• Author / Uploaded
• Dj Aw

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• Liderazgo
• Liderazgo y tutoría
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• Comunicación
• Comunicación no verbal

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Task 01: Identify the communication context (Written Report and Presentation) Submission details The Assessment Task is due on the date specified by your trainer. Any variations to this arrangement must be approved in writing by your trainer. See procedure and task specifications below for details. You must submit both printed copy and soft copy of your answers in a word document. Submit the printed copy of required evidences (your answers) to your Trainer with the "Assessment Cover Sheet" (Filled out and signed appropriately) attached on top of your documents. Upload the softcopy on the link provide in the eLearning site. The Trainer/Assessor may further prompt and question in order to receive answers of appropriate quality or if further clarification required and to validate authenticity of your submitted work.

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Assessment Description: In response to a simulated business case study and workplace scenario, you will plan and lead a communications project team meeting in which you will present a communication issue, propose solutions and solicit feedback from the team. You will then prepare a written reflection on your leadership of the meeting.

Procedure Part A: Lead a team meeting. 1. Review the case study in Appendix 1, particularly the background to the simulated organisation, current change issues, communication and consultation needs, and your role as Communications Team Manager. 2. Review JKL Industries simulated business documentation, including strategic plans and operational plans. Note what the organisation does, how it does it, what its goals and objectives are, and who its stakeholders and customers are. Note policies and procedures related to communications within the organisation. 3. Plan a communication package (a set of strategic communication activities including at least one written component and one oral, interactive component) to meet the needs of the simulated business. For example, consider: a. podcasts, town hall-style meetings, team briefings, teleconferences and other oral formats b. slides, letters, emails, bulletins, social media platforms, blogs, wikis, live chats and other written formats. Complete the planning template in Appendix 2. Note that you will develop the communications package in Assessment Task 2. 4. Arrange a time and location to lead a team meeting on your proposed communication plan to discuss and collaborate on possible improvements. Meet with your assessor to determine your project team composition. 5. Develop an agenda for your meeting and send it to participants. Include in your agenda discussion of your proposed communication package: a. the purpose and organisational context b. audience and stakeholder characteristics, and potential barriers to communication c. communication objectives d. message e. an evaluation of proposed media and tactics to achieve outcomes, including personal and electronic methods. Follow organisational requirements for meeting agendas.

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6. Lead the team meeting. Ensure you deliver your presentation in accordance with deliverables and quality specifications for oral communication and interpersonal interactions outlined below. Ensure you: a. follow business conventions for leading team meetings, as well as relevant organisational policies and legal requirements b. use interpersonal skills c. use verbal and non-verbal communication skills d. use active listening e. take a collaborative and open approach to receiving feedback and suggestions for improvement. 7. Submit your meeting agenda and communication plan (revised in accordance with feedback received from team) for approval by the HR General Manager (your assessor) in accordance with quality specifications for reading and writing in an organisational context outlined below.

Part B: Prepare a written reflection on your leadership of the meeting with the communications project team. 1. Prepare a written reflection on your leadership of the team meeting. Ensure that the reflection includes the following elements. a. List effective management communication characteristics that you exemplified. b. Describe a range of electronic and non-electronic communication methods, including situations where they would and would not be used. c. Identify and explain effective listening techniques you deployed in the meeting. d. Identify team leadership communication responsibilities that you fulfilled, called upon others to fulfil in the context of the team meeting, or have planned for in your communication plan as per scenario. e. Explain barriers to communication in a workplace context that you anticipate for your communication package and which you anticipated and overcame in leading the team meeting. f.

List verbal and non-verbal communication characteristics. Describe how you used at least one of each to lead the meeting.

g. List at least one piece of relevant legislation and one organisational policy that could impact on workplace communication and that you adhered to in the meeting. 2. Submit your reflection in accordance with quality specifications for demonstrating knowledge outlined below.

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Specifications Deliverables You must: ● lead a (simulated) team meeting ● submit an agenda for the meeting ● submit a revised communication plan based on team feedback and input ● submit a reflection on your leadership of the team meeting.

Quality Your assessor will be looking for evidence of your ability to demonstrate the following. ● Demonstrate oral communication and interpersonal skills by participating in a team meeting

using structure and language to suit the audience. o Interact with others by: – cooperating, collaborating and consulting with others to clarify and confirm understanding of the organisational context, and seek feedback on communication plans – selecting and using appropriate oral communication conventions and practices to build rapport, seek or present information. o Get the work done by: – planning and implementing a team meeting to identify and establish communication requirements – using analytical processes to identify potential problems and generate solutions for communications approaches in collaboration with team members – systematically gathering and analysing all relevant information and evaluating options in order to make decisions about communication processes and activities in collaboration with team members. ● Demonstrate reading and writing skills in an organisational context.

o Demonstrate reading skills through analysing and evaluating textual information from a range of sources, such as business plans, policies and procedures, print-based and online research, to inform communication processes. o Identify the context for communication and adjust approach and responses accordingly. o Demonstrate writing skills by planning and preparing communication for relevant stakeholders according to organisational formats. o Navigate the world of work by adhering to organisational policies and procedures relating to communications and the communications planning and approvals process.

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Demonstrate knowledge of: o effective management communication characteristics o personal and electronic communication methods o effective listening techniques o feedback processes o team leadership communication responsibilities o barriers to communication in a workplace context o verbal and non-verbal communication characteristics o legislation, regulation and organisational policies that impact on workplace communication.

