Mission, Vision, And Operational Workflow Of JKL Industries

Mission

The JKL organization follows particular procedures and policies that help to formulate legislation and values for workers. The company embraces the policy of equity in determine how to identify and mitigate issues in the workplace. According to the scenario presented, more experienced workers wish to be recognized and prioritized than others (inexperienced workers); hence creating more chances of causing conflicts. In consideration to feedback submitted by managers, the policies on performance management are fundamental to JKL. In an event when managers do not submit positive feedback, workers tend to imagine that they are being discriminated; hence creating more conflict between workers and the management team. In this scenario, the implementation of the ‘Racial Discrimination Act of 1975 is crucial as a legislative approach. This policy targets are underlining the organization’s commitment to deal with any form of discrimination, bullying or harassment. Discrimination on race takes place in the organization when a worker is regarded different from other in reference to their religion, origin, ethnicity or nationality (Hatzis, 2011). When discrimination occurs to one worker, he/she feels disappointed and secluded from collaborating with colleagues; for instance, joining in the Christmas celebration.

According to John and Roberts (2017), when a working environment has respectful, courteous and understanding individuals, then they can be an element of value impact to their fellow staff hence creating a positive and conducive workplace environment and culture. Management of diversity and equity in the workforce is fundamental to creating a staff that will embrace the organization’s culture and heritage. In reference to Schaefer (2010), equity will stimulate workers to work and perform effectively. The JKL Company expects their workers to uphold and respect the organization’s integrity and values. The JKL industries also have formulated ethical codes, which include professional and performance development, diversity, performance superiority and sustainability. The company expects their workers to act in reflection to accorded policies and legislations reflecting to the reputation of the company. JKL deals effectively with personal information of relevant workers and clients. In order to eliminate any privacy conflict, the company considers the ‘Privacy Act of 1988’ to safeguard any information submitted to the company (Kruse, 2018). The act stipulates that users’ information cannot be submitted to a third party without the consent of the persona in subject.

The worker encountered a major issue of accommodation since the individual was not a Christian. This action is a form of discrimination, which made the worker to feel excluded in the workforce. Moreover, this discrimination conflict takes place when members of a company do not embrace effective communication skills. According to Amaram (2011), diversity on culture can potentially create management and employees’ interaction issues since some workers might not even recognize the cultural heritage of the company. Understanding the main culture of an organization is fundamental to enhance effective communication and relationships among employees and management team. In the JKL industries’ team, there are religious and ethnic groups, which call for understanding of respective employees’ values and codes to create a professional partnership and employment synthesis. According to Wu (2013), when the workforce creates observable religious differences, employees’ division is evident mostly during holidays or when work is not on progress. Religious and cultural differences affect a common belief of workforce togetherness, which resultantly leads to inability for employees to communicate and interact with one another based on different religious and ethnicity experiences (Kim, and Jo, 2017). Embracing teamwork is a fundamental skill that every worker should deploy to effectively coordinate and administer various tasks in the workforce. Whenever the staff has evident problems on communication measures, diversity in culture, religious belief or any personal grievances, then there should be some guidelines and objectives to be followed to achieve a consensus. Foremost, the management team needs to instill effective commination to ensure and facilitate a successful conflict resolution process.

Vision

In reference to the scenario, analytical communication mandate is necessary. As an analytical lead, it is obligatory to consider relevant and specific languages used by the workforce and addressed in a direct way that is unemotional (Yang, Kueng and Hong, 2015). The scenario presents different members of the staff from various cultural backgrounds, which call for personal communicator obligation and interpersonal skills. Using a personal communication technique to address employees’ issues is warm, unemotional and professional for a Brisbane manager. Effective communication in the workforce is a procedural step of exchanging and managing information through verbal or non-verbal means (Alessandra and Hunsaker, 2006). Initial planning of communication is fundamental to enable workers to approach an unbiased conclusion during conflict resolution. Moreover, the conflict resolution planners or manager should understand that exercise patience for some workers since they might be from vulnerable backgrounds to enable a positive and balanced discussion. In reference to the scenario, an honest and direct conflict resolution and judgment process helped to identified various staffs’ mistakes hence allowing workers to start a helpful and strategic conversation.

As a Brisbane manager, there are fundamental networking issues that need to be focused. JKL industries aim at globalizing to reach a significant number of people or niche. This strategic goal is achievable when there is effective communication in the company (internal) and outside as well (external). Individuals in the internal section of the company refer to managers and the staff while external players refer to customers and relevant stakeholders. With effective communication and collaboration among the workforce, more production and achievement of strategic goals is evident. Creation of a working network of consumers and suppliers is also fundamental for fulfillment of professional organizational goals and objectives. In that case, JKL needs to create and implement a supply chain-management network to collaborate effectively with suppliers.

