Assignment BSBWOR502

 Activity 1 1. What differentiate a group of people from a team?

One way to explain the difference is to give an example of a group: if a room was filled with people, they could be grouped according to gender, experience, fields of expertise, age, or other common factors. Each group, therefore, would be formed by a certain commonality and the effectiveness of the groups would probably be variable. A team, on the other hand, is much more difficult to form. Members of a team may be selected for their complementary skills, not a single commonality. A business team, for example, may consist of an accountant, a sales representative, a company executive and a secretary. Each member of the team has a purpose and a function within that team, so the overall success would depend on a functional interpersonal dynamic.

2. Explain why it is important to establish a clear team purpose.

Establishing a clear team purpose is a critical part of a company development. Encouraging members to question, the purpose of the team, how it will operate and what it is expected to achieve serves to foster a deeper understanding of the team’s role, and t he role of each team member that comprises it. It will create a symbiosis with in the team to shape their purpose and understand the company goal, strategy, policy and objectives.

3. What are the implication of role ambiguity within a team framework and with regard t o: a. Task achievement achievement b. Team cohesion c. Personal achievement

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Will not be fulfilled if team members are unclear as to what is expected of them to do. No significant task can be accomplished without the help of other members. b. Within the team, members typically specialize in different tasks. The purpose of a team is that each individual in the team brings a range of skills, knowledge, attitudes, aptitudes, personalities and priorities to the team. c. The success of every individual is extricable bound to the success of the whole team.

4. If you were appointed the leader for a newly established team, describe how you would ensure that all members of the team t eam knew what they had to accomplish.

As a leader of the team, he should define the team roles and functions in line with organizational goals, plans and objectives. Able to work with team members to establish a common understanding understanding of the purpose, roles, responsibilities and accountabilities. Develop performance plans including key performance indicators for team and also develop performance for each member of the team ensuring that individual efforts combined to create a unified team effort.

5. Why is it important that the team’s purpose and ro le be collaboratively developed? Team’s purpose and role should be collaboratively developed for a few reasons. The first one is so that there is no resentment among any members in a group, so all applicable parties get a chance to express their views. In a second time, it is to create a collaborative environment, to allow the team to communicate clearly, openly and effectively. This also significantly reduces the project delivery time. Often referred to as the divide and conquer strategy, it entails teaming up of several individuals together, dividing up the tasks among them, and accomplishing the project in relatively less time.

6. Charters, mission/vision statements, memorandum of agreements, constitutions, role and responsibility statements are all exampl es of documents that record in writing a team’s purpose and role. Collect an example of t hree of these documents. Comments in each if them as to how effective they are. Example of documents that record in writing a team’s purpose and role are; a. Role and Responsibility Statement - Clearly outlines the duties of the role that need to be carried out as well as the responsibilities that are involved. It paints a clear picture of what is expected and can be measured effectively. ective as it defines the organization’s o rganization’s purpose and primary b. Mission statement - Extremely eff ective objectives as well as guides the actions of the team within an organization. It spells out its overall goal, provides a path, and guides decision-making. decision-making. It provides the framework or context within which the company's strategies are formulated. It also motivates a team to realize an attractive and inspiring common vision of the future. c. Memorandum of Agreement - States the relationship between parties wishing to work together on a project or to meet an agreed upon objective. It also describes the terms and details of the partnership agreement including; Purpose of the agreement, detailed description of roles and responsibilities, payment schedule, duration of the agreement and signatures of parties involved. It is important to have all of this noted in writing over a verbal agreement.

7. How can roles and tasks be clearly allocated t o team members so that problems do not arise?

Roles and tasks can be clearly allocated to team members by choosing people who can play best in certain positions based on technical skills required for the task. All employees must know and clearly understand the organization’s vision, strategies, goals and objectives, and align their team goals with them. Effective communication and information sharing processes are vital, in order to gain support, agreement and commitment from all organizational members. This will ensure that problems do not arise.

 Activity 2 1. You are the leader of the customer service team for an organisation. You are responsible for ensuring that the shop is always staffed with assistants wo make customers feel welcome, attend to their questions and needs knowledgably and promptly and who are able to maintain the shop’s displays at all times.

At any one time you have a team of 15 assistants with six needed per day. Due to the nature of the work you have and average turnover of one position per month. At a recent senior management meeting the business strategic plan was developed, from which you now need to develop a performance plan for your sales team. You also need to remember the ongoing team requirements as well as those new requirements brought about by the strategic plan. In essence, the strategic plan states that, over the next 12 months, the organization is aiming to: Increase turnover by 30% by: 

Introducing 20 new products including a range of six health lollies that have added nutrients.

Build market loyalty by specifically targeting tweens as customers by: 

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Designing new packaging specifically designed to have greater appeal to the 7-12 age group Introducing a club membership for tweens that give them free gift for purchases over specific amounts.

Increase efficiencies by: 

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Increasing average customers sales from $4 per person per visit to $6 per person per visit Purchasing and installing a new computerized till aimed at tracking sales by each salesperson.

