes
Kitchen Tran Ponti  Lead the kitchen staff and implement all the kitchen plans
Manager outlined by the executive chef,
 Enforce all safety, hygienic, and food standards,
 Ensuring food quality and quality of the plating
 Help place ingredient orders,
 Budgeting and outsourcing
Sous Chef Michelle  Preparation of ingredients and main dishes,
 Follow kitchen plans
 Inventory management
 Preparation of status reports
Line Cook Sarah  Prep work in the kitchen
 Ensure that all kitchen stations are fully stocked before the
kitchen opens
 Chop vegetables, prepare sauces, and make sure each station
is cleaned to sanitary standards
Cooks Chong, Khan, Lucy  Follow the recipes and cook food on order
Head waiter Kim Sus  Oversee the waiters and waitresses and facilitate them.
Servers Madhuri, Sona,  The face of a restaurant,
Robin, Lam  Customer service,
 Seat customers, take orders, answer questions about the
food, deliver the food to the table, and receive payment from
the customers
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For Task 2
Situation – Work related issues
Restaurant Manager (Garry) wants to manage ideas and information in the restaurant. Generally, idea is a
“mental construct” thought, belief, opinion, or plan. Each product of the café and service originated as an
idea. Continuous innovation can result in market leadership, but only if new ideas are generated on a
consistent basis. Garry requires a process for collecting and evaluating suggestions related to café strategic
direction. The idea management process entails the collection, evaluation, and prioritisation of requests
and feedback.
The portion titled "idea" is concerned with generation. Given the diversity of sources of inspiration,
restaurant manager wants to make it as simple as possible for people to submit and share. The
"management" component entails categorising and prioritising the most pertinent ideas in relation to
café’s strategy whether you are looking to improve an existing product or create a new one.
Effective idea management enables your product roadmap to be guided by genuine customer needs. When
a formal process is in place, you can continuously improve the service you provide and delight your
customers.

Manage ideas and information

Occasion 1: Work related issues
Stress in the workplace is a performance killer. Employees are under pressure to meet work demands and
organisational goals in today's competitive environment. Job stress is frequently caused by a lack of work-
life balance, a lack of job security, conflicting work roles, and heavy workloads. Employees who are dealing
with these issues are more prone to illness, perform less well, and feel less motivated. Indeed, at Café 65
stress is responsible for between 60% and 80% of workplace accidents. Cook staff and the front server
team have provided feedback about the issues they face at café 65:
 Low motivation over routinely mundane tasks
 Poor work-life balance during busy times of the year
 Schedule inflexibility on staff rosters due to skills and talents
 Insufficient training due to time allocation difficulty
 Lack of equipment or technology for peak times
 Intermittent staff conflicts and harassment among teams and individuals.

Occasion 2: Miscommunication
Miscommunication at the cafe show up in a number of ways. Some team members are not understanding
one another. They experience intent-impact gaps. You also notice that conversations are going in circles as
you have the same discussion multiple times with colleagues. Miscommunications have often become the
root cause of poor collaboration at the café 65. Further, Individuals are unclear on priorities and roles.
When groups operate successfully, team members are aligned on their priorities as well as the ways they as
individuals and as a collective can contribute to successful outcomes.

For task 3
Managing difficulties
Occasion 1: Workplace conflicts
Task-Based Conflicts
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There are many reasons for task-based conflicts at the cafe. Lack of coordination while working together,
and someone delaying work, ineffective communication leading to poor performance. This not only affects
the job but also leads to more serious consequences, especially on the progress and success of the team
delivering services. Sona asked Madhuri for help responding to a customer inquiry, but Madhuri refused to
lend a hand because she was working on a customer service and did not want to delay services to her
customers. There has been tension between two of them working together ever since.
Personality Conflicts
It’s obvious that people are different from each other. And we’re not going to get along with anyone we
meet. We may run into someone whose personality clashes with us, and conflicts are much likely to
happen. Differences in perceptions and behaviours, underpinned by culture, religion, background, will also
lead to differences in the way we see and behave towards other people.
Khan and Lucy are co-workers working in the kitchen as cooks, Khan, who likes to talk about religious faiths
and beliefs. Lucy does not care that much about religious faiths and beliefs all that much but finds his co-
worker’s faiths and beliefs to be little extreme. Lucy likes his co-worker and wants to get along with him.
Lucy has thought of just pretending to agree with Khan or telling Khan he would rather talk about other
subjects. Lucy suspects that Khan will be insulted if he goes with the second option. She is bit
uncomfortable and started avoiding Khan affecting work performance between maintaining relationships
and job performance.

