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BSBPEF502 Develop and use emotional intelligence
Learner Instructions 2
(Respond to emotional intelligence case study)
Submission details
Students Name Muhammad Saim Chishti
Student ID
Group
Assessor’s Name
Assessment Date/s
The assessment task is due on the date specified by your assessor. Any variations to
this arrangement must be approved in writing by your assessor.
Submit this document with any required evidence attached. See specifications below
for details.
Performance objective
You will demonstrate the skills and knowledge needed to recognise and appreciate
the emotional strengths of others in the workplace.
Assessment description
For this assessment task, you will read and respond to a case study by answering a
set of written questions.
Procedure
1. Read the case study in Appendix 1.

2. Read the questions in Appendix 2 related to the case study.
3. Create a document with written answers to the questions.
4. Submit a print or electronic version of your document containing answers to the
questions in accordance with the specifications set out below.
BSBPEF502 Learner Instructions 2

Version: 3.0
Implemented: 2nd July 2021
To be reviewed: 2nd July 2023
Responsibility: Operations Manager
RTO Code: 0249, CRICOS Provider Code: 03282E
© MVJ Enterprises Pty Ltd t/a Perth College of Beauty Therapy, YES College Page 1 of 9
Specifications
You must provide:

● written responses to case study-based questions.
Your assessor will be looking for responses to questions that demonstrate:

● knowledge of how to communicate with a diverse workforce that has varying
cultural expressions of emotion
● your ability to apply knowledge of emotional intelligence principles and
strategies:
○ description of how you would adapt your personal communication style to
model behaviours, build trust and positive working relationships and to
build understanding of emotional intelligence
○ evidence of your ability to recognise and respond to the emotional states
of others by being flexible and adapting as required
● knowledge of the relationship between emotionally effective people and the
attainment of business objectives
● knowledge of legislation, regulations, policies, procedures and guidelines
relating to management practices, including application of OHS/WHS
requirements.
Candidate: I declare that this work has been completed by

me honestly and with integrity and that I have been
assessed in a fair and flexible manner. I understand that the Signature: MSC
Institute’s Student Assessment, Reassessment and
Repeating Units of Competency Guidelines apply to these
Date: 27/05/2023
assessment tasks.

Version: 3.0
Appendix 1: Case study – Australian Hardware
Australian Hardware (a simulated business) is a large and expanding hardware and

homewares retailer with approximately 140 stores located across Australia. In its
vision statement, Australian Hardware states that it intends to ‘lead the hardware and
home-improvement market in Australia within five years’. In order to realise this
vision, the organisation intends to:
● build market share by focusing on the customer experience
● control direct and indirect costs through efficient internal processes
● establish the reputation of Australian Hardware as a socially and

environmentally responsible company.
These strategic organisation-wide directions are implemented from senior

management down, in the form of performance expectations for managers and
employees at every level of the organisation.
Australian Hardware realises that the success of the business rests on its people. For
this reason, the organisation insists that managers build effective teams by
responding to the needs of employees. Such needs include safety and security,
fairness, flexibility, skills development and self-actualisation. Satisfying such needs
will allow employees to focus more effectively on work tasks and customer needs. In
addition, Australian Hardware encourages managers to take a flexible approach to
meeting performance targets and to set goals in close collaboration with employees.
To implement strategic directions and advance Australian Hardware’s values,
managers are expected to lead employees by, first of all, modelling positive
behaviours and attributes – those they expect their employees to emulate and
embody in turn. To lead and inspire people, managers must demonstrate keen
emotional awareness and promote positive team-building behaviours in others.
You are the new General Operations Manager of the Wollongong, NSW, store and
you are ready for a challenge. You are directly responsible for managing general
sales and checkout staff, administration staff and a human resources officer. You
report to the Store Manager, who is responsible for all areas of store responsibility
(Timber, Plumbing & Electrical, Gardens and Homewares departments and general
operations).
For more background to this assessment task, Australian Hardware simulated
business information, including business and operational plans, financial information,
and policies and procedures, can be located online at:
<http://simulations.ibsa.org.au/>.

