ESTABLISHING A COMMON UNDERSTANDING OF TEAM

Learner Guide

 

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BSBWOR502 Lead and Manage Team

Effectiveness

 

 

 

 

 

This learner guide is copyright protected and belongs to:

 

 

 

T A B L E O F C O N T E N T S

TABLE OF CONTENTS………………………………………………………………………………………………………………. 2

COURSE INTRODUCTION ………………………………………………………………………………………………………… 5

ABOUT THIS GUIDE …………………………………………………………………………………………………………………………………………………. 5 ABOUT THIS RESOURCE ………………………………………………………………………………………………………………………………….. 5 ABOUT ASSESSMENT ………………………………………………………………………………………………………………………………………… 6

ELEMENTS AND PERFORMANCE CRITERIA ………………………………………………………………………….. 8

REQUIRED SKILLS AND KNOWLEDGE …………………………………………………………………………………… 10

KNOWLEDGE EVIDENCE ……………………………………………………………………………………………………………………………………… 10 REQUIRED SKILLS ………………………………………………………………………………………………………………………………………………….. 10

ASSESSMENT CONDITIONS …………………………………………………………………………………………………….. 12

PRE-REQUISITES ……………………………………………………………………………………………………………………… 12

TOPIC 1 – ESTABLISH TEAM PERFORMANCE PLAN ………………………………………………………………. 13

CONSULT TEAM MEMBERS TO ESTABLISH A COMMON UNDERSTANDING OF TEAM

PURPOSE, ROLES, RESPONSIBILITIES AND ACCOUNTABILITIES IN ACCORDANCE WITH

ORGANISATIONAL GOALS, PLANS AND OBJECTIVES ……………………………………………………………. 13

FUNCTIONAL WORK TEAMS …………………………………………………………………………………………………………………………………… 14 WHAT IS CONSULTATION? …………………………………………………………………………………………………………………………………….. 14 SETTING CLEAR GOALS TO IMPROVE TEAMWORK ………………………………………………………………………………………………. 15 TEAM DYNAMICS AND PERFORMANCE ……………………………………………………………………………………………………. 16 GAINING CONSENSUS……………………………………………………………………………………………………………………………………………. 17

DEVELOP PERFORMANCE PLANS TO ESTABLISH EXPECTED OUTCOMES, OUTPUTS, KEY

PERFORMANCE INDICATORS AND GOALS FOR WORK TEAM ………………………………………………. 19

PERFORMANCE AGREEMENT ……………………………………………………………………………………………………………………………….. 20 DEVELOPMENT AGREEMENT ……………………………………………………………………………………………………………………………….. 21

SUPPORT TEAM MEMBERS IN MEETING EXPECTED PERFORMANCE OUTCOMES ………….. 22

SUPPORTING TEAM MEMBERS ……………………………………………………………………………………………………………………………….. 22

TOPIC 2 – DEVELOP AND FACILITATE TEAM COHESION …………………………………………………….. 23

DEVELOP STRATEGIES TO ENSURE TEAM MEMBERS HAVE INPUT INTO PLANNING,

DECISION MAKING AND OPERATIONAL ASPECTS OF WORK TEAM ……………………………………. 23

DEVELOP POLICIES AND PROCEDURES TO ENSURE TEAM MEMBERS TAKE

RESPONSIBILITY FOR OWN WORK AND ASSIST OTHERS TO UNDERTAKE REQUIRED

ROLES AND RESPONSIBILITIES …………………………………………………………………………………………….. 24

PROVIDE FEEDBACK TO TEAM MEMBERS TO ENCOURAGE, VALUE AND REWARD

INDIVIDUAL AND TEAM EFFORTS AND CONTRIBUTIONS …………………………………………………. 26

PROVIDING REGULAR INFORMAL FEEDBACK ……………………………………………………………………………………………………….. 26 PROVIDING EFFECTIVE FEEDBACK ……………………………………………………………………………………………………………………… 27 FOCUS ON SPECIFIC BEHAVIOURS …………………………………………………………………………………………………………………………. 27

Consider the timing of feedback ……………………………………………………………………………………………………………………………….. 27 Focus on behaviour that the receiver can do something about …………………………………………………………………………………………. 27

 

 

Consider the needs of the person receiving the feedback …………………………………………………………………………………………………. 28 Solicit feedback rather than impose it ……………………………………………………………………………………………………………………….. 28

REINFORCING EXCELLENCE IN PERFORMANCE……………………………………………………………………………………………………. 28

DEVELOP PROCESSES TO ENSURE THAT ISSUES, CONCERNS AND PROBLEMS IDENTIFIED

BY TEAM MEMBERS ARE RECOGNISED AND ADDRESSED …………………………………………………… 31

TOPIC 3 – FACILITATE TEAMWORK ……………………………………………………………………………………….. 32

ENCOURAGE TEAM MEMBERS AND INDIVIDUALS TO PARTICIPATE IN AND TO TAKE

RESPONSIBILITY FOR TEAM ACTIVITIES, INCLUDING COMMUNICATION PROCESSES …… 32

DELEGATION ………………………………………………………………………………………………………………………………………………………… 32 DELEGATING TO STAFF TASKS THAT ARE PART OF THEIR DUTIES ……………………………………………………………………….. 32 HOW TO DELEGATE ……………………………………………………………………………………………………………………………………………… 33 IMPLEMENT STAFF COMMUNICATION AND MOTIVATION PROGRAMS ………………………………………………………………….. 34 INTERNAL COMMUNICATION ………………………………………………………………………………………………………………………………… 34 INTERNAL DOCUMENTATION ……………………………………………………………………………………………………………………………….. 35