Both Alex and Sam face issues while attempting to fulfill professional company goals and objectives. In this scenario, the two individuals require professional mentorship to handle problems encountered in business. For worker to work towards achieving organizational goals, it is fundamental for them to realize that the interest of consumers comes first (Mendelson, 2013). Moreover, workers should dead with consumers in a calm and strategic manner to gain a customer satisfaction. Suggestively, employees should change their mode of communication to suit the interest of their potential customers to attract brand loyal consumers (Kelly, 2006). According to Rutka and Czerska (2017), workers need to describe the merits of products and services and delivery procedures to customers in manner that will attract them to purchase the product. According to the scenario, Sam failed to deliver products on different stipulated dates.

I. Review of JKL Industries simulated business documentation

Company Values

What the organization does & how it does it

In reference to the simulated business documentation, the company supports every right and code of any worker to lodge any grievance with workers or manager as long as they believe that they behavior, actions and decisions are unfair or affect their status of employment. Any JKL Industries’ worker is allowed to raise any grievance concerning performance upgrading and to facilitate plan-taking actions according to their own interests. Both the employees and managers need to operate according to policies and principles that stress on addressing any issues at a lower level and avoid escalating any dispute to any third party as long as the issue has been handled. The support of this right is backed up by relevant policies and legislations such as the ‘Privacy Act of 1998’. The procedure to settle any grievance necessitates workers to handle issues at a lower level and avoid passing them outside the company. First, employees need to pass their concerns to an individual supervisor who will consider an anti-discriminatory legislation to underscore any JKL’s commitment to treat its workers fairly. The company has stated clearly that any worker under training, on an employment contract or on service deliver should have every right to work under a free environment with any form of judgment.

Goals and Objectives

JKL Industries aims at:

• Formulating support to employees to enable them to achieve company objectives and initiatives
• Raising cognizance regarding any change that should be made from restructuring to implementation
• Enhancing effecting workforce communication
• Facilitate smooth flow of information using the bottom-to-up approach

Stakeholders and Customers

The communication strategy is inclusive of relevant and targeted audience. These are

• Workmate (Classmates)
• Senior management staff (Assessor)

The strategic plan follows the implementation of a ‘performance management system’, a tool applied to inform and motivate workers and the management team regarding the expected performance of the company over a particular timeframe. The implementation of the tool involves the application of a performance cycle to perform, plan, review and recognize the performances of relevance staff members. When a performance cycle is applied, the management team will be able to monitor the rate at which different workers succeed to attain company’s strategic goals and objectives (Koliba, Campbell and Zia, 2011). Moreover, the tool will facilitate successful monitoring of formulated goals of expansion and globalization to reach other markets. Prior to the application of this management technique, it is fundamental for effective strategic approaches to be considered. First, managers need to ensure that trust is built with the staff. This will enable successful evaluation of employees’ performance after reviewing personal responsibilities and duties. Resultantly, managers will be able to collect accurate descriptions of work obligations in order to benchmark the performance of workers (Nan, 2011). Moreover, workers will be aware about various goals they should achieve and any set of protocols to maintain. Managers may search for different descriptions of jobs that suit the interests of their workers on the internet.

Operational Expenses

Relevant grievance policies and procedures

The manager is tasked with an obligation to consult any workers regarding their own safety or health concerns. Upon commencement of consultation process, workers should be informed of measures to be undertaken regarding their safety and health in the workforce (Doherty and Guyler, 2008).  The management of JKL industries needs to train any worker concerning the relevant safety and health measures. Apart from that, the company should deliver any necessary information regarding the condition and status of pay to all workers. The grievance approach to any issues stipulated by law is that, workers need to obtain written documentation from the management concerning details about contracts in sixty days before commencing work (Druckman and Diehl, 2006; Potter,  2008). Contractual information may include crucial conditions and terms that support any written forms of documentation.  Furthermore, the law demands that managers should submit payment statements to workers upon a successful payment process. 

The main aim of the grievance procedure is to detail every step and stage of resolving and lodging workers’ complaints. All these procedures are applicable to all workers. The procedure includes:

Stage #1:

Firstly, workers should try to handle and resolve any form of grievance through discussion with any relevance parties (person one level above) that might be interested in the issue. The worker should then explain the concern verbally to an immediate supervisor to help resolve the complaint. In an event, whereby a worker lays a complaint against an immediate supervisor, then the issue should be reported to the supervisor’s immediate supervisors.