Your task is to: a. Define the sales team goals for the next 12 months. Ensure that they are SMART

b. Define the KPIs and standard for each goal c. Define the time frame for each goal d. Select on goal and create and action plan which clearly documents how you will achieve this goal. Detail the methods/ processes that you will engage in, the resources that you need and risk or constraints.

a. “Yummy in your Tummy Lollies” is aiming to : Increase t urnover by 30% by: Introducing 20 new products including a range of 6 “health” lollies that have added nutrients. 

Building market loyalty by specifically targeting “tweens” as customers by: 

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Designing new packaging, specifically designed to have greater appeal to the 7-12 age group. Introducing a club membership for “tweens” that gives them free gifts for purchases over specific amounts.

Increase efficiencies by:  

Increasing average customer sales from $4 per person per visit to $6 per person per visit Purchasing and installing a new computerized until aimed at tracking sales by each salesperson.

I am thinking they have SMART goals

b. Increase turnover by 30% KPI – Sales staff to promote the companies to clients, this includes any new product lines. KPI – Assistants who make customers feel welcome, attend to their questions and needs knowledgeably and promptly. 

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c.

60% of profit will be analyzed month per month, however the goal should me attended in the end of next year, so the sales will have time to do their plans to achieve this goal. 30% of profit of new products should be attended each 3 months after the new product has been introduced at the market. Once each product is introduced in a big event, the sales will have a good opportunity to achieve this goal.

d. 30% of profit of new products: Resources needed: Salesmen/saleswomen, training for employees to know the new product, budget to make a release event Risk: the product not be accept for the costumers. 

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To achieve this goal, we need to invite all costumers for the release event and show how the product evolved or how this new conception would be good to their lives. In a second step, the salesmen/women should visit their clients on follow weeks and try to negotiate the first purchase of this product for a trial.

2. Why is encouraging participation in the planning, decision-making and operational aspects of the team’s work important for developing team cohesion and what role does feedback play in doing this?

Because individual plans enable tasks to be shared according to skills set and experience and other resources allocated in order to achieve the optimal effectiveness. Personal plans also enable recognition of individual inputs as well as overall team success and are a vital part of retaining team energy.

 Activity 3 1. Briefly describe the stages that a team goes through during its life cycles.

The way any group of people performs is as a direct result of the approach to being a team that is taken and how effectively it implements that approach. They depict this concept in what they call the team performance. The curve depicts five types of teams in relation to how effective they are as a team and thus how well they perform.

2. Explain why it is important to actively support a team through all stages but particularly the first three.

All team must go through specific developmental stages. You cannot simply throw a group of people together, tell them they are a team and immediately expect a high performance team result. Once a team has been chosen the member must learn to work together. This leaning process has several fairly distinct phases, and understanding them will help you to: a. Facilitate teams b. Participate in teams more effectively c. Anticipate the procedure necessary for developing good team networks within the organization.

3. What things might occur to change the linear progression of a team’s development? Give at least three examples. 

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A team that has been operating at the performing stage then loses/gains a team member, taking them back to the norming stages. An individual’s duties/responsibilities increase or change External influences that effect the organization’s objective, e .g. legislative requirements.

4. Describe at least four techniques that c ould be used to help a team establish a culture and ethos that will enable its members to achieve their performance expectations. 

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Team building games and exercises that directly link to the skills and training needs of individuals and the group. Regular team meetings to reinforce team objectives and promote open discussions. Leaders to encourage and recognize contribution from all members. Informal after work gatherings to encourage team members to get to know one another, build rapport and develop relationships. Training related directly to teamwork, roles and responsibilities.

 Activity 4 1. Describe a self-managing team.

Self-managing teams take a different approach compared to the traditional team system. Selfmanaging teams not only self-direct their work but take on the management of that work. Each team member determines, plans and manages their own duties with little to no supervision. This allows leaders/managers to provide a more supportive approach, providing their team with a broad goal and direction. Leaders/managers are able to teach, coach and develop their team rather than directing and taking full control.

2. Why are self-managing teams considered desirable?

Teams who are able to manage themselves in terms of productivity, quality and innovation are desirable as this frees up time and resources of management. Focus for managers can be redirected at other/ simultaneous tasks that may require their attention equally. Having selfmanaging teams generally lead to a quality improvement as management is not burdened with operational matters. As team members take on the extra responsibility, their skills improve, preparing them to take on further responsibility in the future, benefiting the organization overall.

3. What might be some barriers for a manager in creating a self-managing team? List four.   

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Learning to guide their team rather than direct/control. Providing training and support for team dynamics. Providing appropriate training to team members on planning, decision-making and management functions needed. Fostering a sufficiently high performing team.

4. What strategies can you use, or have you seen in use, that is designed to actively encourage team members to have input into planning, decision-making and the operations of a team? 