Logbook/communication book ………………………………………………………………………………………………………………………………… 35 MOTIVATION ………………………………………………………………………………………………………………………………………………………… 35 PRACTICAL SUGGESTIONS FOR MOTIVATING EMPLOYEES ……………………………………………………………………………………. 35 EMPOWERMENT ……………………………………………………………………………………………………………………………………………………. 36 OPPORTUNITIES FOR INDIVIDUAL DEVELOPMENT ………………………………………………………………………………………………. 37

SUPPORT THE TEAM IN IDENTIFYING AND RESOLVING WORK PERFORMANCE PROBLEMS

…………………………………………………………………………………………………………………………………………………. 38

CONDUCT PERFORMANCE MANAGEMENT IN ACCORDANCE WITH ORGANISATIONAL PROTOCOLS AND TIMELINES

………………………………………………………………………………………………………………………………………………………………………………. 38 MONITORING PERFORMANCE ON A CONTINUOUS BASIS ……………………………………………………………………………………… 38 IDENTIFYING AND ADDRESSING POOR PERFORMANCE ……………………………………………………………………………………….. 39

Poor task allocation ………………………………………………………………………………………………………………………………………………. 39 Poor communication of the task requirements …………………………………………………………………………………………………………….. 39 Insufficient support ………………………………………………………………………………………………………………………………………………… 40 Motivational problems ……………………………………………………………………………………………………………………………………………. 41

ADDRESSING POOR PERFORMANCE ……………………………………………………………………………………………………………………… 41

ENSURE OWN CONTRIBUTION TO WORK TEAM SERVES AS A ROLE MODEL FOR OTHERS

AND ENHANCES THE ORGANISATION’S IMAGE FOR ALL STAKEHOLDERS ………………………. 43

WHAT TO ASSESS? ………………………………………………………………………………………………………………………………………………….. 43 DEVELOPING AND REVIEWING PERSONAL DEVELOPMENT OBJECTIVES …………………………………………………………….. 44 ACCEPTING RESPONSIBILITY FOR SELF-DEVELOPMENT ………………………………………………………………………………………. 45 REVIEWING PERSONAL PROGRESS AND PERFORMANCE……………………………………………………………………………………….. 46 ROLE-MODELLING BEHAVIOUR ……………………………………………………………………………………………………………………………. 47

TOPIC 4 – LIAISE WITH STAKEHOLDERS ……………………………………………………………………………….. 49

ESTABLISH AND MAINTAIN OPEN COMMUNICATION PROCESSES WITH ALL

STAKEHOLDERS ……………………………………………………………………………………………………………………… 49

COMMUNICATE INFORMATION FROM LINE MANAGER/MANAGEMENT TO THE TEAM …. 51

COMMUNICATE UNRESOLVED ISSUES, CONCERNS AND PROBLEMS RAISED BY TEAM

MEMBERS AND FOLLOW-UP WITH LINE MANAGER/MANAGEMENT AND OTHER

RELEVANT STAKEHOLDERS ………………………………………………………………………………………………….. 52

APPROACHES TO COMMUNICATING WITH OTHERS ………………………………………………………………………………………………. 52

EVALUATE AND TAKE NECESSARY CORRECTIVE ACTION REGARDING UNRESOLVED

ISSUES, CONCERNS AND PROBLEMS RAISED BY INTERNAL OR EXTERNAL

STAKEHOLDERS ……………………………………………………………………………………………………………………… 54

ORAL WARNING ……………………………………………………………………………………………………………………………………………………. 54 WRITTEN WARNING ……………………………………………………………………………………………………………………………………………… 54

SUMMARY ………………………………………………………………………………………………………………………………… 56

 

 

REFERENCES ………………………………………………………………………………………………………………………….. 57

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

C O U R S E I N T R O D U C T I O N

ABOUT THIS GUIDE

This resource covers the unit BSBWOR502 – Lead and manage team effectiveness.

 

This unit describes the skills and knowledge required to lead teams in the workplace and to

actively engage with the management of the organisation.

 

It applies to individuals working at a managerial level who facilitate work teams and build a

positive culture within their work teams. At this level, work will normally be carried out using

complex and diverse methods and procedures requiring the exercise of considerable discretion

and judgement, using a range of problem solving and decision making strategies.

 

No licensing, legislative, regulatory or certification requirements apply to this unit at the time of

publication.

 

ABOUT THIS RESOURCE

This resource brings together information to develop your knowledge about this unit. The

information is designed to reflect the requirements of the unit and uses headings to makes it

easier to follow.