Appendix 1: Case study – JKL Industries JKL Industries overview JKL Industries is an Australian-owned company, selling forklifts, small trucks and spare parts to industry. They also have a division that leases forklifts and small trucks. BSBLDR401 Communicate effectively as a workplace leader – Assessment Task 1 Page 5 of 12

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The company’s head office is in Sydney, and JKL has branches in Brisbane, Melbourne, Perth, Adelaide and Canberra. Change, communication, and a historical climate of distrust After 12 years in business, focusing on forklifts and small trucks, JKL Industries has negotiated the sales rights to a range of large and medium-sized trucks from an overseas supplier. This opportunity will provide JKL Industries with an advantage in range over its competitors. Taking the sales rights opportunity will, however, entail some significant changes, including significant changes to the current organisational structure over the coming twelve months. The company will reposition itself to focus solely on retail sales and service and exit the underperforming rentals market in which forces such as competition and consumer choice reduce potential profitability. In accordance with the organisation’s values, JKL Industries intends (to the extent feasible) to recruit from within the company and up-skill or re-skill existing employees presently working in rentals who wish to remain with the company. Given the company’s previous history of employee grievances over pay and conditions and current plans to restructure, JKL Industries has identified poor communications and an organisational climate of conflict as a risk to business goals. Communication and consultation issues An internal management review of the organisation late last financial quarter uncovered the following issues: ● lack of an overarching approach to information management that helps to promote common

understanding of team goals and organisational values and to build strategic relationships ● slow responses to internal and external customer needs ● slow and ineffective communication of and implementation of ideas for improved processes ● ineffective or no use of modern communication technologies and social platforms ● inadequate consultation, resulting in risks to compliance (particularly WHS consultation

requirements) and too little bottom-up information flow from employees to management. The latter results in poor organisational take-up of improvement ideas identified by teams and individuals at lower levels of the organisation and by customer-facing managers and employees. ● inconsistent application by managers of grievance procedures, posing a risk to employee

relations ● poor sense of employee engagement, empowerment and accountability for work

performance ● distinct lack of trust that management intends to do the right thing by its workers, particularly

with respect to organisational transformation and restructure ● poor general awareness of (and therefore poor support of) organisational goals, ethics, values.

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Transformation Moving forward, to build trust, achieve a positive organisational culture, reduce risk and achieve organisational goals, the organisation is in the process of transforming its approach to communications by: ● developing an effective policy framework for managing internal communications and

consultation in accordance with organisational objectives, business ethics, and compliance requirements ● communicating and building support for organisational initiatives and objectives ● managing information flow to:

o provide managers and employees with the information at hand to perform work responsibilities o communicate ideas for improvement (top-down and bottom-up) o facilitate feedback both to and from employees and management on relevant work performance and outcomes of consultation ● forming a new communications team to plan and implement strategic communications to

achieve organisational objectives. Your role: Project MyJKL You are the Communications Team Manager of the newly formed Communications Team at JKL Industries. You report to the HR General Manager. The HR General Manager has asked your team to develop a communication package for JKL employees (provisionally entitled MyJKL) outlining the organisation’s restructure plans over the coming year and intention to retrain rentals employees. The communication of this key message is seen by senior management as key to the organisational restructuring plans. The communication will need to: ● gain the attention of employees with the organisation’s message ● underscore management commitment to fairness ● build understanding of the organisation’s plans and employee role within them ● win support for plans ● motivate employees to do their part in building a successful JKL brand.

Senior management is firmly behind this project and is ready to provide resources and personnel as needed. Your proposed communications will need to be in accordance with the new approach to communications, relevant policies and procedures and legislative requirements.

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Appendix 2: Communications plan – MyJKL Title: Project MyJKL (working title) Date: Project team:

Situational Analysis: SWOT Strengths

Weaknesses

List the organisation’s communication List the organisation’s strengths. weaknesses.

Opportunities

communication

Threats

List the organisation’s communication List the opportunities. threats.

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organisation’s

communication

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Purpose and outcomes Outline the overall purpose of the communication. List the relevant objectives, including relevant organisation-wide objectives and specific objectives for communication and consultation.

Audience analysis Internal audience characteristics

External audience characteristics

List the organisation’s internal audience List the organisation’s external audience and and stakeholder characteristics. stakeholder characteristics.

Key message/s Outline key message/s.

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Strategies and tactics Summarise the proposed communication package, including media channels and formats, content and structure. Outline strategies and tactics associated with the communications plan, including rationale behind media channels and formats selected. Note: you should propose to use as elements of your communication package at least one oral format such as a video, podcast or town hall meeting (including supporting scripts, meeting notes or slides) and one written format, such as an email, letter from the CEO, etc.

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Action planning Outline key communication activities. Action/activity

Timeframe

Person/s responsible

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Resources, required

if

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Monitoring and evaluation (to be completed as preparation for Assessment Tasks 2) and 3) Briefly outline monitoring and evaluation activities: (1) periodic checking to ensure implementation is on track to meet audience requirements and organisational goals, and (2) post-implementation evaluation activities to determine the success of the communications plan against original purpose and objectives.

Goal/objective /milestone

Measure/KPI

When measured? Method (for How often? example, feedback questionnaire, monitoring of social media responses, focus groups, analytics, business results)

Approval (HR General Manager)

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