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Develop strategies to ensure team members have input into planning, decision-making and operational aspects of work team. Develop policies and procedures to ensure team members take responsibility for own work and assist others to undertake required roles and responsibilities. Provide feedback to team members to encourage, value and reward individual and team efforts and contributions. Develop processes to ensure that issues, concerns and problems identified by team members are recognized and addressed.

 Activity 5 1. Consider a team that you either have led or have been a part of. Describe the members of the team in relation to Belbin’s roles and answer that question that follow. Belbin’s roles

Implementer Shaper

Completer / Finisher

Plant Monitor / Evaluator Specialist Coordinator

Team worker

Resource / Investigator

Your team

Usually accepts rules and conventions of the organization. Works to do a good job within the system. Leads from front with “all guns blazing” . Likes action, quick results and willing followers. Pushes himself and others to get the job done as the main priority. Often tense, sometimes anxious and has a compulsive concern to finish. High nervous energy, put to productive use. Translates worries and fears into energy for getting jobs done on time to a standard. Advances new thoughts very often independent of his own specialism. Good critical thinker and evaluator of ideas. Serious attitude, cautious, usually objective and very perceptive. Typically dedicated individuals who pride themselves on acquiring technical skills and specialized knowledge. Critical thinking only just above average. A relaxed but fairly strong and dominant character who is non-aggressive, but can assert himself. Has a good deal of trust and belief in people. Perceives feelings, needs and concerns of the people in the group. Observant of people's strengths and weaknesses. Can hold team together in a quiet way with his concern for others. People orientated team member. Usually restless, enquiring attitude to life. A driving force and always going out to find new things and ideas - has a wide range of contacts.

2. Did you have the recommended mix of roles  – ie was the team heavily weighted with a particular role type or were there gaps? Describe the impact this had on team effectiveness.

I have not recommended the role mix, however I think if it can be recommended in teams where the final objective of the project is clear. With the role mix it could alleviate the workload that some role may have, as all would be contributing. In order for the role mix to have an optimal result, teamwork and communication within the team is essential at all times.

3. List at least four actions that a team leader might consider taking if t he imbalance in a team is detrimental to performance.

There are several strategies a team can employ to compensate for an imbalance. Some of the commonly strategies are listed: Give members a secondary role-Initiate training or coaching by members within the team Develop supportive and cooperative networks for information and resource sharing with other teams Develop one particular strength area, and utilize outside resources for other needsMove members to other teams to increase skills and widen their experience Hire consultants, experts or temporary staff members as needed Alternative roles within the team to best utilize internal resources and multi-skill members Concentrate on developing cross-functional teams 

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4. List six ways in which a team leader can ensure that team member take responsibility for they own work and assist others with their work.      

Expect and encourage teamwork. Be committed to team success and help grow the commitment of others. Create a team vision and help people personalize it. Focus on relationships and encourage others to do the same. Be available to help and let your team grow independent of you. Be supportive and encourage team members to support each other.

 Activity 6 You are the team leader for a busy, customer focused technology support centre. Sue is a long-standing member of your team. Her position requires her to answer the telephone, handle face-to-face enquiries regarding technical difficulties, use her knowledge and experience to solve problems and finally to communicate solutions to customers.

Until recently, you considered Sue to be very capable. You received good feedback from other staff and customers about her technical ability and customer service skills generally. Recently, however, you have received a number of complaints about her from other team member and from several customers. The complaints relate to her terse and harsh interpersonal skills and her lack of responsiveness when dealing with problems. Things have become so bad that it is having negative impact on Sue’s immediate teammates. One has re fused to work with her and another has complained that they are unable to complete their work as Sue is not feeding the paperwork through quickly enough. How will you handle this situation? Talk with Sue’s about problem that she has in the workplace and investigate complaints from the other staff and customers. After I understand the current problem she has, I would give her a personal feedback, and show how she has been good in some parts of her job, however, she needs to improve some details. I also would check if everything is ok in her personal life, if she needs any help, or maybe a day off to get better. That how I handling the problem.

 Activity 7 1. To diagnose and resolve challenges in an effective manner there need to be a number of conditions within the team that support this. List six.      

Confrontation and conflict Openness Honesty Support Trust Coordination

2. List at least six ways in which team members might put forward (communicate) concerns, perceived issues, suggestions and ideas for improvement.      

Suggestion boxes. Round table discussion forums. Open door policy of team leader. Structured conflict resolution process. Whiteboard on which concerns are listed. Team meetings.

3. Although in some cases there will be outliners that requires creative problem solving processes, a team leader might, in consultation with team members, develop a range of procedures for addressing issues. List six.     

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Technical – Skill and/or knowledge obstacles or difficulties. Process  – the order of how things will be done. Time – the time constraints that are placed on the team. Fiscal – the budgetary constraints that are placed on the team. Intra-social – how team members will interrelate with each other to accomplish its goals. Extra-social – how team members will interrelate with external stakeholders to accomplish its goals.

 Activity 8 1. What advantages are there to the following groups in encouraging participation from all team members? 

