Leeds Professional College

Pgd In Strategic Business Management And Leadership

Assessed Coursework

Student Name: Zaheer Azam

College Number: LPC/SBM/CMI/10119-ENR

Teacher Name: Baseer Khan

Section: D

Date: 04-05-2010

TITLE OF DEGREE: Pgd In Strategic Business Management And Leadership

MODULE TITLE: Strategic Performance Management

STATEMENT OF AUTHORITY

I have read the University Regulations relating to plagiarism and certify that the

above piece of coursework is all my own work and does not contain any

unacknowledged work from my other sources.

Signature:

Date:

04-05-2010
Strategic Performance

Table of contents

Task 1………………………………………………………………………………….3
Dilemma One:………………………………………………………………………....3
Dilemma Two:…………………………………………………………………………4
Dilemma Three:………………………………………………………………………..4
Figure 1: Team Working Agreement………………………………………………….5
Task 2………………………………………………………………………… ………7
Task 3………………………………………………………………………………….9
Figure 2: Performance and Development Reviews…………………………………....9
Figure 3: 360 Degree Feedback………………………………………………………10
Figure 4: A Balanced Scorecard……………………………………………………,,,11
Figure 5: European Foundation for Quality Management…………………………...12
Figure 6: Performance-related pay model……………………………………………13
Task 4 ………………………………………………………………………………..14
Figure 7: Traits and Skills of a leader………………………………………………..14
Figure 8: Comparison of Transactional and Transformational Leadership………….16
Figure 9: Practical application of situational theory of leadership…………………...17
Figure 10. Strengths and Weakness………………………………………………….18
Figure 11: Team Development Plan………………………………………………….19
References……………………………………………………………………………20

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Strategic Performance

Task 1
(1) Let us take team A to be successful and team B to be unsuccessful. Team A is
successful as it was led by people who had the skills of demonstrating effective
team leadership. The leaders consulted the team members in developing goals,
making decisions and giving future direction to the organisation. This
encouraged and improved communication between all team members. The
leaders were continuously analysing the future challenges that the organisation
would be facing and working towards resolving them. The leaders consulted the
team in problem-solving and making strategic decisions. Hence the team had the
ability to intelligently solve problems and take well-timed decisions. The team
managed conflict by discussing the issues and finding workable solutions to
problems. The team had productive team meetings in which everyone knew
their roles.

Team B was unsuccessful as there was little or no trust amongst team members.
They did not share the vision of the organisation and this resulted in poor co-
ordination, co-operation between team members. Team meetings were
unproductive as there was lack of communication amongst members with
regards to the sharing of knowledge and resources. Team members were
uncertain about their assigned tasks hence leading to confusion and conflict on
the performance of set tasks. There was a lack of clarity and focus on the
business objectives by the team members as the leader did not give direction and
prioritize workloads appropriately. The team exhibited poor time management
in the completion of assigned tasks (Baseer 2009).

I felt motivated, positive and enthusiastic in being a part of team A as my efforts

were recognised and I was given clear guidelines for improvement. I felt de-
motivated, depressed and dejected in being a part of team B as there was no
clear direction, no positive feedback and a general feeling of discontent between
all team members.

(1) 2. An ideal or perfect team can never exist in reality as everyone’s idea of an
ideal team will be different. For me, an ideal team will be one that has clearly
structured and achievable goals which all team members understand and are
willing and committed to accomplish. For all team members, collectively
achieving team goals is more important than achieving individual goals. Each
team member knows his responsibilities. All team members are interactive,
innovative, competent, cooperate and are enthusiastic in working together to
achieve established team goals. The team has the ability to make effective decisions
based on the set objectives and available information. All members positively and
activity contribute in meetings. Each member’s opinions is listened to and given
constructive feedback. Each member takes own initiative, is supportive, openly
communicates and is organised. Timescales for completing individual tasks are
realistically set and agreed by the members. Team members are treated with respect
and acknowledged for their contribution in the achievement of set targets.

