BSBLDR502 Lead and Manage Effective Workplace Relationships


This unit describes the skills and knowledge required to lead and manage effective workplace relationships.

It applies to individuals in leadership or management who have a prominent role in establishing and managing processes and procedures to support workplace relationships taking into account the organisation’s values, goals and cultural diversity.

“Keep on going, and the chances are that you will stumble on something, perhaps when you are least expecting it. I never heard of anyone ever stumbling on something sitting down.”

— Charles F. Kettering


BSBLDR502 – Learner Guide

BSBLDR502 – Powerpoint


BSBLDR401 Communicate Effectively as a Workplace Leader & BSBLDR402 Lead Effective Workplace Relationships



This unit describes the skills and knowledge required to communicate effectively as a workplace team leader, including understanding the context, choosing methods of communication to suit the audience, and following up.

This unit applies to managers, supervisors and team leaders required to communicate with other persons within the workplace. Communication skills cover a range of methods and contexts within principally structured environments.


This unit defines skills, knowledge and outcomes required to use team leadership to promote team cohesion. It includes motivating, mentoring, coaching and developing the team and forming the bridge between the management of the organisation and team members.

This unit applies to team leaders, supervisors and new or emerging managers where team leadership plays a role in developing and maintaining effective workplace relationships. It applies in any industry or community context.

At this level work will normally be carried out within routine and non-routine methods and procedures, which require planning and evaluation and team leadership and guidance of others.


  • Discover how to identify context for communication.
  • Know how to clarify message and engage communication.
  • Learn how to take follow up action.
  • Gain the skills and knowledge required for this unit.

‘Successful people do what unsuccessful people are not willing to do. Don’t wish is was easier; wish it was better’

– Jim Rohn


BSBLDR401_402 – Learner Guide

BSBLDR401_402 – Powerpoint

Case Study: Star City

About Case Study

Welcome to Star Training. This is a Learning Partnerships Case Study used in a number of units.


About Star City Training

Star Training Australia provide accredited training online and on campus across Australia in Business, Tourism and Marketing.




Following a Stakeholder Analysis the following Stakeholders are considered critical to Star City. You should consider and brainstorm why these Stakeholders are Important to a Registered Training Organisation and Why they may sit in the Quadrant that they are sitting.

Star City Stakeholder Matrix

Summary of the team

The CEO has just come on board in the last three months. The new CEO was appointed by the board because the previous CEO was considered to have insufficient experience to enable the business to achieve their strategy and goals.

The previous CEO was a good friend of the CFO , the  head of research and the HR manager. They are disgruntled and have been showing a lot of animosity in the work team as they feel the previous CEO’s termination was unreasonable and unfair.

Since the new CEO has come on board she has lost 5 trainers predominantly because they did not cope with the pressure of change and the new CEO’s expectations. Three new trainers have been brought on board but there is capacity to develop further.The

New CEO has been watching performance and the team and has highlighted the following issues:

  • Hostility from the CFO, HR Manager and the Head of Research
  • New trainers are not sure of their role or the companys objectives
  • There are no documented role descriptions or KPI’s at the individual level
  • The Head of Research doesn’t have a innovative approach or skills in new digital media
  • Customer Service manager and the compliance manager have a good name in the industry but the CEO is not seeing a quality or interest in their work. she suspects that both are likely looking for jobs. There have been an increase of errors and decline in customer satisfaction.



Star City Org Chart

 Documentation and Style Guide

Case Study STAR CITY-Template-StyleGuide

Policies and Procedures

A review of the organisation Policies and Procedures by the new CEO has identified that the following policies and procedures do not address the organisations needs and business requirements.

The Direction from the CEO is that the current policies are inadequate and will not satisfy their new business model for online training. 

The Compliance Manager has been assigned a new project to research legislative requirements and industry benchmarks and engage with relevant stakeholders to draft new policies to submit to the board and the CEO for consideration and review.

Meeting Policy, Code of Conduct and procedure 

  • IT Acceptable Usage Policy 
  • Organisational Code of Conduct 
  • Confidentiality and Non Disclosure
  • Recruitment, Selection and Induction Policy and Procedures
  • Work From Home Policy and Procedure

Feedback From Stakeholders

Feedback from the Stakeholder requirements has identified that:

  • Meetings are a source of great conflict and annoyance in the organisation. Findings include:
    • It seems that there has developed a culture of inconsideration. People do not turn up on time, interrupt when others are talking and there are factions which often lead to hostility at times and a lack of confidence to contribute by some for fear of what the factions will respond with. 
    • There is a culture of meetings being called with everyone involved regardless of relevance. Meetings typically will go for hours and there is rarely an agenda, minutes or follow up with actions.
    • There is a need to ensure that meeting records are produced and that they align to the organisations style guides.
    • Recent COVID 19 has increased the need to work at home online using video conferencing. There are currently no rules and benchmarks in the organisation to determine what is considered acceptable. There have been a few embarrassing situations arise and, distractions from participants.
  • Recruitment, Selection and Induction
    • Recruitment processes do  not seem to find the right people for the right job. Job and Person descriptions are not typically created. 
    • Recruitment is done predominantly by the HR manager on request for a new resource by a line manager.
    • There have been complaints from people who have interviewed that they feel like they were not given due consideration 
    • Recruitment policies and procedures do not address current requirements for identifying correct award or consideration on Anti Discrimination and EEO opportunities. 
    • The CEO would like to be able to promote that she has a diversity policy and agenda but this is not evident in the policies and procedures. 
    • There is no reference to the current workplace legislation in the policies 
  • Organisational Code of Conduct
    • The CEO feels that a weak code of conduct is required and she needs to set the tone from the top in order to build great culture. 
    • The Code of Conduct does not provide adequate reference to ethics, privacy, confidentiality and what is considered professional conduct. 
  • Work From Home 
    • There is no policy at all for working from home. Some people have been allowed to work from home and others not. It is dependant on the line manager and people is disgruntled that there is no consistency.
    • The HR manager is concerned that there the organisation is at risk for not providing adequate information about work health and safety such as ergonomics and breaks
    • The Compliance manager is concerned that the organisation is at risk for not considering confidentiality and using private computers for work related activities and accessing organisational systems.

T Policy and Procedure Template V1.0


New Learning Management System Project

Star Training Australia wish would expand their business operations into ebusiness and deliver courses online through an online learning management system. The objectives required by the organisation are to, grow revenue, increase customers, increase capacity and reduce operational costs.

Their goal is 50% of course deliveries will be delivered through the new portal and the remaining students would also utilise the system.

The system will enable students to:

  • Enrol in qualifications and courses.
  • Pay for courses online.
  • Manage Account Details (change personal details, pay for their courses, print course history)
  • Compete their learning activities including (access course materials, watch online videos, complete review checkpoint questions, access assessments, submit assessments,
Corporate Strategic Directions
Star Training Australia MissionGoals
Increase revenue through targeted marketing campaignsIncrease revenue via online and onsite sales. Increases expected to be 25% for onsite and 20% online as the online audience/customers grows over the year.
Control direct and indirect costsControl the process around delivery and completion of training for students by 20% by 2018.
Increase capacity of customer deliveryIntroduce an online learning management system that supports an increase of 200% more students to be completed online.
Increase Star Training Australia brand recognition as a leading provider of online and virtual training.Improve Star City Training Australia website and Facebook to support the new learning management system.
Maintain highly trained and motivated staffMaintain performance management process to develop staff and trainees and improved processes to support them in their personal and professional development.


Improve systems to support continuous improvement of staff.


Post LMS Project Review

  • During the project closure process the Project Manager conducted a
    ‘lessons learned’ reflection session with the project team members. They
    also surveyed the key stakeholders for their feedback on the success of the
    project. Not everyone responded but the following people did:
     Kate Jones (CEO) – Satisfied the project met the key strategic goal
    of ability to deliver training via the new learning portal, enabling 50%
    of delivery to occur online. Dissatisfied with the number of students
    who have elected to take it up, expecting more enrolments and
    questioning if the marketing has been effective
  • Ted Clancy (Board of Director member) – Also satisfied the project
    met the key strategic goal but concerned we aren’t seeing the
    expected profits considering this was a significant financial
  • Sam Server (Research and Development) – Happy the new portal
    has been delivered and is compatible with other systems. However,
    it required more effort from his team to reverse engineer many of the
    system functions in order to achieve compatibility than they were led
    to believe during the research and development phase of the project
  • Danielle Simpson (Compliance) – Happy that the new portal is
    operational in line with industry regulation and compliance standards.
    However, Danielle has heard from others in the organisation that
    student information may have been shared outside the organisation,
    a breach of company policy if found to be true
  • Aiden Sailes (Marketing) – Believes his marketing team ran an
    excellent marketing campaign to launch the new portal
  • Sonya Choon (Finance) – Concerned that the overall budget was
    exceeded by 20% due to ‘unseen expenses’ such as the number of
    work hours the Research and Development team had to spend
    reverse engineering the product so it would work as required and be
    compatible with the organisation’s other systems
  • Mark Kathelopolous (Human Resources) – Believes too many
    human resources were dedicated to this project which put undue
    pressure on the rest of the team to meet student/customer needs