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BSB506 Workplace

Effectiveness 2
Assessment 1

Trainers : Rajan Mehra

Mr. Jakkaphop Kaewwit


1313360
Ms. Somruethai Wonghan
1314380
Submitted by Mr. Jakkaphop Kaewwit
1313360

Activity 1
Answer the following questions:
Q1. What differentiates a group of people from a team?

A group is two or more individuals who share common interests


or characteristics and whose members identify with each other due
to similar traits.
Teams and groups differ in five key ways: task orientation, purpose,
interdependence, formal structure, and familiarity among members.

Q2. How can roles and tasks are clearly allocated to team
members so that problems do not arise?

Understand their roles


Understand the roles of their team mates
Understand how the roles interrelate in the achievement of the
team's goals
Have authority to coordinate activities with team mates

Q3. Describe the stages that a team goes through during its
lifecycle.
Stage One:
The Establishment and Formation of the Group (Forming)
This can be a difficult time for people, as they begin to explore how to
behave within the group. There is a great deal of individual exploration,
with members of the group getting to know each other and discovering
common interests.
Stage Two:
Group Conflict and Fragmentation (Storming)
Conflicts of power may occur and members may challenge the role and
authority of the leader. Individuals test and establish their roles, pushing
boundaries to find acceptable medians - this can be a highly turbulent and
volatile stage.
Stage Three:
The Development of Group Norms (Norming)
This is a period of negotiation - working out the group norms - and can be
a positive and stable time, when members of the group begin to take on
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responsibility for the emotional and social well-being of the group as a


whole. This activity is called group maintenance. From here on, the group
can begin to centre its attention on the aims or tasks of the group.
Stage Four:
The Working Stage (Performing)
By now members will be working well together, with individual strengths
and skills being recognised and utilised to their best advantage for the
group's wider aims.
Stage Five:
The Disbanding Stage (Adjourning/Mourning)
If the group's objectives are met, there may no longer be a reason to
continue. For many groups, this can be a time of sadness and mourning
and often some members will be reluctant to see the group break up.
Q4. Describe some techniques that could be used to help a team establish
a culture and ethos that will enable its member to achieve their
performance expectations.
TECHNIQUE 1: Defining team objectives, success criteria and required
outcomes. It is seems obvious stuff but surprisingly is omitted or
carelessly done by many teams and networks.
TECHNIQUE 2: Establishing Team Capabilities for the job and spotting the
gaps
This technique identifies two things for each team member - Capability
Areas and Capability Types and lets them each self-assess using a matrix
where they are. It can be used by an individual.
TECHNIQUE 3: 360-degree team member review. This allows team
members to comment helpfully on different aspects of the other team
member's performance, behaviour and attitudes.
TECHNIQUE 4: Team Social Network Analysis. Most teams are highly
dependent on external relationships but do not have a way to identify and
nurture these relationships so that they are there when they are needed.
You can't do this kind of thing on a 'just-in-time' basis.
Q5. Read the following case study to:
Define the sales team goals for the next 12 months. Ensure that they are
SMART.

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Yummy in your Tummy Lollies is aiming to: Increase turnover by 30% by:
introducing 20 new products including a range of 6 health lollies that
have added nutrients.

Build market loyalty by specifically targeting tweens as customers by:


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 computerised till aimed at tracking sales
by each salesperson
Im thinking they have SMART goals.
Define the KPIs and standards for each goal.
Increase turnover by 30%
KPI - Sales staff to promote the companies products to clients, this
includes any new product lines.
KPI - assistants who make customers feel welcome, attend to their
questions and needs knowledgably and promptly.
Define the timeframe for each goal.
Select 1 goal and create an action plan which clearly documents how you
will achieve this goal.
Increase turnover by 30% by:
-

introducing 20 new products including a range of 6 health lollies that


have added nutrients
KPI - Sales staff to promote the companies products to clients, this
includes any new product lines.
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KPI - assistants who make customers feel welcome, attend to their


questions and needs knowledgably and promptly
Timeframe- 12 months
Build market loyalty by specifically targeting tweens as customers by:
-

designing new packaging specifically designed to have greater appeal


to the 7-12 age group
KPI- Sales staff are to target identified groups for increased sales.
-