(1) 3. In my academic and professional life to date, I have worked as part of teams
of different sizes and in different countries. This has inculcated in me the skills
of being resourceful and flexible. It has taught me the benefits of sharing
knowledge and collectively solving problems to achieve targets. It has enabled

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Strategic Performance

me to understand the unique needs and requirements of working with people

from across organisations, from the top to the bottom and from different ethnic
and cultural backgrounds. It has helped me in building strong trusting
relationships with customers and colleagues. As a team player, I have learnt how
to manage my time, handle pressure and meet deadlines by planning,
prioritisation and rationalisation of work. I believe in working to the strengths of
my team and this has helped me develop as a person both personally and
professionally.

Dilemma One:

(1) 4. a. I will ask Stephanie the reasons why she has not completed her assigned
tasks.

b. I will ask Stephanie if she needs any guidance and help in completing her
tasks. If she does, then I will assist her. The group will together set a deadline
for Stephanie to complete her task. I will also enquire if she needs assistance
with her workload in completing her future deadlines.

c. The group’s progress is dependent on the nature of the work assigned to

Stephanie. If Stephanie’s tasks are interlinked with another group members
tasks, then Stephanie’s workload will need to be shared amongst team members
so that the project’s progress stays on schedule. If Stephanie’s tasks are more or
less independent of the other member’s work, then Stephanie can continue with
her work and can ask for assistance whenever she needs it.

d. The team responds by being firm with Michael about the seriousness of
his act of not bringing the required materials. Michael has acted irresponsibly.

e. Depending on how far Michael lives from the office, he can be sent back
to bring the materials and the team meeting be postponed to later on during the
day. The time lost by Michael having to go back to collect the materials can be
overcome by asking other team members to help in the completion of set tasks.
If Michael lives very far off, then the team meeting can be postponed to the next
day. In either situation, the other team members can carry on with their work.

f. The team leader can ring Stephanie to find out how much work she has
completed. It can be that Stephanie has completed her work. In such a case, the
project is on schedule. In case Stephanie is behind schedule, her workload can
be shared with other members to meet the project deadline. This may require
some members to work late.

g. Working in a team necessitates an effective plan of action that takes

into consideration delays due to staff sickness, shortages, etc. The plan needs to
clear specify who, what, how, where and when the tasks will be performed. It
should set realistic deadlines for all members. If possible, team members need to
know how to do the work allocated to other members as in case the team
member is absent, his work can be picked up by a co-worker. Effective planning
is the key to success in a project.

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Strategic Performance

Dilemma Two:

(1) 5. a. You can ensure that everyone is doing the work allocated to them by
being assertive and letting team members know their assigned tasks and
saying ‘no’ when someone asks you to do their work.

b. You need to be absolutely clear about what your assigned tasks are, who
is asking you to do their work and what is it that they are asking you to do for
them. In a team, everyone does their assigned work and helps others only
when needed. It does not mean doing everyone’s work for them.

c. Under no circumstances can you leave the team or work with a subset
of the original team. Working in a team means being co-operative, supportive
to the needs of your team members in the achievement of desired team goals.
In a team everyone works together collectively. In case you can not or are
unable to, then you need to develop skills of working in a team which will
include working with different people with different working styles, being
assertive, managing your time and workloads to name a few.

Dilemma Three:

(1) 6. a. I will listen to John’s suggestions. He might suggest a better way in

which I can do my work. I will closely monitor the impact of his behaviour on
my performance and overall performance of the team.

b. In circumstances where John’s behaviour affects my performance and the

team’s overall performance, slows down my progress, affects my self-
confidence and self-esteem, I will seek help.

c. In the first instance, if John’s behaviour affects the team’s and my

performance, I will share my concerns with the team leader and ask for his
guidance in dealing with John. I will follow the suggestions given to me by the
team leader. If the situation continues to worsen, I will discuss the issue with
my colleagues and work at finding a solution. I will only leave the team when
I feel that the team leader and the team have failed to deal effectively with
John, that his behaviour is having a negative impact on my performance and
that the overall performance of the team has significantly declined due to his
behaviour. Working in a team involves working collectively and co-
operatively with all team members and hence I will never choose to work
alone or with a subset of the original team.

