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Subject Code : BSBLDR511
Country : Australia
BSBLDR511 - Business - Leadership and Management - JKL Industries Case Study Assessment answer 
Task:

JKL Industries Case Study

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. The company’s head office is in Sydney and has branches in Brisbane, Melbourne, Perth, Adelaide and
Canberra.
Change-BSBLDR511
After 12 years in business, focusing on forklifts and small trucks, JKL Industries has negotiated the sales rights to a range of medium and large trucks from an overseas supplier. This opportunity will provide JKL Industries with an advantage in range over its competitors. Sales results over the past five years have indicated strong growth in forklift and truck sales, which have averaged 10% sales growth per annum. The rental market has been in decline for the past three years due to the reduced costs of these vehicles and some taxation benefits to industries who purchase these vehicles.
Taking the sales rights opportunity will, however, entail some significant changes, including significant changes to the current organisational structure. The company will reposition itself to focus solely on retail sales and service and exit the 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. Moving forward, the organisation intends to build and maintain a positive organisational culture, reduce risk and achieve organisational goals through:

  •  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:

a. Provide managers and employees with at-hand information to perform their work responsibilities
b. Communicate ideas for improvement (top-down and bottom-up)
c. Facilitate feedback both to and from employees and management on relevant work performance and outcomes of consultation.

Communication and consultation issues
An internal management review of the organisation has uncovered the following issues:

  •  A 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. This 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.
  •  Poor general awareness of (and therefore poor support of) organisational goals, ethics, values.

Your role - BSBLDR511
You are a communications consultant. You have been engaged by JKL Industries to revise and update strategies and processes to manage communications and information flow within the organisation. Note that the senior management team may be resistant to changes to communication strategies,
policies and procedures. In particular, they are concerned that a new approach to communications may result in a less cohesive organisation. You will need to ensure your communications strategy and processes address organisational issues, while using your highly developed interpersonal skills to engage and motivate the senior management team to embrace your proposed changes.

Task 3 Appendix:  JKL Industries
Role-play information: HR Business Partner You are an HR Business Partner working in the JKL Industries Brisbane branch. You report directly to the HR Manager in the Sydney Head Office. As an employee of the Brisbane branch, you also report to the Brisbane Branch Manager. You work to provide information to employees, team leaders and managers at the branch, facilitate service delivery through HR centres of excellence, such as compliance and training and development, and partner with managers to assist them in strategising, workforce planning and development, and in meeting the needs of their customers, employees and the business as a whole.
A peer manager (from Rentals) has made an appointment to come to you about an employee grievance.

Question 1 -  BSBLDR511
Can you think of a time when you have had a learning experience that was very profound?
1. What were the main activities undertaken during the learning experience: reading, writing, group discussion, investigation, watching, participating?
2. Were you learning individually or as part of a group?
3. What was the environment like in which the learning experience occurred: classroom, workplace, other?
4. To what extent do you think that the factors above made the experience profound?
Question 2
1. What experience have you had of the professional development opportunities?
2. Which have been positive and which have been negative?
3. Do your positive experiences match those that you would expect to suit someone with your identified learning style?
Question 3
Discuss the differences between informal, formal and e-networks.
Question 4
Give your self a score out of ten for how well you use the following networks. Give reasons for your score:
Informal networks ___/10. Reason
Formal networks ___/10. Reason
e-Networks ___/10. Reason

The competitive edge
Question 1
Conduct some online research on the future direction of your industry. How do you see your own industry’s work, worker and workplace developing over the next ten years.

Question 2
Brainstorm some thoughts on the following questions relating to your level of skills:
1. Where am I now?
2. Where do I want to be?
3. How will I get there?

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  • Uploaded By : jaxon
  • Posted on : August 10th, 2018
  • Downloads : 384

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