Occasion 2: Team conflicts

Due to workload during busy time, there has been an argument between kitchen staff and front service
staff. Sona and Lam (waiter and Waitress) confronted with Chong, Khan, and Lucy (Cooks) for delays of food
from the kitchen for service. From that time, Food quality and service quality have deteriorated and there
has been few customer complaints. On another occasion in front service, Sona asked Madhuri for help
responding to a customer inquiry, but Madhuri refused to lend a hand because she was working on a
customer service and did not want to delay services to her customers. There has been tension between two
of them working together ever since.

For Task 2
Outcomes of Consultation meeting 1
Garry had a consultation meeting with both kitchen staff and front staff. During this meeting the following
ideas came out from the team members:
 Sarah suggested to have a coordination while working together to avoid situations that someone
delaying work.
 Reynold added that effective communication leading to better performance and achieve success of
teams. It is time to re-evaluate team dynamics if colleagues are prioritizing competing work tasks,
are duplicating efforts or are unclear on the value they bring to the teams.
 Lucy and Sona both suggested to recruit part-time staff to cater to the busy time services.
In response to feedback, Garry thanked for the feedback and added that he will escalate their requests to
recruit part-time staff to cater to the busy time services and consult Mr. Brook to do the needful. He also
added that he will lead and manage effective workplace relationships and establish and improve required
effective coordination and effective communication by developing and implementing:
 processes to manage ideas and information.
 processes for workplace collaboration
 processes for conflict management
 processes for escalated issues or refer to relevant personnel
 consultation processes for teams and individuals to contribute to issues related to their work role
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For Task 3
Outcomes of Consultation meeting 2
Garry continued with consultation meeting with both kitchen staff and front staff for the second occasion
to address the workplace conflicts. During this meeting the following ideas came out from the team
members:
 Michelle suggested to have effective mediation to understand each employee and give them
advice. Then, convince them that each of us has different backgrounds and it’s important that they
maintain respect and empathy for each other. That way, it can lead to good cooperation in a team.
 Tran suggested to set clear policies about conflict resolution and behavioural guidelines. Make sure
all your employees know and understand the policies well.
 Lucy suggested that training sessions about workplace diversity and emotional control are also a
good idea to reduce personality-based conflicts in our workplace.

Outcomes of issues escalation

When Garry escalated the workplace issues and difficulties to Mr. Brook, the restaurant owner, he has sent
following collaboration guideline document for Garry to use for work collaboration strategies.

Guidelines for collaborative work

Collaboration is a work methodology that optimises the work environment through the use of unified
digital platforms that are not reliant on individuals or multiple types of applications. The ideal collaborative
process will keep work moving forwards smoothly and teams collaborating without losing information
when individuals leave or tools fail. A collaborative process is optimally supported by a unified platform or
tool that is used to conduct business and store data by all employees. Effective collaboration necessitates
that each team member contributes their unique perspective to a shared priority for the organization's
goal. While the timing of the project may have been inconvenient for some team members, this should
prompt communication rather than evasive behaviour.
Procedures for honing the collaborative process within the team
1. Form strategic teams
Each team requires a diverse set of skill sets to complete projects, but even with carefully chosen members,
their areas of expertise may go untapped. For a variety of reasons, assignments are frequently not assigned
to the person who can deliver the best results based on their experience, leaving others scrambling to
complete tasks that another team member could easily complete with greater expertise and in less time.
2. Promote diversity
Collaboration necessitates a strong sense of community in which individuals are respected for their
differences. If someone has a novel idea but remains silent for fear of repercussions, the collaborative
process suffers. Understanding personality and demographic differences enables colleagues to be more
open, develop empathy, and soften negative feelings. By administering a personality test to team members
and requiring them to discuss the results in groups, members gain a better understanding of individuals
who have personalities that are different from their own. Then, take time to learn about others'
experiences with diversity in terms of age, race, gender, and more. When other individuals are
acknowledged, prejudice and bias may begin to fade.
3. Encourage collaborative efforts that are directed towards a common goal
Managers occasionally find it easier to assign deadlines and objectives to their teams. When a group
collaborates to define their own goals and objectives, however, everyone feels more invested in the
venture and is more committed to its success. Managers can provide teams with a framework for goal
setting, such as SMART, to ensure that objectives are crystal clear from the start. As parameters are
discussed, individuals should be aware of how their tasks fit into the overall goal and supporting business
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strategy. Communication with others is critical throughout the duration of a project in order to stay within
the project's goal framework, which brings us to the next point.
4. Assign a tool to facilitate collaboration
While employees are familiar with email and work-related chat apps, these tools blur the line between
work-related communication and work-related tasks. The dispersion of conversations and documents
across applications makes them inaccessible and difficult to share. Contextual collaboration, on the other
hand, connects discussions within the same platform to specific projects, marketing initiatives, or contracts.
In a digital workplace, workflow and communication are combined into a single tab. If a team member
leaves or changes jobs, on boarding and training a new member is as simple as providing them with a single
login that enables them to view documents, conversations, and projects online from any location.
Employees who have access to collaboration software report an 85 percent increase in job satisfaction.
Almost certainly, your employees are open to adopting a modern collaboration tool.