(1) 7. The team goals statement is ‘Through initiative, co-operation and

collaboration, we aim at being simply the best’.

(1) 8. The team working agreement is illustrated in figure 1.

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Figure 1: Team Working Agreement

Introduction
The aim of this team working agreement is to set out clearly the expectations of all the team
members of the Administration division of the supporting people team at Bradford Council.

The members of the team are

Melvina Black (Admin Manager)

Nusrat Admin Officer)
Pink (Admin Officer)
Purple (Assistant
Khan (Admin Assistant)

The contents of the agreement are outlined henceforth.

Communication
All team members can communicate with each other by telephone, email and team
meetings. All members must check their emails twice daily and respond appropriately.
Team meetings will be held every wednesday from 10:00 – 12:00. If a member is unable to
attend a team meeting, they must inform the admin manager or a member of the time at
least 24 hours before the meeting.

Decision Making
The admin manager will consult all group members in the decision-making process. The
group’s opinions and ideas will be given due weightage in the making of the final decision.
The admin manager will make the final decision based on the views of all members.

Responsibility
All team members are expected to complete the tasks assigned to them by the due date. If
any for reason, a member can not complete the tasks within the time specified, he/she must
inform the admin manager and/or team members at the earliest possible. If assigned tasks
are unclear, team members must voice out their concerns so that they can be clarified and
simplified.

All team members are required to work in collaboration within the admin team and under
no circumstances will they be allowed to work alone or with a subset of the whole
supporting people team.

Acceptable Behaviours
Team meetings will be based on the ground rules listed below.
Come to meetings prepared and on time.
Be considerate of others.
Stick to the topic at hand (and be brief).
Give everyone the opportunity to speak.
Make decisions through consensus.
continued

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 Strategic Performance

Leadership
The team’s leadership is consultative based on influencing and developing people and
empowering them to do what is necessary. Team meetings will be chaired by a team
member, designated well-before each meeting who will draft an agenda and direct the
meeting. Each team member will be given the chance of chairing and this will facilitate
development of leadership skills within the team.

Group Progress
Group progress will be monitored by developing a timeline that will clearly specify the
expected completion dates of work and other group activities. This timeline will serve as a
useful tool in assessing each member’s group participation and in determining the progress
the group is making in the achievement of its desired aims.

Consequences
All team members must be committed and take responsibility for their own actions.

Failure to accomplish the set tasks in the predetermined timeframes can lead to in the first
instance a verbal warning, in the second instance a written warning and in the third instance
disbarment from the group and start of disciplinary proceedings.

Any disagreements within the team can be discussed within the team in the first instance. If
they remain unresolved they are to be taken to the admin manager and in her absence to the
team leader of the supporting people team.

If you are on annual leave, you will be required to give a detailed briefing of your workload
to the team. If you are sick, please ring in and give instructions of your work-in-progress to
a team member. In case of emergencies, please contact the admin manager and in her
absence the team leader of the supporting people team.

Policies
For more detailed guidelines, please refer to Bradford City Council’s sickness absence
policy, attendance policy, disciplinary policy, performance review policy and acceptable
behaviour policy.

Summary
This team working agreement has been developed to ensure that administration of the
supporting people project is carried out smoothly and efficiently. This agreement will be
reviewed after every six months and updated to incorporate any necessary changes.

Team working agreement

I understand and accept the tasks, responsibilities and expectations above and commit
myself to fulfilling the role of __[team member’s job title]__ to the best of my ability.

