BSBTWK502

Manage team effectiveness

Establish Team
Performance Plan
 1.1 Identify Team Purpose, Roles, Responsibilities According
to Organisational and Task Objectives
Every organisation is a group unto itself. The effectiveness of the organisation is dependent on
the effectiveness of its groups.
• A group refers to two or more people who interact with each other.
• Members share a common identity (a meaning and evaluation of themselves) and come
together to achieve common goals, accepting their rights and obligations as group
members.
• Groups are responsible for doing most of the work in an organisation.
• To form an effective group, groups must have group dynamics.

1.1 Identify Team Purpose, Roles, Responsibilities According to Organisational and Task Objectives
 Group Dynamics

• Group dynamics deals with the formation, structure, and processes involved in
the functioning of a group.
• It covers both the interactions and the forces that operate within groups.
Understanding the dynamics of groups is essential in understanding your work
teams and subsequently, their performance.

1.1 Identify Team Purpose, Roles, Responsibilities According to Organisational and Task Objectives
 Stages of Group Development
Group development is a dynamic process that reveals how group purpose, roles, and
responsibilities would emerge through time.
The stages of group development are:
• Forming
• Storming
• Norming
• Performing
• Adjourning

1.1 Identify Team Purpose, Roles, Responsibilities According to Organisational and Task Objectives
 Group Norms
Norms refer to the standard or boundaries of acceptable and unacceptable
behaviour shared and defined by group members.
Each group creates its own norms that may determine anything from the work
performance, to way of dressing, to the method of making comments in a meeting.
If majority of members do not adhere to the set norms, then these will eventually
be abandoned and changed

1.1 Identify Team Purpose, Roles, Responsibilities According to Organisational and Task Objectives
 Group Cohesiveness
Cohesiveness refers to group members’ bonding, unity, feelings of attraction for
each other, and desire to remain part of the group.
Cohesiveness is an aspect of group dynamics that can either support or hinder
team performance.
At the proper level, group cohesiveness is beneficial to groups.

1.1 Identify Team Purpose, Roles, Responsibilities According to Organisational and Task Objectives
 Consultation

Consultation is the process of formal discussion and collaboration with at least one
other person.
Consultation helps you identify and monitor trends, challenges, and perceptions
over time with respect to specific stakeholders – in this case, your team members.

1.1 Identify Team Purpose, Roles, Responsibilities According to Organisational and Task Objectives
 The Consultation Process
The process generally involves four steps (the 4 Ps):
1. Planning
2. Process
3. Performance
4. Promise

1.1 Identify Team Purpose, Roles, Responsibilities According to Organisational and Task Objectives
 The Longer-Term View
To ensure the effectiveness of your team, you must begin by consulting them
regarding what the organisation expects of them as a staff member. They must
understand their role in relation to:
• Team purpose
• Member roles
• Member responsibilities
• Member accountabilities

1.1 Identify Team Purpose, Roles, Responsibilities According to Organisational and Task Objectives
 1.2 Develop Performance Plans with Expected Outcomes,
Key Performance Indicators (KPIs) and Goals for Work Team

To understand the importance of performance

plans, you must first understand the basics of
organisational plans.
The foundation of any such plan is the mission
and vision statements of the organisation.

1.2 Develop Performance Plans with Expected Outcomes, Key Performance Indicators (KPIs) and Goals for Work Team
 Mission statement
A mission statement is a written declaration that states an organisation’s purpose
and inspires and motivates organisational members.

1.2 Develop Performance Plans with Expected Outcomes, Key Performance Indicators (KPIs) and Goals for Work Team
 Mission statement
In writing a mission statement, there are several things you must keep in mind.
These include:

Express the organisation’s purpose in a way that inspires support and commitment

Motivate members and stakeholders who are connected to the organisation

Be articulate and convincing

Use positive and proactive verbs to describe what you do

Avoid jargon and opt for simple, digestible language

Keep it short so that it can be easily and readily repeated.

1.2 Develop Performance Plans with Expected Outcomes, Key Performance Indicators (KPIs) and Goals for Work Team
 Vision statement
A vision statement is a formal statement
that expresses the aspirations and goals
of an organisation.

1.2 Develop Performance Plans with Expected Outcomes, Key Performance Indicators (KPIs) and Goals for Work Team
 Objectives and goals

It is important to establish a key difference between objectives and goals.

• A goal is concerned with the fundamental aim of any project or undertaking.
• Objectives are the methods through which you intend to realise your goals.

1.2 Develop Performance Plans with Expected Outcomes, Key Performance Indicators (KPIs) and Goals for Work Team
 Performance Planning
Contents of a performance plan
Some key pieces of information that may be found in most performance plans
include:

Objectives and Roles and Performance

Action Plan
Goals Responsibilities Measures

1.2 Develop Performance Plans with Expected Outcomes, Key Performance Indicators (KPIs) and Goals for Work Team
 Outcomes, Outputs, and Key Performance Indicators
Outcomes, outputs, and KPIs may refer to the agreed:
• Changes in work roles and responsibilities
• Improved individual and team performance and participation
• Measures for monitoring and evaluating the efficiency or effectiveness of
systems or services
• Quality standards and expectations
• Targets for productivity improvements Targets for training and development.