5. Create a work environment that is psychologically secure

Encourage your group to exchange constructive criticism and praise in a respectful manner. The
experiences and abilities of each individual contribute to their unique approach to problems and tasks.
Nobody's judgement should be called into question. While conflicting ideas are inevitable in a truly
collaborative environment, shared team objectives should motivate team members to work through
conflict for the greater good. When managed gracefully, conflict can act as a catalyst for team creativity and
innovation. Along with their professional skills, your employees must be able to collaborate. Collaborative
Outcomes denotes five critical collaborative abilities: active listening, dialogue, feedback, conflict
resolution, and facilitation. By providing seminars or training sessions, you can help strengthen these
abilities and foster a positive work environment.
6. Incentivize and reward collaboration
Rather than rewarding individual performance exclusively, reward team performance. Is the team on track
to accomplish a significant goal? Reward and recognise the entire team. It does not have to be monetary in
nature. Be creative! What special privileges would encourage your teams to collaborate more effectively?
Employees develop a "team" mentality when they see how much management values collaboration.
Internal competition-induced barriers to collaboration begin to dissipate, such as data hoarding and "my
project" mindsets. Members of the team view one another as assets rather than potential impediments to
career advancement.
7. Ensure that the collaborative process is conducted in accordance with consistent standards.
Publish, to the extent possible, roles, policies, and requirements for collaboration within and across teams
and the organisation. For example, teams must create a project board for all one-time projects that details
the individual processes and anticipated completion date. The purpose and benefits of collaboration tools
should be explained in the workplace to ensure that everyone understands the significance of the
collaboration shift. While some employees would prefer to spend the remainder of their days
communicating via email, a little intentionality can help them understand that taking the familiar route is
not always the best.
The Five Collaboration Principles: Through Trust, Respect, Willingness, Empowerment, and Effective
Communication, we can improve human relationships.

Challenges of Workplace Collaboration

Despite the numerous advantages, implementing collaborative practises can be challenging. The following
is a list of common obstacles that arise when implementing collaborative practises, along with possible
solutions:
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 Current Workplace Practices: Collaboration in the workplace frequently runs counter to a more
traditional organisational structure, such as one with stricter job divisions or an authoritative
management style. Employees may resist change, so gradually introduce collaborative practises to
ensure a smooth transition.
 Various Starting Positions: Not every employee will feel comfortable adopting new practises, and
not every team will be able to implement them uniformly. As a result, develop a flexible
implementation strategy to ensure that collaboration benefits everyone.
 Decision-Making Can Become More Complicated: When more people are involved, decision-making
can become more complicated. Maintain strong leadership so that you can maintain a consistent,
clear direction.
 Slow Cost Savings: While cost savings are a frequently touted benefit of workplace collaboration,
do not expect to see them immediately. Be patient and persistent, and you will eventually see
results.
 Strong Senses of Individuality: If your organisation values individuality or if your team contains a
number of strong personalities, collaboration may face resistance. Create teams comprised of
individuals who complement one another to avoid power struggles.