Name of employee . . . . . . . . . . . . . . . . .
Signed . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Date . . . . . . . . . . . . . . . . . . . . . . . . . . .
On behalf of Bradford Council
Name . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Signed . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Date . . . . . . . . . . . . . . . . . . . . . . . .
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Task 2

In today’s era of globalisation and challenging work environments, the importance of

team working has been emphasized by academics and practitioners. To achieve,
maintain and sustain competitive advantage, organizations are placing importance on
developing effective teams as they increase productivity, enhance product and service
quality, provide excellent customer service and enhance innovation and creativity.
Teams are able to identify and respond to internal and external opportunities and
threats. They are able to adapt to the continuously changing business trends and
environments. Effective team working builds teams that are motivated, multi-skilled
and flexible to the needs of the organization. Team working leads to job satisfaction
and a culture of continuous learning (CIPD 2009).

Ray and Bronstein (1995), Tjosvold, (1991), Higgs et al (2005) believe that effective
team working has been seen to produce superior performance to individuals and that
teams outperform individuals.

Research conducted by McGreevy (2006) has shown that teams pool in all their
available resources to make the best decision for their team. Hence it assists in
making effective decisions. Team working has been seen to help organisations avail
economies of scale provided by advances in technology. Team working is viewed
positively as it signifies working collaboratively by using the strengths of employees
to achieve organisational objectives.

To stay and gain competitiveness, organizations need to make the best possible use of
their people, resources and equipment to survive and succeed in today’s competitive
market.

Let us now look at the issues of implementing teams in MNC’s. Developing and
implementing teams is a complex and time-consuming process. Gottsacker, training
administrator at Toyota Motor Sales, and Zasloff together created the self-directed
team program that Toyota implemented successfully in its Torrance, CA plant. They
believe that the main point is to be clear about the final destination. Gottsacker put
forward a hierarchical pyramid model with values, vision, and mission on the bottom
and goals, objectives, and plans on the top. The bottom items lay the foundation to
create an effective team environment. Teams are made up of high performers and
underperformers and those that need direction. At Toyota, people who are unready to
follow directions are given line support positions which are also necessary in a self-
directed team environment (Supervisory Management 1995).

Implementing multi-national teams is a challenging task. Team building is difficult as

it is difficult to achieve the cohesion necessary for top team performance. It takes a
long time to create and implement sensational teams. Teams need to be carefully
selected and be of five to nine members. Multi-national teams often face cultural
issues and hence managers need to have skills to manage cultural dynamics within the
team. Teams require leadership from management to succeed. Multi-national teams
require a sophisticated set of skills, constant monitoring and ongoing education, a
favorable environment satisfying experiences and substantive accomplishment to
prosper (McNerney 1994).

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Strategic Performance

Developing self-directed teams is a process that involves support and commitment

from top management to stay in the right path. Teams need the autonomy to hire, fire
and conduct performance reviews. Effective teams need to be given full control of the
process. Effective teams need to continuously reinforce their target goals and push
ahead to achieve them irrespective of the obstacles that may come in their path
(Supervisory Management 1995).

From the above discussion, it can be said that implementing teams in MNC’s, requires
planning with a clear vision of the end result, commitment and leadership from
management, open and collaborative team decision - making and training to support
and improve organizational functions.

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Strategic Performance

Task 3

According to Martin and Jackson (2003), performance management is the vehicle that
is necessary for the continuous improvement of business performance through a co-
ordinated programme of people management interventions. These interventions are
strategic planning, the definition of organisational goals, priorities and values,
appraisal and learning and development activities.

Measuring a team’s performance is important as it helps in creating an alignment

between the organisational objectives and the way in which they need to be
accomplished in set timescales. It helps in monitoring the progress of the team to
achieve organisational objectives. It enhances motivation, engagement and
commitment of employees and provides an opportunity for them to give feedback. It
enables managers to direct, motivate, support and develop team. It brings forth quality
problems within the team and determines the areas that need to be given priority
attention. It assists in identifying opportunities for improvement.