 

Read through this resource to develop your knowledge in preparation for your assessment. You

will be required to complete the assessment tools that are included in your program. At the back

of the resource are a list of references you may find useful to review.

 

As a student it is important to extend your learning and to search out text books, internet sites,

talk to people at work and read newspaper articles and journals which can provide additional

learning material.

 

Your trainer may include additional information and provide activities. Slide presentations and

assessments in class to support your learning.

 

 

 

 

ABOUT ASSESSMENT

Throughout your training we are committed to your learning by providing a training and

assessment framework that ensures the knowledge gained through training is translated into

practical on the job improvements.

 

You are going to be assessed for:

 Your skills and knowledge using written and observation activities that apply to your

workplace.

 Your ability to apply your learning.

 Your ability to recognise common principles and actively use these on the job.

 

You will receive an overall result of Competent or Not Yet Competent for the assessment of this

unit. The assessment is a competency based assessment, which has no pass or fail. You are either

competent or not yet competent. Not Yet Competent means that you still are in the process of

understanding and acquiring the skills and knowledge required to be marked competent. The

assessment process is made up of a number of assessment methods. You are required to achieve

a satisfactory result in each of these to be deemed competent overall.

 

All of your assessment and training is provided as a positive learning tool. Your assessor will

guide your learning and provide feedback on your responses to the assessment. For valid and

reliable assessment of this unit, a range of assessment methods will be used to assess practical

skills and knowledge.

 

Your assessment may be conducted through a combination of the following methods:

 Written Activity

 Case Study

 Observation

 Questions

 Third Party Report

 

The assessment tool for this unit should be completed within the specified time period following

the delivery of the unit. If you feel you are not yet ready for assessment, discuss this with your

trainer and assessor.

 

 

 

To be successful in this unit you will need to relate your learning to your workplace. You may be

required to demonstrate your skills and be observed by your assessor in your workplace

environment. Some units provide for a simulated work environment and your trainer and

assessor will outline the requirements in these instances.

 

 

 

 

E L E M E N T S A N D P E R F O R M A N C E C R I T E R I A

1. Establish team

performance plan

1.1 Consult team members to establish a common understanding of

team purpose, roles, responsibilities and accountabilities in

accordance with organisational goals, plans and objectives

1.2 Develop performance plans to establish expected outcomes,

outputs, key performance indicators (KPIs) and goals for work team

1.3 Support team members in meeting expected performance

outcomes

2. Develop and facilitate

team cohesion

2.1 Develop strategies to ensure team members have input into

planning, decision making and operational aspects of work team

2.2 Develop policies and procedures to ensure team members take

responsibility for own work and assist others to undertake required

roles and responsibilities

2.3 Provide feedback to team members to encourage, value and

reward individual and team efforts and contributions

2.4 Develop processes to ensure that issues, concerns and problems

identified by team members are recognised and addressed

3. Facilitate teamwork 3.1 Encourage team members and individuals to participate in and to

take responsibility for team activities, including communication

processes

3.2 Support the team in identifying and resolving work performance

problems

3.3 Ensure own contribution to work team serves as a role model for

others and enhances the organisation’s image for all stakeholders

4. Liaise with stakeholders 4.1 Establish and maintain open communication processes with all

stakeholders

4.2 Communicate information from line manager/management to

the team

4.3 Communicate unresolved issues, concerns and problems raised

by team members and follow-up with line manager/management and

other relevant stakeholders

4.4 Evaluate and take necessary corrective action regarding

unresolved issues, concerns and problems raised by internal or

external stakeholders

 

 

 

 

 

R E Q U I R E D S K I L L S A N D K N O W L E D G E

This describes the essential knowledge and skills and their level required for this unit.

 

KNOWLEDGE EVIDENCE

To complete the unit requirements safely and effectively, the individual must:

 Explain how group dynamics can support or hinder team performance

 Outline strategies that can support team cohesion, participation and performance

 Explain strategies for gaining consensus

 Explain issue resolution strategies

 

REQUIRED SKILLS

Evidence of the ability to:

 Use leadership techniques and strategies to facilitate team cohesion and work

outcomes including:

o Encouraging and fostering shared understanding of purpose, roles and

responsibilities

o Identifying and resolving problems

o Providing feedback to encourage, value and reward others

o Modelling desired behaviour and practices

 Develop policies and procedures to ensure team members take responsibility for own

work and assist others to undertake required roles and responsibilities

 Establish processes to address issues and resolve performance issues

 Support team to meet expected performance outcomes including providing formal

and informal learning opportunities as needed

 Develop performance plans with key performance indicators (kpis), outputs and

goals for individuals or the team which incorporate input from stakeholders

 Communicate effectively with a range of stakeholders about team performance plans

and team performance

 

 

 Facilitate two-way flow of information between team and management relevant to

team performance

 Evaluate and take necessary corrective action regarding unresolved issues, concerns

and problems raised by internal or external stakeholders.

 

 

 

 

A S S E S S M E N T C O N D I T I O N S

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