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An organization The organization can have a better environment and best and faster results. The team as a whole The team have better communication and more ideas to solve current problems. Each individual People can develop themselves.

2. What are the key requirements for fostering and supporting full commitment in a team situation? 

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Have clear long-term goal and shorter-term targets that would be stepping-stones to achieving the goal. Establish key leaders with autonomy to make key decisions. Cultivate a culture of honest and open feedback aimed at continual improvement.

 Activity 9 In what ways can team leaders support their teams regard to identifying and resolving work performance problems?

Team leaders can play an important role in resolving performance issues and solving problems by providing un-emotive and constructive feedback on performance, giving individuals an opportunity to put their point of view forward and assisting them to reach a solution, It is important that team leaders are seen as experienced, trusted and independent when facilitating resolutions to problems and conflict within a team. Positive communication, negotiation and problem-solving techniques are useful tools for leaders when resolving conflicts.

 Activity 10 1. What are the key aspects to establishing and maintaining open communication processes with all stakeholders?

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Behaving consistently with own values and beliefs. Delivering of what they have promised, or is open about their own shortcomings. Modeling and promoting the organizational values. Creating an environment of openness, cutting through ambiguity to provide clarity in communication. Arrange the agenda for the meeting so you have ample time to communicate your ideas and your employees also have a chance to provide feedback.

2. Your organization has been making some changes and you have been asked to take on the role of facilitator for a newly formed production team. The team will be made up of some recently appointed employees and a number of long-term employees. You know some of them quite well.

From the list, what action would you take in developing this team? Action Tell the group the results you want to see - and when you want to see them. Tell the group how things will be done. Clarify goals and ask the group how best they can be achieved. Use I and You in your discussion with the group. Use We in you discussion. Tell the group what you plan to do for them and with them. Ask the group what they would like you to do plan and do. Communicate the rules and procedures you want followed. Enable the group to develop achievement objectives their way. Provide all the information the group request to help in setting objectives. Restrict information to what you think is necessary. Criticize the group or members to colleagues or management. Champion the group to outsiders and strongly support them. Determine the individual skills, goals, personal values and feelings of group members. Determine the interests on individual group members. Discuss personal and professional development need of individuals. Tell the group about yourself and your ideas. Ask group members to reciprocate with disclosures about themselves. Keep relationships to work-related issues. Encourage competition between group members. Encourage cooperation and emphasize the need for constructive conflict resolution. Collectively determine group norms and values. State the norms and values the organization requires. Explain to the group that the intention is for them to become a self-managing team and clarify what thus means.

Yes

No

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3. A team leader’s behavior and actions serve as a role model for other members of the team. What does this mean and why is it important?

This unit applies to managers and focuses on the need for managers to be organized, systematic and skilled, in order to effectively manage the work of others. As such it is an important unit for most managers, particularly as managers serve as role models and have a significant influence on the work culture and patterns of behavior. In simple terms, it means that as a manager of others, you are a role model, and your behaviors will be observed and copied by team members. To manage others effectively you need to be able to organize yourself and them and focus their work on tasks that are meaningful for the business. Achieving business goals requires all employees to align their personal work goals with those of the business. That includes developing skills and knowledge to fill any gaps that may exist, or to continually look to improve your performance in your job. This unit is designed to give you some fundamental skills in self-organization and personal development. This involves: Setting goals and aligning them to business goals Managing your time and prioritizing work activities Seeking feedback and identifying development opportunities Maintaining your professional competence    

 Activity 11 At Global Mining Resources your team of geologists have been busy creating the feasibility study into a new exploration site in northern South Australia. The work has been a very large Project that started 18 months ago with the team spending six months on location taking drilling samples and analyzing them.

Of the six geologists and three administration staff that currently from the team, two geologists are new as is one administration person. All the others have been on the Project since its inception. Up until now the team has got on well together, seemingly communicating well and resolving any differences with minimal effort. However, you have noticed lately that there has been some trouble. The difficulties in communication seem to have started since a new geologist joined the team, management gave indications that world affairs might have a serious impact in whether the Project could be founded or not and you changed some allocation of team tasks. Specifically the communication issues have been: 

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The monthly progress report had a section missing and, when you questioned the authors about it, it turns out that each thought that the other person had done it. Two members have made comments to you that they think that the new geologist “thinks that they know it all” and is very irritating to work with. You have overheard comments from a couple of team members to the effect that there is no point doing a good job on the report as management have already written it off. Comments were also made that there was no point talking to you as you always sided with management. The new administration person is not completing their tasks on time and seems to be overwhelmed by what they have to do. You have seen them ask the other administration staff for help once or twice but despite their efforts, they are still very slow at their work and seem reluctant to ask again. When you ask them IF they need help, they say that they are fine.