There are many tools and techniques that can be used to set team performance targets.
Some of these are performance & development reviews, 360 degree feedback,
balanced scorecard, the European foundation for quality management (EFQM) and
performance-related pay. Let us discuss each of these in turn.

Performance and development reviews (figure 2) help management in evaluating each

team members performance against the set objectives and targets. They are usually
conducted annually for staff. They assist in developing individuals, enhance
organizational performance and are essential for career planning. They play a
significant role in staff motivation, aligning individual and organisational goals and
promoting positive relationships between management and staff (Chapman 2009).

Figure 2: Performance and Development Reviews

Source: unimelb (2009)

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360 degree feedback (figure 3) gives information about a person’s skills, performance
and working relationships from about eight to ten people who comment on the
person’s performance by filling out questionnaires. This is a useful way of learning
about team members competencies as seen by others (CIPD 1 2009).

Figure 3: 360 Degree Feedback

Source: talentquest (2008)

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A Balanced Scorecard (figure 4) is a ‘strategic planning and management system used

to align business activities to the vision statement of an organization'. It can measure
a team’s performance on four perspectives as stated below (McCarthy and Chapman
2009):

1. Financial
2. Internal business processes
3. Learning & Growth (human focus, or learning and
development)
4. Customer

Figure 4: A Balanced Scorecard

Source: JISC (2009)

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Strategic Performance

The EFQM model (figure 5) is a useful tool in measuring organisational performance

by using assessment and improvement activity against nine main benchmark
excellence criteria. It is used to assess an organisations progress towards excellence
(EFQM 2009).

Figure 5: European Foundation for Quality Management

Source: Roberts (2009)

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Performance-related pay (figure 6) links financial reward to the individual, group or

company performance. The main types of performance-related pay are merit pay,
individual incentives, group/ company bonuses which employees may earn and these
are related to team performance improvements.

Figure 6: Performance-related pay model

The model shows that when an individual increases his efforts, then his performance
should increase leading to reward which are aligned with his personal gaols (hrzone
(2009).

Source: hrzone (2009)

The tools and techniques discussed above are useful instruments to measure a team’s
performance. However, they each have their respective benefits and limitations and
will vary in the way they are applied in different organisations.

The use of team working has remarkably increased in recent years as they enhance
productivity, creativity, and efficiency. Research by Meyer et al., 2004 and Bishop
and Scott (1997) has shown that task interdependence and positive team relationships
have led to higher levels of commitment which in turn led to increased productivity.
Lack of commitment leads to poor performance, absenteeism and high employee
turnover. Hence management needs to give clear instructions, make teams carefully
and encourage cooperation and reliance within their teams.

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Strategic Performance

Task 4

Leadership is the process of motivating people to act in way(s) to achieve specific

organisational goals. Leadership defines the way in which an organisation operates. It
gives direction to an organisation, assists in making decisions on the methods and
processes to achieve organizational objectives and in establishing the style and culture
of an organisation (Hannagan 2005).

Research on leadership has shown that there are many theories on leadership but most
can be classified under eight major types. Let us briefly study each of these.

Great Man Theories are based on the belief that leaders are born, not made and have
innate qualities. Leaders were symbolised as being heroic, mythic and destined to
lead. the concept of leadership was thought to be male, military and western (Bolden
et al 2003).

The trait approach to leadership suggests that there are certain skills and traits
(figure 7) that are shared by leaders. Stogdill (1974) has identified leadership skills
and traits as shown in figure. It is on the basis of these traits that leaders are recruited,
selected and given leadership positions (Bolden et al 2003).

Figure 7: Traits and Skills of a leader

Traits Skills
- Adaptable to situations - Clever (intelligent)
- Alert to social environment - Conceptually skilled
- Ambitious and achievement- - Creative
orientated - Diplomatic and tactful
- Assertive - Fluent in speaking
- Cooperative - Knowledgeable about group task
- Decisive - Organised (administrative ability)
- Dependable - Persuasive
- Dominant (desire to influence others) - Socially skilled
- Energetic (high activity level)
- Persistent
- Self-confident
- Tolerant of stress
- Willing to assume responsibility

Source: Stogdill, 1974

Behavioral theories of leadership are focused on the principle that leaders are not
born, not made. This theory is rooted in the principles of behaviourism and
emphasizes on the actions of leaders and not on their mental qualities or internal
states. This theory believes that people can learn to become leaders through teaching
and observation (Wagner 2009).

