Acknowledgement Of Country
Queensland International Institute acknowledges the Aboriginal and Torres Strait Islander peoples as the Traditional Custodians of all the Lands on which we come together to learn and teach.
We recognise Aboriginal and Torres Strait Islander cultures as enduring, living cultures and pay our respects to Elders; past, present, and emerging.
Would also like to thank the Turball Elders and George Wano. For support and assistance in providing knowledge, expertise, and permission to teach information about Aboriginal and Torres Strait Islander culture.
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Case Scenario 1: The Decision-Making Process
Questions:
1.1 Explain how Kevin could encourage participation in decision making processes to get input from his employees and other stakeholders before he introduced the new service. Give at least one (1) reason why this is important.
1.2 How would Kevin’s employees be able to contribute to innovation and improvements in this service if he had involved them earlier?
1.3 Explain organisational change processes and how they should be applied to the introduction of the new service for a better outcome.
1.4 Apart from encouraging participation in decision making processes, identify one more problem in how Kevin introduced this new service
1.5 What leadership style would you suggest Bill applies to turn this situation around
1.6 How would his chosen communication style support the organisation’s mission, objectives, and values?
1.7 How should Bill influence, support and provide resources for his team to assist them in achieving their responsibilities and objectives.
1.8 Explain in your own word three (3) communication principles which Bill should use to communicate organisational objectives, values, and standards to his employees to reinforce the mission, purpose and values of the company.
Case Scenario 2: Ethical Conduct
Natalie Cummings is the new manager of the Human Resources department at Head Office of a national-wide real estate company. When Natalie got the job, she was quite young and inexperienced in the role of HR manager, and she had to learn a lot on the job. Natalie realised as time went by that she did not have enough knowledge of the roles and responsibilities of the human resources function and its codes, laws, and legislation, as she came from a trading background. A lot of the legislation she needed to know related to industrial relations and labour union interaction. Natalie had also realised that there were a lot of codes of practice, legislative requirements and frameworks that needed to be followed to deal with employee issues and interactions on a day-to-day basis.
In the beginning, she had not worried too much about these details; when staff in her department had asked her questions about what to do in certain situations, she had just used her own judgement and not bothered to find out if this would be compliant or not. If someone had pointed to a compliance issue, she had instructed them to either fix the problem or ‘hide’ it if the issue was difficult to rectify. However, she now felt that the situation had spiralled out of control; the staff in her department had learnt that this was acceptable, and they were all building a “house of cards” that would eventually fall.
She knew at this stage that they would have many compliance issues and they would be in trouble if an audit was to occur or if an employee of the company made a complaint sparking an investigation. Due to this, Natalie decided to start working on solving the problem. She spoke to some of her most trusted employees and asked them to make up ‘fictitious’ evidence of communication and information given to employees, including records of training, consultation and formal warnings issued that were required by law but had been overlooked. They all agreed to help, as most of them had already figured out that their jobs were probably at stake in the event of an external audit or complaint by a staff.
Explain business ethics and how they should be applied to Natalie’s leadership.
How can Natalie demonstrate her:
- Ethical conduct
- Professional competence
- Continuous professional development
Discuss Natalie’s role in encouraging others to adopt business ethics. How would this build commitment to the organisation?