Workplace Collaboration Policy and Procedures

Purpose
Collaboration in the workplace benefits employees by increasing teaching and learning opportunities,
reducing individual pressure, and increasing flexibility. Businesses with a high proportion of millennial
employees have even higher rates of collaboration tool adoption and satisfaction. Numerous practical and
social benefits — ranging from shorter work cycles to a happier workforce — demonstrate that
collaboration is critical to overall success.
Policy
While implementing collaborative practises will almost certainly increase our company's overall success,
there are several best practises you can follow to ensure you maximise your results through workplace
collaboration as follows:
 Lead by Example: As a leader, you must model collaboration for your team members. This includes
being receptive to and respectful of the ideas of all group members, demonstrating enthusiasm for
creative or innovative alternatives, and inviting criticism of your own preferences. This can be
accomplished through verbal affirmation, but do not overlook the value of body language when
expressing interest and openness. Additionally, be transparent and forthright about your own
decision-making processes, apologise for errors, and forgive others for theirs.
 Establish Team Objectives: Rather than focusing on predefined goals established by management,
work collaboratively to define objectives and create actionable goals. Not only will this increase
each team member's sense of purpose, but it will also increase accountability, as everyone has a
stake in the shared purpose and end goal.
 Balance: While you may wish to increase the collaborative nature of your business and prioritise
group goals over personal satisfaction or recognition, it is important to retain some aspects of a
more individual-driven workflow. Certain tasks may be more effective when carried out by a single
person, and you do not want to invite so many ideas that the decision-making process becomes
stifled. Additionally, one-on-one communication has a place, and when communicating with
employees, individual benefit trumps corporate benefit: Pay close attention to each employee's
needs and provide feedback in private.
 Continually Adapt: Once collaborative practises are implemented, you should maintain a flexible
approach. It may take some trial and error to determine which tools and practises work best for
your team or project, so be prepared for your processes to evolve over time. Finally, do not assume
 BSBLDR523 Lead and manage effective workplace relationships
that technology will solve all of your problems; it is more critical to develop a sound strategy than it
is to rely on cutting-edge technology.
 Acknowledgment: While collaborative work emphasises teamwork, you still want to emphasise the
value of each individual. Take care not to micromanage employees in your efforts to foster
collaboration — people require a certain amount of autonomy in order to feel purposeful. To
accomplish this, encourage creative thinking, refrain from premature judgement of ideas, evaluate
the ideas themselves (rather than the person communicating them), and recognise each
collaborator's contribution.
 Effective Communication: workplace collaboration requires effective communication. To
summarise, effective communication requires active participation and accurate communication,
effective discussion and team meetings, and open communication.
There are numerous informal modes of collaboration, many of which you may already be utilising in your
current practices. Several of the most common forms of workplace collaboration to be used are the
following:
 Group brainstorming: This is an opportunity for all team members to share their thoughts and ask
questions in order to reach consensus on a course of action. This is one of the most fundamental
forms of collaboration, but it is extremely effective at improving communication and team trust.
 Mixed-skilled teams: While it may seem counterintuitive, creating teams with a range of skills and
skill levels can actually help you perform better. By intentionally hiring people from diverse
backgrounds, you encourage new ideas and increase your chances of reaching a diverse audience.
 Open discussion: Rather than the traditional "lecture" style, focus your in-person meetings on
discussion. This aids in the dismantling of hierarchical barriers, keeps everyone engaged, and may
result in more productive meetings.
Procedure
Leadership
 Evaluate team members' strengths and weaknesses and choose compatible partners
 Be assertive but not egotistical
 Define roles that are mutually agreed upon and capitalise on individual strengths
 Assign tasks using appropriate delegation
 Facilitate discussion in groups
 Attend to team members' concerns
 Communicate with team members in a respectful manner
 Modify roles and processes to increase partner efficiency and satisfaction
 Recognize and resolve team conflicts.
Team members
 Actively listen to the concerns of other members.
 Analyse issues objectively, without assigning blame
 Solutions to problems are willingly brainstormed
 Consensus-building regarding group project objectives and processes
 When necessary, make concessions to advance the group
 Delegate tasks
 Maintain commitments, adhere to deadlines, and demonstrate dependability.
 Allow for the errors of other members.
 Acknowledge the contributions of other members
 Maintain a cheerful disposition and a sense of humour
 Adaptability to novel ideas
 Accept responsibility for errors.
Best practices
 Set expectations and clarify roles
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 Trust each other
 Appreciate diversity (of both experience and skills)
 Use technology tools strategically
 Integrate collaboration into existing workflow (do not make it an additional step)
 Identify obstacles and address problems cooperatively as they occur
 Measure what matters (focus on the metrics you can actually make into a business case)
 Make collaborative information readily available
 Be persistent.