introducing a club membership for tweens that gives them free gifts
for purchases over specific amounts
KPI- Sales staff are to include during sales transactions or whilst
communicating with clients (tweens) within the store joining our club
memberships rewards scheme.
Timeframe- 3 month milestones over a 12 month period
Increase efficiencies by:
-

increasing average customer sales from $4 per person per visit to $6


per person per visit
KPI- Sales staffs are to recommend buying other products during all sales
transactions
KPI- Maintain the shops displays at all times.
-

purchasing and installing a new computerised till aimed at tracking


sales by each salesperson
KPI- All sales staff will participate in the sales tracking system being
introduced.
Timeframe- Immediately with monthly milestone follow-ups
Action Plan for Sales team.
1. Team members to find 1 newly completed shopping centre in their
region. Resources needed: Sales Team Members. Car, Phone, Laptop with
Internet access. Map detailing Local Government Council Offices.
2. Get Yummy in your Tummy Online sales activated and operational.
Resources needed: Company Website, with links to Products and Payment
options. Company Mainframe Server. Internet. Website Administrator.
3. Improve quality of products. Resources needed: Chemists/Cooks and
Production workers. Taste Testers. Improved recipes. Approved Budget for
improvements.

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4. Begin New Advertising Campaign: Resources needed: Approved


advertising budget, Approved Advertising Methods, Marketing Manager.

Activity 2
Develop and facilitate team cohesion
Case Study
Consider the following scenario and answer the following questions in the
space provided
You are the team leader for a busy, customer focused technology support
centre. Nicole 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 communicate solutions to customers.
Until recently you considered Nicole 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 another 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 a negative impact
on Nicoles immediate team mates. One has refused to work with her and
another has complained that they are unable to complete their work as
Nicole is not feeding the paperwork through quickly enough.
Questions
Q1. How will you handle this situation now?
Answer
Talk with Nicoles about problem that she has in the workplace and
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listening story from the other staff and customers. Then getting together
to resolve conflict.
Q2. What would you do to make sure that no one faces the same
problem again in the future?
Answer
-

Meeting every in two weeks.


Training staff to meet the companys policy.
Survey of the customers and the improvement.
Evaluate the employees every month.

Activity 3
Facilitate teamwork
Case study
Assume your organisation wants to create a new office layout that
will give each member of staff their own workstation. Ten members of staff
will be affected by the changes.
A task team has been called together to prepare a floor plan and to
determine which new furniture and equipment should be purchased. The
teams leader, Bryce, is the assistant accountant. The members are the
accounts clerk, Marion; the marketing manager, jenny; and human
resources officer, Tom.
Jenny does not want to be part of the team because she has a large
project to complete within the next two weeks.
Bryce is anxious to have the task completed and purchases made before
the end of the month.
Marion realises she will have to collect quotes and prepare the orders.
Tom wants the workstations to improve staff working conditions.

Questions
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Q1. Briefly describe what aspects of the forming and norming


stages will affect the teams success.
Answer
We have to prepare the team for a new market to conform to the
new work, whether it is the work of the conference room table can make
all the individual members can work to maximum efficiency.

Q2. Describe the role of the team leader and the team members
in this situation.
Answer
Head to coordinate all aspects of the design that will not happen in this
situation. The need to explain to the team members understands the point
that the organization needs.
Team members need to understand the system that will have to happen
because if no new organization, we will not do a good job. Whether he will
move to the point where it's absolutely necessary that we have to act in
his own best.

Q3. Identify any differences between the team members that may
cause conflict and also explain how would you resolve those
conflicts?
Answer
- May be a conflict in the form of work in areas such as clients, each
different enough to make the move to find new customers discrepancy
manager might move into the area to work for each salesperson. In a way
that is convenient for staff. May not understand each step of the sales
staff. Because everyone I have a client who is already a regular customer.
How To Fix The manager should explain everything step to recognize
salespeople and employees have the right to decide in the event. If
salespeople want to sell the same space at the same place and if he can
maintain sales made on this issue, it will go away.