1. What factor affecting the communication in this team?

Apparently, the factors that are affecting this team are related to leadership & management and ineffective communication. Communication plays an essential role in increasing efficiency of employees. Problems arise when information does not flow in its desired form. Effective communication facilitates a free flow of information among employees and reduces misunderstandings and confusions. Effective communication ensures that everyone is on the same page. When there are new employees, the forming and storming stages happen and team members' roles and responsibilities aren't clear. Next, people start to push against the boundaries established in the forming stage. Therefore, leaders play a dominant role at this stage, in order to keep the team on track and equilibrate things. In addition, duplication of work decreases the efficiency of employees. A delegation of work according to members’ skills is one of the most crucial responsibilities of a team manager. Finally, the manager must give feedback, follow pro cesses and check the team members’ motivation and understanding about every task.

2. What can you, as a team leader, do to correct the situation and restore it to one of open effective communication amongst all parties?

A team leader plays an important role in guiding the team members and motivating them to stay focused. A team leader must be impartial and develop an inspiring vision. He should support everyone equally. Partiality leads to negativity and conflicts among the team members. 

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Leaders should constantly motivate its team members so that they perform even better the next time. Avoid criticizing anyone. Never make fun of anyone's mistakes, instead, correct them in a polite way. The team leader should take the initiative of bringing the team members closer. In addition, the team leader should create a sense of urgency and encourage change. Be a mentor to its team members and lead by example. Delegate. Be a listener. Listen to both the parties before coming to any conclusion. Make sure that the team members do not fight among themselves. Create a positive ambience at the workplace. Avoid playing politics or provoking individuals to fight.

 Activity 12 1. Give an example of when you had to convey good news to your team. Explain how you went about it and how successful you were.

Once my team has won a prize to get finalize as goals earlier and deliver with excellence, because I was the leader, my boss let me tell the good news, that we would have a dinner in a good restaurant and 2 days off. I invited everybody to a meeting and told them this new. 2. It is easy or difficult to communicate good news? Why?

Passing on good news is a nice part of being the leader of a team, but although it sounds easy, there are some basic principles that should be followed. Like be Enthusiastic, specific and do it quickly. Make a team win everybody’s win. Some good new will relate to the efforts of the whole team and other news will be directed at particular team members.

3. Why is it more difficult to give bad news?

Sometimes team leaders are called upon to deliver unsavory news from executive management. This can include aspects such as redundancies. Budget cuts, dissatisfaction with team’s performance and changes in strategic direction that go against the beliefs of the team.

4. Create your own checklist of what to do and what not to do when communication bad news.

To do:    

Do prepare yourself Do give the employees the opportunity to speak their mind Do make an effort to be encouraging Do treat them with empathy

Not to do:    

Don't joke around Don't beat around the bush Don't be too vague Don't give advice unless asked

 Activity 13 Refer to the scenario where you are the leader for a geology team at Global Mining Resources.

At Global Mining Resources your team of geologists have been busy creating the feasibility study into a new exploration site in northern South Australia. The work has been a very large Project that started 18 months ago with the team spending six months on location taking drilling samples and analyzing them. Of the six geologists and three administration staff that currently from the team, two geologists are new as is one administration person. All the others have been on the Project since its inception. Up until now the team has got on well together, seemingly communicating well and resolving any differences with minimal effort. However, you have noticed lately that there has been some trouble. The difficulties in communication seem to have started since a new geologist joined the team, management gave indications that world affairs might have a serious impact in whether the Project could be founded or not and you changed some allocation of team tasks. Specifically the communication issues have been: 

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The monthly progress report had a section missing and, when you questioned the authors about it, it turns out that each thought that the other person had done it. Two members have made comments to you that they think that the new geologist “thinks that they know it all” and is very irritating to work with. You have overheard comments from a couple of team members to the effect that there is no point doing a good job on the report as management have already written it off. Comments were also made that there was no point talking to you as you always sided with management. The new administration person is not completing their tasks on time and seems to be overwhelmed by what they have to do. You have seen them ask the other administration staff for help once or twice but despite their efforts, they are still very slow at their work and seem reluctant to ask again. When you ask them IF they need help, they say that they are fine.

Some of your team are feeling despondent about the direction they think the company will be taking as a result of a worldwide slump in commodity prices. As a result they are not putting 100% into the report and their productivity has suffered. You have reason to believe that they might be actively seeking work elsewhere.

You have spoken to the individuals concerned and determined that they do have very real concerns that came about from their own newspaper reading and interpretation of the economic climate. Their concerns were also compounded by a throw-away comment that the CEO made during last month’s whole of s taff meeting and a decision by executive management to delay issuing the next financial year’s forecasts.

Despite your best efforts to allay your team member’s fears, they w ill not be placated and you are very concerned that the team could disintegrate. You decide to raise the issue with the CEO.

Describe what you say and how you broach the subject in order to raise the concerns sensitively but also that result in satisfactory outcome for all parties.