Version: 3.0
Appendix 2: Questions
For the following case-study-based questions, put yourself in the position of the new
general operations manager and answer the questions accordingly.
Question 1
Your Store Manager has had a stressful month. It is the end of the financial year and sales
revenue in the Timber and Plumbing & Electrical departments is down on targets, almost
certainly due to increased competition from smaller competitors for trade contractors’
business.
Just this week, the Store Manager held a meeting in which she yelled at all the department
managers and told you and them to work out a way to improve revenue. Obviously, the
outburst did not make much sense as the department managers, in such a large business,
do not have the capability to raise much revenue directly. Marketing and distribution
innovations that could have an effect are mainly a head office responsibility. The
Woollongong store’s inability to counter the threat from smaller, more nimble trade suppliers
has been the main reason for the revenue deficit.
Naturally, the atmosphere around the store and in the management team is subdued and a
few managers have discussed leaving the organisation; other managers have responded
by pushing unreasonable sales demands onto their sales staff.
You are now feeling pressure to do something: to act contrary to budget planning and cut
costs or to increase pressure on others to offset poor performance in other areas.
In your opinion, this leadership behaviour was disrespectful to all the managers, created
unnecessary concern about job security and undermined trust. There has been a clearly
negative flow-on effect down through the store, which is now affecting people at a lower
level. You are justifiably angry at the manager’s behaviour and blame her for making a bad
situation worse with poor leadership and poor emotional awareness.
In your written response to the above scenario:

● Describe what you think is the best way to respond to the Store Manager’s
behaviour. Describe how you would model positive leadership behaviour.
● Describe the principles of emotional intelligence that the Store Manager did not
demonstrate.
● Describe how the Store Manager should have acted and communicated.
● Describe the connection between the Store Manager’s behaviour and store
morale. Describe what effect the Store Manager’s behaviour could have on
store performance.
ANSWER:

Version: 3.0
The best way to respond to the Store Manager’s behavior is to make him realize that
his behavior was not good with the staff and no staff is going to work with him in that
way and make him aware about the condition of some employee thinking about
moving on. As Managers are also humans, they can also make mistakes sometimes.
In order to promote positive leadership, it will be very helpful to talk with the store
manager calm him down and make him realize nothing can be change by anger, but
if he/she changes attitude towards employees and apologize for his rude behavior
things can change and work also.
●The principles of emotional intelligence that are not demonstrated by store
manager are self regulation, motivation and empathy.
●The store manager should have acted in a normal way and should have
communicated in a normal, motivational accent so that the performance of the store
will be high and better from the next time. He/ She must also tell the staff about the
mistakes and things that produced in low performance so that staff should keep in
mind to avoid such things.
●The connection between store manager and store morale is very low, the behavior
of manager drops the morale of store to the very down level everyone is hurt by this
behavior and this behavior effects the store in a very bad way
Question 2
An employee has come to you with an issue involving a co-worker. In general, the sales
team is a pretty cohesive team, but now a relatively new member of the team is rubbing
people the wrong way.
She never participates in drinks or other social occasions outside work. She never involves
herself in normal, day-to-day conversations about family, popular movies or culture. The
team is beginning to form the opinion that she is too aloof and doesn’t like the other team
members and is quite upset about it. On the sales team, it’s really important to be able to
feel a connection with other team members. When you feel this connection, you know
you’re able to rely on them – to relieve you when you need some personal time, feed you
information as you need it and help you serve customers.
You happen to know that the sales staff member in question is a valuable staff member with
good customer skills and product knowledge; however, as a foreign-born, conservative,
religious woman, she is having trouble relating to the other team members. Many team-
bonding opportunities involve activities that she cannot participate in, such as out-of-hours
parties, alcohol or confusing cultural references. She is in a bind because she would like to
be accepted as a member of the team, but when all avenues to team-bonding are closed
off, she feels stigmatised and perceived by others as an unfriendly person.

● Provide at least two examples of possible misinterpretations of expressions or
behaviour that may arise in the context of a diverse workforce.
Version: 3.0
● Describe how you would explain to the employee who came to you with the
issue how cultural expressions may be misinterpreted – and have been in this
case.
● Discuss how the team can raise their awareness of cultural expression and
promote effective communication to avoid misunderstandings in order to
resolve the differences.
ANSWER:
●Possible misinterpretation of behaviors in a diverse workplace can be:
a. Non understanding of workers between them.
b. Non friendly working environment with lack of support to each other.
● I would like to explain the employee who come to me with complaint in a way that
“maybe she is not involve in drinks because her religion does not allow her to drink
alcohol. Maybe she was not of the nature who quickly adjusts and involves in every
environment but she is a valuable worker with good skills give her sometime and she
will adjust herself with the team”.
● In order to raise the cultural awareness, the team should be taking training of global
citizenship. Practice good manners and bridge the cultural gaps with quality
communication by observing and listening to their colleagues. To avoid
misunderstandings, talk in a good manner and never talk against the culture of
anyone. Effective communication is always the key to good friendships.
Question 3
An employee that you manage really gets on your nerves.

It’s not that their performance is all that bad. For example, the employee always does what
is required of them in terms of professionalism, administration tasks and dressing
appropriately. They meet sales targets and their customer service ratings on their
performance scorecards are good.
On the other hand, the employee does not really respond to the team training and team-
building sessions that you have initiated and that have proven so effective in sustaining
team morale and driving others to success. Other team members seem to thrive on, and
draw energy from, these team sessions, while this employee, if anything, appears
emotionally drained from interacting with their peers. They say that they would rather work
individually and that all the team stuff is suffocating. You’ve really tried hard to build a
culture of teamwork and this feels like a slap in the face.

