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Boutique Build Australia was established in 2013. It is a boutique building company based in Sydney that specialises in the design and build of high quality designer homes for the Sydney metropolitan and surrounding areas. A Strategic Plan has been developed for the company by an external consultant with input from the CEO and senior management. The rationale for the Strategic Plan is to set the direction for the company over the next three years, establish strategic priorities and to describe how these will be achieved and the measures (operational priorities) to achieve them. A first important stage of implementing the Strategic Plan is to meet with the Senior Management team to plan the operational activities to be implemented to achieve the organisation’s objectives. The preliminary meeting will focus on the objectives for the upcoming year being the expansion of the company into Brisbane and the Sunshine Coast markets as described in the Strategic Plan and to discuss and allocate roles and responsibilities in relation to the expansion. The Senior Managers who will attending the meeting will be: · Operations Manager (Bob Sales) Bob has been with the company since its inception. He was a former builder and therefore has an excellent understanding of the industry. His main role is to manage the day to day activities for the business, including setting and reviewing budgets and overseeing procurement. · Marketing Manager (Jane Smith) Jane has recently joined the company. She is responsible for all aspects of marketing, including marketing planning and marketing implementation. Jane’s strengths are in digital marketing. · Human Resources Manager (Deborah Terns) Deborah has been with the company for 2 years. She has worked in human resources for 10 years and her previous position was also with a construction company and she therefore has an excellent knowledge of the industry. Customer Service Manager (Amar Singh) Amar has recently joined the company to manage the increasing number of sales staff. Amar previously worked with a construction company who expanded into other states and therefore has strengths in understanding how this process works Assume that it is six months later and the expansion into Brisbane and the Sunshine Coast has proved to be highly successful. However, issues are arising with workplace fatigue. At a staff meeting, it was identified that some of the staff are working very long hours during the week and are also working at weekends. Staff are complaining of stress and fatigue. The long hours are as a result of the numerous projects that the company currently has. Many staff are also travelling extensively because of the interstate expansion. The company’s safe working guidelines are as follow: · No one should work more than 8 hours in a day. · There should be at least 10 hours’ continuous break per 24-hour period. · A lunch break of at least 30 minutes should be taken during the working day. · Individuals should be aware of the hours worked and ensure they are aware of the risks. Staff time sheets for September show the following: · Human Resources Manager: shows 180 hours worked over a 4-week period (M to F). Break of at least 30 minutes taken each day. · Marketing Manager: shows 190 hours worked over a 4-week period. Shows no lunch breaks taken. · Operations Manager: shows 14.5 hours worked during three days of the month of September. Lunch breaks taken intermittently. · Administration Officer: 152 hours plus lunch breaks of 30 minutes taken. It is one year later, and Boutique Build has expanded into the Brisbane and Sunshine Coast market as planned. As the Operations Manager, you are responsible for a number of staff who travel regularly from Sydney to Brisbane and the Sunshine Coast as part of their role. It has come to your attention recently that several staff members have been accruing frequent flyer points from business travel and using these points for their own personal travel. You are unsure if this is allowed or not and so decide to investigate the situation. Complete the following activities: 1. Write a memo on use of frequent flyer points and the company’s code of ethics Review the company’s code of ethics to identify current values and standards and to identify whether it addresses the issues of accruing frequent flyer points. Identify and review codes of ethics and other documents form at least other three other companies on how they manage the issue of staff use of frequent flyer points. Your memo should make a recommendation on whether the practice of accumulating frequent flyer points for personal use should be allowed. 2. Update the Code of Ethics 3. Write an updated version of the company’s Code of Ethics based on your investigation and the response given to you by your CEO. Name the document accordingly as Updated Code of Ethics. 1. Discuss, in one paragraph, the concept of business ethics. Your Source: Assessor to deem the above response as either S (Satisfactory) or NS (Not Satisfactory) 2. Discuss ethical leadership and its importance in supporting organisational values. Your Source: Assessor to deem the above response as either S (Satisfactory) or NS (Not Satisfactory) 3. Discuss three characteristics of an ethical leader. Your Source: Assessor to deem the above response as either S (Satisfactory) or NS (Not Satisfactory) 4. Give, and explain, three benefits of ethical leadership. Your Source: Assessor to deem the above response as either S (Satisfactory) or NS (Not Satisfactory) 5. Discuss four (4) styles of leadership and the impact each of the identified styles on organisational culture. Your Source: Assessor to deem the above response as either S (Satisfactory) or NS (Not Satisfactory) 6. Explain how a charismatic leader can assist in ensuring that a company’s vision is implemented. Your Source: Assessor