Stage #2:

In case a worker is not satisfied with the response delivered to him/her or when no response or resolution is delivered in time, the worker is allowed to forward the concern to a representative (in three business days) who will advise the person two level above regarding the unsolved issue. Upon a request of any parties related to the conflict resolution process or involvement of the person two levels above, a meditation should be arranged in response to the grieved worker by involving neutral and independent parties within three business days where applicable. It is the obligation of the director to ensure that any parties involved in the discussion are enlightened regarding the issues in a written documentation.

Stage #3:

When the issue is still pending or unsolved after three business days upon its practicality, any party of the grievance issue will be allowed to forward the concern to a general manager. Any sanctions proposed by the GM will be considered by all the involved parties to establish a settlement plan.

Strategies for identifying root causes of conflict and resolving the conflict

In order to identify the main cause of conflict and resolution to them, managers need to:

• Comprehend situations: There are different workforce conditions that may result to a grievance and any issue might be brought to the notice of managers (Nielsen, 2012). In a conflict scenario, managers need to efficiently insure and investigate each party before settling the concern.
• Accept the existence of the grievance: A conflict cannot be resolve if it is not admitted to have existed (Burnard, 2009). Board members, subordinate staff and senior supervisors might enter into a conflict and expect immediate intervention of the organization. The existing problem will be solved if the involved parties acknowledge the concerns and frustrations caused.
• Avoiding intimidation and coercions: Using emotional coercing and out-bursting workers may only eliminate the issues under discussion temporary (Pyle, 2017). However, manager deal with odd issues by eliminating emotional responses and embrace professional conflict resolution techniques through verbal communication.

References

Alessandra, A. and Hunsaker, P. (2006). Nonverbal communication. [Place of publication not identified]: [Electronic & Database Pub.].

Amaram, D. (2011). Cultural Diversity: Implications For Workplace Management. Journal of Diversity Management (JDM), 2(4), p.1.

Burnard, P. (2009). Interpersonal skills training. New Delhi: Viva Books Private Ltd.

Doherty, N. and Guyler, M. (2008). The essential guide to workplace mediation & conflict resolution. London: Kogan Page.

Druckman, D. and Diehl, P. (2006). Conflict resolution. London: SAGE.

Hatzis, N. (2011). Personal Religious Beliefs in the Workplace: How Not to Define Indirect Discrimination. The Modern Law Review, 74(2), pp.287-305.

John, M. and Roberts, D. (2017). Cultural Adaptation in the Workplace. Milton: Taylor and Francis.

Kelly, M. (2006). Communication @ work. Boston: Pearson Allyn and Bacon.

Kim, H. and Jo, H. (2017). A Meta-analysis on the Relationship between Workplace Spirituality and Work Related Variables : Insights for Workplace Counseling. THE KOREAN JOURNAL OF COUNSELING AND PSYCHOTHERAPY, 29(1), p.1.

Koliba, C., Campbell, E. and Zia, A. (2011). Performance Management Systems of Congestion Management Networks. Public Performance & Management Review, 34(4), pp.520-548.

Kruse, S. (2018). Editor’s Introduction: New Trends in Leadership Assessment and Leadership Program Assessment. Journal of Research on Leadership Education, 13(2), pp.107-108.

Mendelson, M. (2013). Introduction: Perspectives on the Contemporary Workplace. Journal of Intergenerational Relationships, 11(3), pp.329-329.

Nan, S. (2011). Consciousness in culture-based conflict and conflict resolution. Conflict Resolution Quarterly, 28(3), pp.239-262.

Nielsen, M. (2012). Requirement-Sensitive Legal Moralism: A Critical Assessment. Ratio Juris, 25(4), pp.527-554.

Potter, L. (2008). The communication plan. San Francisco, Calif.: International Association of Business Communicators.

Pyle, A. (2017). Teaching PEACE: A plan for effective crisis communication instruction. Communication Teacher, 32(4), pp.209-214.

Rutka, R. and Czerska, M. (2017). Evaluation Criteria of Managerial Staff in Judiciary Administration in the Context of Their Organizational Roles. Kwartalnik Ekonomistów i Mened?erów, 46(4), pp.101-116.

Schaefer, Z. (2010). Reframing Michael Scott: Exploring Inappropriate Workplace Communication. Communication Teacher, 24(4), pp.208-210.

Wu, B. (2013). New theory on leadership management science. [Oxford]: Chartridge Books Oxford.

Yang, M., Kueng, L. and Hong, B. (2015). Business Strategy and the Management of Firms. Cambridge, Mass.: National Bureau of Economic Research.