Version: 3.0
● Describe how you would set aside your own emotions to focus on and identify
how the employee (probably) feels. Refer to relevant principles of emotional
intelligence.
● Describe how knowledge of, for example, learning styles, personality types or
communication styles, might be able to help you relate to and understand the
employee better and adapt your response.
● Describe how you could use your awareness of your own feelings and those of
the employee to adapt your response so that the following needs are satisfied:
○ your needs (emotional needs, need for team cohesiveness, need to meet
performance standards)
○ employee’s needs (emotional needs, need to develop and perform within
a team environment).
Refer to relevant principles of emotional intelligence where applicable.

ANSWER:
●After doing so much efforts to build a culture of teamwork with no outcomes I would
like to have a deep breath and think of new ideas for building it up. The employee
must be feeling self-aware but are not taking the team awareness in their minds.
● Learning styles, personality types and communication styles describe the nature of
any person. By observing the employees, the nature of them are identified and then
according to their nature.
● In order to satisfy the needs, following principles are to be fulfilled: o (Self-
awareness, Self-reflection and regulation, social skills) o Self-awareness, empathy,
motivation).

Version: 3.0
Question 4
It is the end of the financial year and sales revenue at the Wollongong store in the Timber
and Plumbing & Electrical departments is down on targets. This issue is almost certainly
due to increased competition from smaller competitors for trade contractors’ business;
nevertheless some action should be taken by management to mitigate the effect of this
issue on the store overall.
As a result of managerial discussions, it has been decided that some employee
performance targets will be increased where capacity exists and some programs, such as
training, will be delayed. These measures will have the effect of potentially increasing
revenue and reducing costs to compensate for overall poorer-than-expected performance in
the Wollongong store.
Each manager will have responsibility for implementing this group decision in their
particular area of responsibility. It will be important to consider the emotional impact on staff
and any consequential impact on health, safety and wellbeing as well as the impact on
performance and the achievement of organisational goals.

● Describe the relationship between emotionally effective people and the
attainment of business objectives.
● Describe how considering the emotional impact of decision-making could lead
to better decision-making (with respect to business objectives).
● Describe what a possible process of decision-making that takes into
accountemotional impactcould look like. Decisions in this case include, for
example, setting particular performance targets, or selecting what programs
can be delayed.
● Identify policies, procedures, or legislation that will need to be adhered to in
order to satisfy internal and external requirements related to managing
emotions in the workplace.
● Describe how OHS/WHS legislation is relevant to how managers implement
business decisions.
ANSWER:
 The relation between emotional people and attainment of business objectives
in workplace is that emotionally effective people are the one who knows the
principles of emotional intelligence and their importance so regarding this the
goals become much easier to achieve.
 The emotional impact of decision-making could lead to better decision-making
with respect to business objectives because the principle of emotional
intelligence are in the key to decision making as they taught about self-
awareness, motivation and other valuable factors which leads to better
decision making.
 The process that should be taken into account while making decisions is:

Version: 3.0
 Self-aware: should be self-aware about what you are up to.

 Empathy: Show empathy to the colleagues and share the matter
about them before making any decision to get the better options.
 Motivate: Motivate them to speak so that you have better ideas and
options, if you don’t motivate them they will hold their ideas inside
them and that may cause a lack of understanding.

Version: 3.0

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BSBPEF502 Develop and use emotional intelligence

Students Name Muhammad Saim Chishti

1. Read the case study in Appendix 1.

BSBPEF502 Learner Instructions 2

You must provide:

Your assessor will be looking for responses to questions that demonstrate:

Candidate: I declare that this work has been completed by

BSBPEF502 Learner Instructions 2

Appendix 1: Case study – Australian Hardware

Australian Hardware (a simulated business) is a large and expanding hardware and

● control direct and indirect costs through efficient internal processes

● establish the reputation of Australian Hardware as a socially and

These strategic organisation-wide directions are implemented from senior

BSBPEF502 Learner Instructions 2

In your written response to the above scenario:

BSBPEF502 Learner Instructions 2

In your written response to the above scenario:

An employee that you manage really gets on your nerves.

In your written response to the above scenario:

BSBPEF502 Learner Instructions 2

Refer to relevant principles of emotional intelligence where applicable.

BSBPEF502 Learner Instructions 2

In your written response to the above scenario:

BSBPEF502 Learner Instructions 2

 Self-aware: should be self-aware about what you are up to.

BSBPEF502 Learner Instructions 2

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