Despite my efforts to calm my team member’s fears, I am concerned that the team could dissolve. The approach I would like to take as a solution to this issue is to hold an all day offsite workshop. I would like to bring a facilitator on board for the day to introduce team building exercises and trust building exercises to reset the team behavior. I would also like to refer the team back to our team mission and goals to refresh their memories on what they’re working towards. At the beginning of the workshop, I would like to invite you (the CEO) to come and speak to the team about the economic climate and answer any questions about their fears and concerns. I would also like you to provide your thoughts on the direction you think the company will be taking as a result of the world wide slump in commodity prices. To conclude the meeting with the CEO, I would summaries by saying, I believe by having this workshop, it will bring some clarity and put the team member’s minds at rest. It will also give them an opportunity to communicate together and resolve any differences they’re currently having which in turn will have a better impact on the project they’re working on.

 Activity 14 1. Why is it essential that unresolved issues are brought to a final conclusion?

It is essential that unresolved issues are brought to a final conclusion so the team can act on advice, put into practice new techniques or approaches and can carry on working as a team.

2. Explain what is meant by following up unresolved issues.

Following up on unresolved issues is simply where the team leader or the manager responsible for the team ensures that the solution has been implemented and is working as desired. To ensure this happens, I as a team leader could hold a debrief session aimed at helping the team to be able to better identify and resolve issues confronting them in the future. This might be a casual reflection session, formal feedback or any other method that is appropriate to the team and its task.

3. Why is it sometimes necessary for a person external to the team to be brought in to resolve issues? List three circumstance when this might be a good idea.

Employees are encouraged to do so because this provides the best opportunity for a positive resolution in terms of maintaining and/or improving working relationships and continuity of work. Take no further action but monitor the situation. Seek support and advice from a trusted and confidential source. Seek counseling from an Employee Assistance Program (EAP) provider. Seek personal development (e.g. training for resilience, having difficult discussions). Have a direct conversation with the individual/s with whom you are experiencing the workplace issue. Have a discussion with your manager/supervisor about the workplace issue you are experiencing (or, if the issue is with your manager or supervisor, consult with next level of management).     

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Summative assessment 1 Question 1 Why is encouraging participation in the planning, decision-making and operational aspects of the team’s work important for developing team cohesion and what role does feedback play in doing this?

Offering feedback is important as it reduces uncertainty, builds trust, strengthens relationships, and improves work quality of a team, because it commends and offers opportunities to review and reward its members for their contribution, and the standard of cooperation to the work produced. Investing feedback in developing team cohesion is vital for the t eam’s dynamics, because it enables employees to be more productive. Feedback maintains focus for team cohesion.

Question 2 Teams can actually work against each other if they are not managed well. List at least four tactic that will help the teams within an organization work cohesively.

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Team Member Selection o The first step in developing a cohesive team is careful selection of team members. When selecting team members, companies should take care to pair workers with peers they get along well with. If workers are placed with individuals they fight with or cannot work cooperatively with, the teams will likely not prove successful. Objective Identification o For teams to function cohesively, all members must clearly understand the team objectives. Developing an objective is the first task that teams should undertake. After deciding upon an ultimate goal, workers will be better able to function cooperatively to work toward that goal. Keep Communication Open o Communication is key in successful team building. Managers who oversee teams should encourage their workers to communicate regularly with each other. They may also develop methods to aid in their communication, such as setting up email lists that the members of the team can use to communicate with ease. Promote Trust o A team with positive group dynamics tend to have team members who trust each other. They can work towards collective decisions and they are held accountable for outcomes. A team with good group dynamics may be constructive and productive, and it may demonstrate mutual understanding and self-corrective behavior. On the other hand, poor group dynamics can be disruptive for successful decision making and work outcomes.

Question 3 If you were appointed the leader for a newly established team, describe how you w ould gain consensus and ensure that all members of the t eam knew what they had to accomplish.

A leader should: 

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Define the team roles and functions in line with organizational goals, plans and objectives. Work with team members to establish a common understanding of team purpose, roles, responsibilities and accountabilities. Develop a specific performance plan including key performance indicators for team. Develop performance plans for each member of the team ensuring that individual efforts combined to create a unified team effort.

Question 4 Describe 10 principles or strategies for handling/ resolving team conflict.

1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

Take shared responsibility for the conflict. Recognize and appreciate differences among people. Preserve individual dignity. Listen carefully and with empathy, listen to understand, communicate, do not debate. Be calm. Do not give in to emotional outbursts or reactions. Vulnerability is a key to successful resolution, therefore, open up and share your feelings. Do not assume people are being difficult intentionally. Choose a safe place or person with whom you can vent and clarify the issues for yourself. Generate solutions...find agreement. Follow-up to assure resolution and modify as necessary.