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Strategic Performance

The Contingency theories of leadership believe that there are variables in the
environment that establish the kind of leadership style that is most appropriate in a
given situation. This theory shows that there is no one particular leadership style that
is suited in all situations. Success will depend on many factors e.g. leadership style,
qualities of the team members, and features of the situation (Wagner 2009).

Situational theories suggest that leaders should choose the best option available to
them based on the situational variable. Different types of leadership are needed to
make diverse decisions (Wagner 2009).

Participative Theories propose that that the ideal leadership styles considers others
opinions and ideas. Such leaders encourage group participation and collaboration in
the decision-making process. Such leadership enhances innovation and leads to
improved performance, innovation (Wagner 2009).

Management theories (also known as “Transactional theories”) highlight the part

played by supervision, organization, and group performance in an organisation.
According to management theorists’ leadership is a system of reward and punishment
(Wagner 2009).

Relationship theories (also known as “Transformational theories”) highlight the

relationships between leaders and followers. These leaders motivate and inspire
people by assisting team members in realising the significance of the task.
Transformational leaders emphasize the performance of team members by ensuring
that each individual is working to his full potential. Such leaders usually have high
ethical and moral standards (Wagner 2009).

A comparison of the transactional and transformational forms of leadership is shown

in figure 8.

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Figure 8: Comparison of Transactional and Transformational Leadership

Transactional Leadership Transformational Leadership

• Builds on man’s need to get a job done and
make a living
• Is preoccupied with power and position,
politics and perks
• Is mired in daily affairs
• Is short-term and hard data orientated
• Focuses on tactical issues
• Relies on human relations to lubricate
human interactions
• Follows and fulfils role expectations by
striving to work effectively within current
systems
• Supports structures and systems that
reinforce the bottom line, maximise
efficiency, and guarantee short-term profits
• Builds on a man’s need for meaning
• Is preoccupied with purposes and values,
morals, and ethics
• Transcends daily affairs
• Is orientated toward long-term goals
without compromising human values and
principles
• Focuses more on missions and strategies
• Releases human potential – identifying and
developing new talent
• Designs and redesigns jobs to make them
meaningful and challenging
• Aligns internal structures and systems to
reinforce overarching values and goals

Source: Covey, 1992

Let us now apply the situational theory to organisation A (the name of the
organisation has not been mentioned due to confidentiality reasons). Figure 9 presents
a situation and is followed by four scenarios.

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Figure 9: Practical application of situational theory of leadership

Khalid has recently joined organization A and has just finished his general basic
induction programme. You have been assigned to work with the new recruit to show
him how to enter student data on the computer. He has worked with this type of
computer software before in his previous post. This is the first time he has worked
within the educational sector and has not used this procedure before.

Choose the best style to handle the scenario above

Style C Style B

Ask him what development needs he has
regarding the new procedure. Facilitate a
discussion around those needs
highlighting all relevant experience he
has and getting him to think through not
only what needs doing but also why it
needs to be done.
Discuss with him what sort of problems
can arise in using this procedure.
Highlight appropriate solutions and check
he has both the competence and
commitment to get the job done well
before you leave.

Style D Style A

Provide Khalid all relevant paperwork
connected with the procedure. Tell him
that he can feel free to make appropriate
decisions, but you are available for
information, help and support. Leave him
to get on with it and come to you when he
needs help.
Instruct Khalid in the new procedure by
showing him how it’s done and
explaining the links to other people roles.
Then let him have a go and supervise him
closely until he follows it correctly.

