Question:
Discuss about the Effective Workplace Management for Small Trucks and Forklifts.
The study is analysing the situation-based issues regarding an Australia-owned company, JKL Industries, which sales small trucks, forklifts, and the spare parts of this industry. The company has identified poor communication and an organisational climate of conflict between the employees that is increasing the risk in their business. Therefore, they need a plan to improve the situation, which is explained here.
The complaint was that in the Christmas Party some non-Christians were excluded from the celebration. This was the excellent opportunity for the team to bring them together as a team but the employees have brought religious division instead of this. Therefore, the complain has to be solved as soon as possible to regain their profitability in business.
The vision of the company was to provide value for the customers, investors and employees while in this case the value of some employees has not provided. The company’s policies regarding the diversity management is to give a cultural sensitivity among the employees and every employee should be considered as only the employee rather representative of any religion or cast. However, in this case, the employees were discriminating between Christian and non-Christian members to attend the party. According to Yoder, (2014), Australia is a multicultural country and the people of this continent have the right to live according to their own culture. Therefore, a cultural diversity is followed in every organisation within it while the JKL Industries has been deviating this rule. The government has implemented a policy called Multicultural Access and Equity Policy to ensure the diversity of culture in every sector considering the leadership, capability, performance, responsiveness, engagement and openness (Goetsch & Davis, 2014). Therefore, the Manager of this branch has to implement some strict rules and regulations as well as have to revise older policies to reduce this issue. The employees should take part in the interaction and express their views on it to solve it mutually. It will increase the awareness of their ethical values to resolve the problem sooner within the team.
In order to solve the problem mentioned in the first question, the Manager of Brisbane should arrange a meeting with the team members that is suffering from the cultural differences among the members. According to Laschinger et al. (2014), a leader should take the initiative to solve the problems in the team regarding any professional issue. It is the responsibility of managers to manage their team members with powerful leadership management skills. Leaders are required to know and use the inter communication skills, which helps them to interact with the team members to understand their views (Mitchell, 2013). In this case, therefore, the manager of Brisbane branch has to implement their communication skill to improve their internal relationship. The manager should arrange a meeting in which the communication should be very personal way. Personal way means that the communication should be very softly. The talking process always affects the relationship and trust making with someone. Therefore, manager should not use any forked language to interact with thee employees. It will create a bonding with the employees that enable them to feel free to share their views directly without any hesitation.
In this case, the manager has faced the problem of communicating with the employees who has faced the issue of cultural division in attending the party. Manager has to identify first the mistakes that were conducted in last time when they have discussed the organisational policies and regulations (Barak, 2013). The manager should revise the policies regarding the behaviour to provide all the employees same regulations. This meeting will hold based on a particular communication style that should be adopted by the manager in this scenario. Therefore, if the manager can implement a very frank environment in the workplace that the employees can share their own views with the authority of JKL Industries, then the problem will be solved.
In this scenario, in the Brisbane area of branch of JKL Industries, a new manager has been appointed to look after the problem. There are many issues in the organisation that the manager has to face after taking the charge of the company (Holmes & Stubbe, 2015). In the first two weeks the manager has analysed the issues that the lack of awareness of internal and external networking opportunities. The manager has identified the lack of understanding of the purpose of networking and its relation to individual, team and the organisation wide goals. The manager has to solve the problem in the team with providing various cultural diversity programs that the team members can solve the problem of the employees.
In this case, the manager has identified the problems regarding the networking problem and then the need for changing the problem is felt by the manager. Therefore, the problem should be avoided in very short time. In order to solve the problem the manager has detected some policies that can be overcome by the employees (Awadh & Alyahya, 2013). The employees should develop a good relationship with the shareholders and the suppliers that the relationship will be developed. The manager has identified the problem of lacking interpersonal skills and emotional intelligence. Therefore, the manager has implemented some interpersonal skills to improve the internal and external communication process. The main interpersonal skills that the manager has introduced in the Brisbane Branch of JKL Industries are to interact with the employees in a very personal way. The main issue identified by the manager in this case can be solved by the implementation of cross-cultural functions.
In the scenario, there is the discussion of two employees who has various problems in their business life to deal with. The employees have some issues regarding the networking procedures with their customers, shareholders and with the suppliers too. In the case of Sam, the problem has regarding the internal and external suppliers (Trefalt, 2013). The problem is that the suppliers were missing their delivery dates regularly and the clients too having some problem. In the starting, Sam has thought about not reacting in this context and has not reacted angrily with any of them. However, in last, the tolerance level of Sam exceeded and he started reacting after losing the respect. Therefore, the manager has to implement a training session to improve his professional skill about the dealing procedures with the customers, suppliers and shareholders.
In the case of Alex, the issues have faced regarding the customers about their understanding in good deals. Therefore, the manager has to analyse the problems and identified the issues of networking. The main issue of these two employees was the problem of building relationship with the customers, suppliers and with the fellow salespersons. If the employees cannot interact with each other in a proper way, then they will lack the communication skill as well as will not be able to develop the interpersonal skills within them (Madsen & Mabokela, 2013). Therefore, they should be provided with the proper training sessions to overcome their professional gap that they were facing in the recent times.
Conclusion
While concluding the study, it can be said that the JKL Industries has been facing various business problems in their new sales team. The sales team has faced an issue of cultural diversity that the employee has faced in the Christmas party when the non-Christian has not allowed to enter the party. Then the newly appointed manager in the Brisbane branch has identified these problems and then tried to implement some policies to develop the networking and communication systems. Therefore, the study has analysed the problems to solve the problem.
Reference List
Awadh, A. M., & Alyahya, M. S. (2013). Impact of organizational culture on employee performance. International Review of Management and Business Research, 2(1), 168.
Barak, M. E. M. (2013). Managing diversity: Toward a globally inclusive workplace. Sage Publications.
Goetsch, D. L., & Davis, S. B. (2014). Quality management for organizational excellence. pearson.
Holmes, J., & Stubbe, M. (2015). Power and politeness in the workplace: A sociolinguistic analysis of talk at work. Routledge.
Laschinger, H. K. S., Wong, C. A., Cummings, G. G., & Grau, A. L. (2014). Resonant leadership and workplace empowerment: The value of positive organizational cultures in reducing workplace incivility. Nursing economics,32(1), 5.
Madsen, J. A., & Mabokela, R. O. (2013). Culturally relevant schools: Creating positive workplace relationships and preventing intergroup differences. Routledge.
Mitchell, G. (2013). Selecting the best theory to implement planned change: Improving the workplace requires staff to be involved and innovations to be maintained. Gary Mitchell discusses the theories that can help achieve this.Nursing Management, 20(1), 32-37.
Trefalt, Š. (2013). Between you and me: Setting work-nonwork boundaries in the context of workplace relationships. Academy of Management Journal,56(6), 1802-1829.
Yoder-Wise, P. S. (2014). Leading and managing in nursing. Elsevier Health Sciences.
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