Project

Read the scenario and in a report explain the steps you would take to develop a competent team. Your answers should be based on the information contained in the scenario and what you have learnt in this study unit about team dynamics. Your report should be approximately 3,000 words. It may contain an action plan, sample procedures or other types of documents to explain how you will lead this team. You have recently accepted an employment position with a large, high profile jewelers firm. The organization manufactures, imports, and repairs jewelry for distribution to its many stores in all states. Your position title is Team Leader of Distribution and Warehousing —a frontline management position. There are 12 team members, from different backgrounds and with differing levels of expertise. Some team members have worked with the organization and in this division, for a number of years. Other team members are relatively new, while some have worked in other departments/ sections of the organization before being transferred to your division. The reason for your appointment is that departmental productivity (outputs) has not been meeting the organization’s expectations. The senior managers of the organization have identified some problems in the team:   

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Communication between team members appears to be strained at times. Levels of cooperation are falling. Communication with the other teams within the organization is not as good as it should be. There is no one currently taking on the leadership role. Prioritization of tasks appears to occur on an ad hoc basis.

While each of the team members was selected for their role on the basis of demonstrated skills and expertise, they seem unable to work together effectively. Your initial role, therefore, is that of trouble-shooter, problem-solver and team facilitator. You need to bring this group of people together to form a cohesive, effective and productive team. How will you do this? Explain in logical sequence, what methods you would use to develop the working capacity of your team. Give reason for each of your actions and the expected outcomes. What are the time frames that these actions will occur within? What will you do if these measures do not work?

In your report consider:     

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Team Roles and Dynamics. The Various Stages of Team Development. The Importance of Agreed Goals. Skills/ Competency Analysis. The Need to Link Team’s Goals with Organizational Goals, KPIs and Individual Performance Measures. Strategies to Encourage Input into Planning and Decision-Making. The Need for Performance Evaluations/ Reviews. Providing Praise and Constructive Feedback. Reward and Recognition. Diversity. Constructive Conflict. Trust, Reliability, Consistency and Relationship Building. The Importance Of, And Appropriate Formats For, Meetings. Initiative, Responsibility, Motivation, Delegation. The Need to Monitor, Measure and Evaluate the Team’s D evelopment. Up-Line Communication. The need to develop efficient networks with other teams in the organization Leader as role model.

Remember that you are the new team member. How does the introduction of a new member impact on team dynamics?

After carefully read the scenario as a team leader, I must say that there is a communication gap between the team members including lack of co-operation and it results organization not achieving its goal and success. As a team leader of management position, which includes distribution and warehousing department I firstly, collect all information in my report, which causes the problems. After that, I analyze gathered information and make points, which can help to improve organization’s productivity and profit. As a team leader, I will start with the purpose of the team and why we are here. Although an initial purpose might be directive of higher management, working collaboratively to scope and define in detail the te am’s purpose help to ensure that it is fully understood and agreed to all team members whether they are new or experienced senior members. In this case study, this might be a reason why team members are not working with collective efforts because they do not have common goal or purpose. Without a shared sense of purpose each member of the team could be working towards different goals, thereby diluting the effectiveness of the team. So firstly, I would organize one discussion session in which everyone will come their opinions related to the purpose and we will decide common goal which will be agreed by everyone so the team will move to the right direction to achieve success. Once the purpose is clear, I would assign tasks and responsibility for each team members. It is based on how expertise one has to complete the assigned task. In the distribution and warehouse section if someone have good skills and experience in sales department I would prefer him to look after that department. Task assignment will not be based on senior or junior level but it is based on how enthusiastic he is and how he will respond with the responsibilities which given to him. Because role and task ambiguity are responsible for much stress on workplace and inefficiency and poor productivity. This could be one of the reason why organization not performing up to the standards. To assign and complete. Priority tasks also as important as to set a goal. I have noticed in this team those team members are not doing the tasks on the basis of priorities. Prioritizing tasks and to complete on that basis is equally important in any organization. In this distribution department of jewelers firm if goods will not deliver on time to the client organization might not get the order again and this could be resolve only when team member know how to take the tasks on priories level.

The third and main thing I have noticed in this scenario is that communication problem between team members in the organization. I observe that communication between team members appears to be strained at times and communication with the other teams within the organization is not as good as it should be. This could happen due to the changes and many other factors. Changes to the personnel of an established team are often challenging to a team as it goes through a new period of storming. This team is mixed with new and experienced members. So there is likely to be some awkwardness between members as new member begins to assert them and challenge the shape or purpose of the team. This could end up with frustration and personality conflict.

I would take this thing in prior list to resolve the issue because it could be worst if it has not been solved in the earliest manner. As I mentioned earlier I would take some steps, which includes: 

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Clarify roles and responsibilities more fully and explain every individual what are the expectation that organization have. Address the team members concerns about the management thinking in the light of world affairs. I would prefer to organize a session where senior management is asked to come and speak directly with the team itself. As I am a new leader and few team members are senior than me in relation to work so I think this action would create good impact rather I insist them directly at initial stage. After few sessions, team will move from a Norming state into a storming state by setting up team bonding exercises and activities. This could be done with sending Ensure team effectiveness some quality time with each other by organizing cultural and ethos with some techniques which includes: o Holding social gatherings, BBQs, family days Encouraging team members to have input into team discussions and decision making Team building games o Activities designed to share information across the team, like presentation for few minutes by each sub group. Once team members feel comfortable with each other there will not be any conflicts or ego. Even if it occurs they can resolve it easily without any affect to the organization and team is ready to move into the performing stage with more maturity, confidence and can do attitude.