Being the leader in the above situation, I would choose style A and would give Khalid
clear directions of using the procedure, the impact of it on the team and would help
him in doing it correctly. I would not choose:

Style B as a leader needs to assist new employees in adapting to the organisation.

Styles C as Khalid has worked on a similar software before
Style D as Khalid is a new recruit and needs to be carefully supervised.

Let us now look at the concept of teams and team working. According to El-Kot and
Leat (2005) ‘a team consists of two or more people who are interdependent and
together have a social identity, who have complementary skills and who work towards
and share responsibility for the achievement of common or shared objectives’.

Hence team working is the process of working collaboratively with a group of people,
with the purpose of achieving a goal. Teamwork signifies that people will endeavor to
cooperate by using their individual skills and giving constructive feedback, regardless
of any personal conflict among individuals (businessdictionary (2009)

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Strategic Performance

An effective team is one that works in a relaxed atmosphere and where everyone is
involved and interested in their work. There is understanding and acceptance of the
aims and objectives of the organisation. Team members listen to each other and put
forward new ideas. The team examines disagreements by mutually discussing them.
Decision-making is based on consensus and members can disagree with them. There
is constructive criticism with open communication. The leadership of the team is
taken by the most suitable member and the group frequently reviews its processes and
operations (McKenna 2003).

The strengths and weaknesses of the team in organisation A are shown in figure 10.

Figure 10. Strengths and Weakness

Strengths Weakness
The team has the technical abilities, skills The leader has an authoritative
& knowledge to carry out the work. management style. This greatly affects
the working of the team as a whole.
The team can make effective decisions
and solves problems by mutual There are times when the working
discussion. environment becomes stressful and this
affects working relationships between the
Members are consulted in making team and the leader.
decisions. Suggestions, comments, ideas,
information and criticisms are always There are communication difficulties
welcomed. between the leader and the team and at
times between the team members.
Members feel confident and secure in
using their initiative to make decisions. There are at times when team members
and the leader can not find documents
The team accepts and is clear about the and paperwork. This leads to wastage of
mission, vision and values of the time in locating key information.
organisation. They know what they need
to do. There is lack of management direction in
the execution of tasks.
The group is committed to achieving the
target goals. The team values and gets
satisfaction from being pat of the team.
Individual members are keen to do their
best and not their let their colleagues
down.

Members within the team help each in

achieving the desired goals. There is
positive team spirit within the team and
sharing of workload.

Based on the weaknesses highlighted in the figure above a team development plan is
presented in figure 11 on the following page.

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Strategic Performance

Figure 11: Team Development Plan

Task How Who By when Measure of success

Minimising impact of The team will discuss with the The team, team Team meeting December The team will review the
leaders authoritative leader of how the leader’s leader, 09 impact of the meeting. It
management style on team management i.e. delegation of management board will be ongoing and
performance tasks, attitude, communication member measured by how staff feel
behaviour and way of doing work and their performance
Promoting effective is affecting the team.
communication between
the leader and the team A member of the management
board will be requested to sit in
the meeting.

Providing management The leader will discuss this with The management Board meeting – Dec 2009 Team members will
direction to all team the board. Individual meetings board, all team discuss the impact of these
members will be held with each team members Individual meetings – Jan- meetings in their
member with the aim of finding Feb 2010. supervision sessions.
out problems areas and workable
solutions.

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Strategic Performance

Cultivating positive Social outings, team building All team members Social outings – bimonthly To be reviewed on a 6
working relationships exercises, team development days. Development day - once monthly basis in team
between all team yearly meetings.
members. team building exercises –
depending on time and
workload

Every team has its strengths and weaknesses and these tend to change over time as the team faces new challenges. Each and every team member
plays a vital role in the development and performance of the team. Hence it is of utmost importance that every team is regularly evaluating its
performance in achieving the aims and objectives of the organisation and is continuously striving towards achieving these to the best of its
ability.

21
Strategic Performance

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