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BSBPEF502 Develop and use emotional intelligence Task 2 – Skills Activity / Case Study Task summary This assessment task requires the student to review job descriptions, personal development policies and procedures and the annual strategic human resources plan. Required · Access to textbooks/other learning materials · Computer with Microsoft Office and internet access Timing · Your assessor will advise you of the due date of this assessment via Canvas. Submit · This completed workbook Assessment criteria For your performance to be deemed satisfactory in this assessment task, you must satisfactorily address all the assessment criteria. If part of this task is not satisfactorily completed, you will be asked to complete further assessment to demonstrate competence. Re-submission opportunities You will be provided feedback on your performance by the Assessor. The feedback will indicate if you have satisfactorily addressed the requirements of each part of this task. If any parts of the task are not satisfactorily completed, the assessor will explain why, and provide you written feedback along with guidance on what you must undertake to demonstrate satisfactory performance. Re-assessment attempt(s) will be arranged at a later time and date. You have the right to appeal the outcome of assessment decisions if you feel that you have been dealt with unfairly or have other appropriate grounds for an appeal. You are encouraged to consult with the assessor prior to attempting this task if you do not understand any part of this task or if you have any learning issues or needs that may hinder you when attempting any part of the assessment. Assessment Cover Sheet Candidate name: Candidate ID Trainer’s Name: Date Submitted: Candidate declaration: I declare that: · I have read and understood all the information provided in relation to the assessment requirements to complete this unit, the instructions and the purpose and processes of undertaking this assessment task · This assessment is my own work and where other’s works or ideas have been used, I have appropriately referenced or acknowledged them · I understand that plagiarism is a serious offence that may lead to disciplinary action. Candidate signature: Task 2A – Skills Activity Research 3 different tools, techniques or systems for identifying an individual’s emotional strengths and weaknesses. a. Write a paragraph on each giving a brief history and background on the system and make a recommendation on which one of the the three would be best to use with the personnel at your work and why. If you are not currently working, you can base it on a company you used to work at or a well-known company you would like to work at in the future. b. Apply one of the emotional intelligence tools you have researched in Q1 to yourself, then write a self-reflection on the emotional strengths and weaknesses the tool reveals to you. Ensure that your self-reflection covers three (3) strengths and three (3) weaknesses and includes anecdotal examples of your behaviours and the underlying emotional strengths and/or weaknesses. Task 2B – Case Study 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’. 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. You are the new General Operations Manager of the Wollongong 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). Scenario 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. This is because marketing and distribution innovations that could have an effect are mainly a head office responsibility. The Wollongong 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. Review the scenario above and answer the following questions: a) Describe what you think is the best way to respond to the Store Manager’s behaviour. Describe how you would model positive leadership behaviour. b) Describe the principles of emotional intelligence that the Store Manager did not demonstrate. c) Describe how the Store Manager should have acted and communicated. d) Describe the kinds of emotions the Store behaviour may have triggered in the parties involved in that meeting and how her reaction may impact performance in the workplace Scenario 2 An employee has come to you with an issue involving a co-worker. In general, the sales team is a 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. 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 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. e) Provide at least two examples of possible misinterpretations of expressions or behaviour that may arise in the context of a diverse, multi-cultural workforce. How would you approach this situation? f) Describe how you would explain to the employee who complained about this worker’s behaviour, how cultural expressions may be misinterpreted – and have been in this case. g) Discuss how the team can raise their awareness of cultural expression and promote effective communication to avoid misunderstandings to resolve the differences. h) Research and create a plan of at least 3 actions for identifying and responding appropriately to a range of cultural expressions of emotions Action Plan Person Due Date IH Sydney Training Services Pty Ltd RTO Code: 91109 CRICOS Code: 02623G 6 | Page