to deem the above response as either S (Satisfactory) or NS (Not Satisfactory) 7. Discuss at least three strategies that can be used to encourage employee participation in decision-making. Your Source: Assessor to deem the above response as either S (Satisfactory) or NS (Not Satisfactory) 8. Discuss three strategies that a leader can use for building trust and confidence with colleagues. Your Source: Assessor to deem the above response as either S (Satisfactory) or NS (Not Satisfactory) 9. Explain the importance of leadership in ensuring that work health and safety legislation is met. Your Source: Assessor to deem the above response as either S (Satisfactory) or NS (Not Satisfactory) 10. Give five (5) reasons why it is important to follow anti-discrimination law and provide equal opportunity, giving a short explanation of each. Your Source: Assessor to deem the above response as either S (Satisfactory) or NS (Not Satisfactory) This document is Code of Ethics. It is part of the supporting assessment resources for Assessment Task 5 of BSBMGT605. Boutique Build Australia Code of Ethics All staff should act with honesty, sincerity and integrity in their approach to their work for the Boutique Build Australia. All staff should behave with integrity, honesty and fairness in all business, professional and personal relationships. Staff should not knowingly or recklessly supply any information which is confidential, or make any statement which they know is misleading, false or deceptive to a colleague, client of the Boutique Build Australia, or the general public. While Boutique Build Australia staff must observe the terms and conditions of their employment, staff cannot be required to be complicit in any illegal act. If advised, instructed or encouraged to engage in unlawful activity, they must decline, and report the matter to a line manager. Conflicts of interest Boutique Build Australia staff should both be and appear to be free of any interest (financial or otherwise) which might be regarded as being in conflict or incompatible with their integrity and objectivity. Independence is the cornerstone of objectivity. Both external and internal parties have a need for credibility of information and action in relation to Boutique Build Australia activities. Boutique Build Australia management at all substantive levels seeks credibility and accountability in information and in the activities of all of its staff. Boutique Build Australia management must be careful to apply an attitude of professionalism within the bounds of commercial confidentiality, and should remain independent in fact as well as independent in appearance. Accordingly, Boutique Build Australia staff should recognise and avoid situations which may affect their integrity and objectivity by: · being cautious of undue benefits or preferential treatment received in the course of their employment. Such benefits may cloud their judgement or objectivity · ensuring Boutique Build Australia facilities or property, information or resources are used in the best interests of the Boutique Build Australia community · guarding against conflicts of interest arising from inappropriate financial involvement and personal relationships. The interests of the Boutique Build Australia and the broader community Boutique Build Australia staff comprises a diverse population of individuals with differing roles and functions, ethnic and cultural backgrounds and differential and sometimes complex relationships within the community. For such a community to function fairly and effectively, due regard must be given to behaviour which recognises the dignity and privacy of individuals, enhances fair dealing and representation both in action and perception. The effective functioning of Boutique Build Australia depends on the mutual respect required of individuals co-existing within that diverse community and with its broad clientele, together with the pursuit of an environment characterised by co-operation, collegiality, impartiality, equity, and financial responsibility. Individuals must therefore be accountable for their actions both in a social and financial sense by clearly establishing their own personal standards and those of the staff for whom they are responsible and being aware of how these standards may conflict with tasks they ask others (or themselves are asked) to do. This should be in consonance with the Boutique Build Australia's strategic intentions, recognising that the Boutique Build Australia has a responsibility both to its stakeholders and the broader community. Confidentiality Boutique Build Australia staff must protect the confidentiality of information acquired in the course of their work. No staff member should use or disclose any confidential information to a colleague, client of the Boutique Build Australia or any other party without specific authority or unless such use or disclosure is: · in the normal course of business within the Boutique Build Australia, or · there is a legal or professional duty to disclose the information. Staff may acquire confidential information in the course of their employment. This may take the form of confidential information about staff, customers, suppliers or other information intended to be confidential. It is important that this information should not be disclosed to third parties except when consent has been obtained from the Boutique Build Australia or with the consent of the other party, when there is a duty to disclose. Staff members should discuss the matter fully with their immediate superior if they are in doubt as to whether there exists a right or duty to disclose confidential information. If the problem cannot be resolved by this action, they should consult an appropriate higher authority within the Boutique Build Australia, and/or the Boutique Build Australia's legal advisors. Boutique Build Australia staff at all