Activity 4
Liaise with stakeholders
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Case study
Consider the following scenario and answer the following questions in the
space provided
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 projects that started
18 months ago with the team spending 6 months on location taking
drilling samples an d analysing them.
Out of the 6 geologists and 3 administration staff that currently form the
team, one geologist is new as is one administration person. All the others
have been on the project since its beginning. Up until now the team has
got on well together, seemingly communicating well together and
resolving any differences with minimal efforts. However, you have noticed
lately that there has been some trouble. The difficulties in communication
seem to have started since the new geologist joined the team,
management gave indications that world affair might have a serious
impact on whether the project could be funded or not and you changed
some allocation of team tasks.
Specifically the communication issues have been:
1. 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.
2. Two members have made comments to you that they think that the
new geologist thinks that he knows it all and very irritating to work with.
3. You have overheard comments from a couple of team members to the
effort 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.
4. The new administration person is not completing his tasks on time and
seems to be overwhelmed by what he has to do. You have seen him ask
the other administration staff to help once or twice but despites his
efforts; he is still very slow at his work and seems reluctant to ask again.
When you ask him if he needs help. He says that he is fine.
Some of your team are feeling unhappy about the direction they think the
company will be taking as a result of a world-wide slump in commodity
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prices. As a result, they are not putting 100% into their report and their
productivity has suffered. You have a 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 months staff meeting and a decision by executive management to
delay issuing the next financial years forecasts.
Despite your best effort to ease your team members fears, they will not
be easily convinced and you are very concerned that the team could fall
apart. You decide to raise the issues with the CEO.

Questions
Q1. What factors are affecting the communication within this
team?
Answer
Specifically the communication issues have been:
1. The monthly progress report had a section missing.
2. Two members have made comments that they think the new geologist
thinks that he knows it all and very irritating to work with.
3. A couple of team members made comment to the effort 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.
4. The new administration person is not completing his tasks on time and
seems to be overwhelmed by what he has to do.
Q2. What can you, as a team leader, do to correct the situation
and restore it to one of open, effective communication amongst
all parties?
Answer
As a team leader I will do:
First thing admits mistakes and need to say sorry for this situation and try
to make two members understanding.
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Assigned to former employees made up.


To do effective communication amongst all parties :
Step 1: Prepare for Resolution
Acknowledge the conflict
Discuss the impact
Agree to a cooperative process
Agree to communicate
Step 2: Understand the Situation
Clarify positions
List facts, assumptions and beliefs underlying each position
Analyse in smaller groups
Step 3: Reach Agreement
After meeting situation we will talk about how to conversation and
contract.
1. Limit Distractions and Listen.
2. Be Responsive.
3. Ask the Right Questions.
4. Make the Most of Meetings.
5. Combine Communication Methods.
6. Focus each person roles.
7. Use the feedback from receives.
Q3. Describe What would you say and how you communicate and
consult the subject to the executive management in order to
raise the concerns sensitively but also that result in a satisfactory
outcomes for all parties.
Answer
Prepare meetings and assigned to prepare a debate on the role of the
individual.
Introduction Scope of the individual.
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Offer to mentor to oversee the new team. The team will have to work his
old job and new responsibilities in each role.
Build a team schedule. The plans submitted the basic requirements are
common.
Schedule a meeting Monday to follow up and deliver.
Understand all of the 6 geologists and 3 administration staff that currently
form the team.
I will talk about issues and roll play situation.
Listening to and raising concerns
Everyone need to understand your role
Seeking information and sharing views
Discussing issues in a timely manner
Considering what is being said before decisions are made
Attending scheduled meetings.

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Assessment 1 Marking Guide


The assessor completes this table during the marking of the students
report to record score and feedback.

Marking Summary
Course Name
Diploma of Leadership & Management
Code
BSB506C
Subject
Workplace Effectiveness 2
Evidence
Portfolio of Class activities
Technique No.: 1
Assessment
Weighting
40%
Trainer Name
Competency
BSBWOR502 Lead & Manage Team Effectiveness
Titles:
Student Name

Student No:

Final Mark

Allocated

Activity 1

Activity 2

Activity 3

Activity 4
Active participation Timely
submission Quality of work
Attendance

4
Total Marks

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40

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Achieved Comments

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