Conflict management and dispute resolution policy and procedures

Introduction
Open communication and feedback are viewed as critical components of a productive and satisfying work
environment.
Cafe 65 encourages its employees and volunteers to address any issues or concerns they may have
immediately with one another or, in the absence of that, with their immediate supervisor.
The preferred process involves employees and volunteers resolving issues internally to their satisfaction,
without feeling compelled to seek assistance from external organisations or authorities.
The purpose of this document is to provide a means for employees and volunteers, as well as their
supervisors, to address work-related complaints as they arise.

Policy
Cafe 65will establish mechanisms to facilitate the rapid and efficient resolution of workplace conflicts.
Employees and volunteers should feel comfortable approaching their manager or supervisor with concerns
using the procedures outlined below.
All formal channels for grievance resolution will be fully documented, and the employee's/preferences
volunteer's will be considered when determining the appropriate steps and actions.
No employee will be intimidated or treated unfairly in any way for utilising this Policy to resolve a conflict.
This Policy applies to paid employees, both full-time and part-time, as well as volunteer workers.

Responsibilities
Managers and supervisors are responsible for ensuring that:
 They identify, prevent, and address potential problems before they escalate into formal grievances
 They are aware of, and committed to, the principles of communication and information sharing
with their employees and volunteers
 All employment decisions are made with consideration for both the individual and the organisation
in general.
Employees (including Volunteers) are responsible for ensuring that they:
Make every effort to resolve any issues with their immediate supervisor and internal processes at the
earliest opportunity.
The Human Resources Department is responsible for ensuring that
 All managers, supervisors, employees, and volunteers are aware of their obligations and
responsibilities regarding communication and information sharing with their employees
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 All employees receive ongoing support and guidance regarding employment and communication
issues; and
 All managers, supervisors, employees, and volunteers are aware of their obligations and
responsibilities regarding communication and information sharing with their employees.

Procedures
Employment Practices
Managers and supervisors should be aware of the potential consequences of their actions when resolving
employee/volunteer conflicts. They are responsible for ensuring that all employees and volunteers are
treated fairly, equally, and with respect.
If managers or supervisors have any doubts or questions about how to handle a particular set of
circumstances, they should seek advice from the Human Resources Department as soon as possible.
When a manager is notified of a grievance or dispute, they should determine whether the employee is
covered by an Award or Agreement and, if so, should refer to that document for grievance procedures. If
no such document exists for the employee or volunteer involved, the guidelines below should be followed.
Dispute Resolution and Grievances
Employees or volunteers who believe they have a dispute or grievance should first bring it to the attention
of their immediate supervisor. Both parties should discuss the matter openly and collaborate to reach a
mutually beneficial outcome.
The Manager or Supervisor should seek clarification of the issue to ensure they have fully grasped the
complainant's point of view. Managers should adhere to the standard procedure of offering the employee
or volunteer the opportunity to have an independent witness present during the discussion, taking the
following steps:
 If more than one person is present, define each person's role.
 Specify the procedure to be followed.
 Inform the parties that any information gathered during the review is privileged.
 Assist the complainant in diagnosing the issue.
 Take meticulous notes on all conversations (including dates and parties involved) and attach any
supporting documentation.
 Provide an employee/volunteer with a written summary of the meeting and clarification of the next
steps to be taken, if deemed necessary.
The Manager must ensure that the meeting is conducted in a manner that fosters positive working
relationships and provides a balanced, objective, and independent assessment of the situation.
At all times, all parties must maintain complete confidentiality.
If the matter is not resolved and the employee or volunteer wishes to pursue it, the matter should first be
discussed with a Human Resources Officer, and then with the CEO, if necessary. Again, the subject should
be discussed openly and objectively with management to ensure that it is completely understood.
If the grievance/dispute is confidential or serious in nature and involves the manager of an employee or
volunteer, the complainant may speak directly with the Human Resources Department or the CEO.

Other documents related to this policy

 Board Dispute Resolution Policy
 Bullying Policy
 Anti-Discrimination Policy.
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Appendix 2
Assessment Templates

Email format
To:
CC:
BCC:
From:
Subject:

Salutation

Message (your detailed solutions to task activities)

Regards,

Sender Name

Workplace collaboration process development template

Organisational collaboration policies and Workplace collaboration process
procedures

Workplace consultation process development template

Workplace issues Consultation process
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Workplace issue management process development template
Workplace issues Issue management process

Workplace issue management strategy development template

Workplace issues Issue management strategy

Workplace leadership style development template

Outcomes of consultation Required improvements to leadership style

 BSBLDR523 Lead and manage effective workplace relationships

Workplace conflict management process development template

Workplace conflicts Conflict management process