I would advise to complete a performance appraisal form and provide Constructive feedback to them. I will support them to improve their outputs through different strategies such as:  

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A formal training A buddy arrangement with one of the other administrative staff taking a personal interest in their work Be a role model

I will ensure with my team members that they work together as a team by sharing information. I will encourage them to fully participate in all activities and do not bother the results or outcomes. I empowering them to take responsibility for their outputs and those of team collectively as this team’s performance and we are working as team. On necessary occasions, I would organize reward and incentive session to motivate them and e nsure them it’s all about cooperation not competition. I will support them in identifying and resolving work performance problems and acting as a role model of the team. I will make sure to establishing and maintaining open communication between all of team members.

I may work as a broker communicating unresolved issues, concerns and problems raised by team members. I will ensure team members and make a strategy plan that all issues and concerns been solved in priority basis and followed up promptly. As a team leader, I will be responsible for instructing employees whether it is a new or senior most employee, provide training, coaching and mentoring when it is necessary. I also need to impart goals and objectives in a way that make employees meaningful and acceptable. In this case study, team members are not cooperating and communicating each other so I will point out the first 3 stages of life cycles where team needs to go and build strong professional relationship with each other. A team needs active support when it is in the Forming, Norming and Storming stages as in these stages team members of the “distribution and warehouse” agree on shared goals, roles, responsibilities and a team ethic and culture will be established. To improve the productivity, I have to take steps to support each individual and the team as a whole at this stage. During these 3 stages I must have to keep in mind that there will not be any major changes occur otherwise it will affect to the linear progression of te am’s development. This change includes:  

Changes to the team task, therefore changes to team roles. Changes in leader ship, etc.

As per my observation team members are having a problem to work together as a team and they are not openly discuss their issues and concerns so I would like to introduce some processes that allowed them to raise their problems which includes e-discussion forms, open door policy of team leader, structured conflict resolution process, suggestion boxes etc. I also plan to organize team meetings at regular intervals so everyone can come up with different ideas and they feel more comfortable to discuss. Toolbox meeting also a good idea which is in my mind which I will use if I needs to do so. I want to make team environment in a way where honestly, openness, trust and professional relationship and support each other. I like to create myself as a role model and I strongly believe that if role models are consistent the team is more consistent and if role models are aggressive and inconclusive the it will create fear in the team atmosphere and create confusion and team will be in situation of jeopardy. To develop and build a good team from this situation I would encourage environment that is agreed by all the parties to make all team members feel a closer connection towards their colleagues. As there are some seniors and experienced members in the team I would invite a respected team member to be a mediator or mentor to the team. I believe this kind of activities will allow team members to open up themselves and provide opportunity to speak up from the front. Creating a work culture that encourages team member to raise issues either through non material or material incentives. After doing this if things remain same and I cannot see any different in the team issues I would happy to get help from someone work at external site and benefit to the organization because I feel when a person (expert) come on board can provide fresh ideas and suggestions to the team which could be based on his playing around. In order to set and manage performance, I would set the agreed deliverables which would be specific and unambiguous, and the timing and quality of delivery capable of being objectively assessed.

I consider whether goals and objective are Realistic and Achievable between team members e.g. given resources and budget available, deadlines and time constraints, dependencies and risk; if not, and delivery is required by the wider organization. If delivering an objective takes a group or a team effort, I would make a single person accountable for delivery. Because when you have too many person, no one feel accountable, or has the mandate to drive corrective action if delivery is threatened. I will make sure at individual including myself need an objective means of monitoring delivery over the year. I also agree leading key performance indicators that provide early warning as to whether progress towards objective and targets in on track and put a robust wisely advisable to set phase key performance indicator appropriately. For example in quite period annual sales target should be achieved each month – if it falls behind in the early months, corrective action will be required in the later months. Alternatively, in the pick time most sales are achieved to a particular quarter, I will ensure that our indicators reflect this. At last, I would ensure that everyone in the team and the team as a whole is committed to achieving the team goals that we have agreed. At the end of each session we will discuss as an individual to indicate our satisfaction with the team goals, raising potential issues that could affect their delivery and working to solving these as they arise. After this I restate team goals, and commitment to each other. At the end of each session, team members should be able to formally document their individual goals objectives and targets, understanding why they are important, and how they contribute to the goals of the team and the organization as a whole. I believe in this way I would be able to develop a self manage team who can perform better in any environment without any conflicts or any other issues like communication gap. Each team member will start to respect each other as a person, respect their decision and it will be great success for me as a team leader and for the store as well by increasing productivity.

Conclusion:

To sum up, I used different methods to develop the working capacity of my team. For this, I consulted my team members to clarify the t eam’s accountabilities, outcomes and goals. I successfully linked the team’s goals with organizational goal and provided timely and constructive feedback to my team member to encourage them and enhance their skills and competency.