1.2 Develop Performance Plans with Expected Outcomes, Key Performance Indicators (KPIs) and Goals for Work Team
 1.3 Support Team Members in Meeting Expected
Performance Outcomes

Improvements can be made most easily when

you are bringing together experts who know
the process well, and you allow them to work
on their respective areas of expertise freely.

1.3 Support Team Members in Meeting Expected Performance Outcomes

 As a leader, you will be responsible for building relationships with the teams in
their workplace.
Some effective ways to offer support and assistance to team members with skills
issues include:

Training and
Coaching Mentoring Development
Opportunities

Clarification of Short-term
Roles and Measures and Meetings
Expectations Long-term Goals

1.3 Support Team Members in Meeting Expected Performance Outcomes

 Establishing Effective Working Relationships
It may be difficult to form relationships with those you work with.
To overcome these difficulties and build effective working relationships, four
attributes can guide you. These are:

Openness Honesty Productivity Co-operation

1.3 Support Team Members in Meeting Expected Performance Outcomes

 Sharing Information
Good working relationships are founded on opennesss or the wlling to share
information and opinions with others.
In order to provide the right information and opinions, the information must be:

Clear Complete Considerate

1.3 Support Team Members in Meeting Expected Performance Outcomes

Develop and Facilitate
Team Cohesion
 2.1 Develop Strategies for Facilitating Team Member Input
into Planning, Decision making and Operational Aspects of
Team Tasks
A strategy is a plan of action specifically designed to reach a long-term or overall aim.
Strategies are either long or short-term plans to achieve a purpose.
They may involve opportunities for things such as product improvement, efficiency of process,
or development of input.

2.1 Develop Strategies for Facilitating Team Member Input into Planning, Decision making and Operational Aspects of Team
Tasks
 Team Planning
To ensure that you can actively engage team members in the planning process, three keys that
would guide you:

Completely open
Effectivity over efficiency Using a facilitator
communication

2.1 Develop Strategies for Facilitating Team Member Input into Planning, Decision making and Operational Aspects of Team
Tasks
 Operational Aspects of Team Tasks
Operational aspects refer to the work-related functions you perform that concern the day-to-
day management of your organisation.
The three sources of work are:
• Life-cycle management
• Stakeholder interaction
• Process improvement automation

2.1 Develop Strategies for Facilitating Team Member Input into Planning, Decision making and Operational Aspects of Team
Tasks
 Operational Aspects of Team Tasks
All three sources of work would fall into three of these categories:
• Normal requests
• Project work
• Emergency issues

2.1 Develop Strategies for Facilitating Team Member Input into Planning, Decision making and Operational Aspects of Team
Tasks
 Operational Aspects of Team Tasks
To optimise team involvement in managing the operational aspects of work in terms of both
the sources and categories, there are key strategies to note.
These are:

Involving yourself in the

Allocation of responsibility Scheduling rotations
operations

2.1 Develop Strategies for Facilitating Team Member Input into Planning, Decision making and Operational Aspects of Team
Tasks
 Participation
For initiatives to be successful, team members must willingly participate.
This means taking responsibility for their work and also helping their teammates as necessary.

2.1 Develop Strategies for Facilitating Team Member Input into Planning, Decision making and Operational Aspects of Team
Tasks
 2.2 Develop or Modify Policies and Procedures for Promoting
Team Member Accountability for Personal Work

Policies and procedures can also help the development of team cohesion as well as member
accountability for their tasks. These may refer to:
• Organisational Guidelines and Systems that Govern Operational Functions
• Procedures that Detail the Activities that Must be Carried out for the Completion of
Actions and Tasks
• Standard Operating Procedures (SOPs)

2.2 Develop or Modify Policies and Procedures for Promoting Team Member Accountability for Personal Work
 2.3 Provide Feedback to Team Members on Team Effort and
Contributions and Team Tasks

Feedback is a mechanism for improvement that enables you to identify areas where
performance could be enhanced and where performance is acceptable or even exceptional.
Without feedback and positive reinforcement (to encourage the repeat of good behaviours),
anyone giving what they perceive to be their best may not excel.

2.3 Provide Feedback to Team Members on Team Effort and Contributions and Team Tasks
 2.4 Develop Processes for Identifying and Addressing Issues,
Concerns and Problems Identified by Team Members
As a manager, an integral part of your job is to address the issues, problems, and concerns of
your staff.
A problem is a matter that you care about being resolved, and it generally concerns you
and is something you can identify as your own.
A concern is a matter that involves others.
An issue is generally someone else’s problem. It does not actually concern you, but you can
recognize why it is considered troublesome.

2.4 Develop Processes for Identifying and Addressing Issues, Concerns and Problems Identified by Team Members
 Meeting with your Team
Coming to a decision usually requires several discrete steps. The steps in the decision-making
process are:

Steps in the Decision-Making Process

1. Define the problem or opportunity (this may include defining criteria for acceptability or
success)

2. Generate alternatives

3. Evaluate alternatives

4. Select a course of action

5. Define the implementation plan

6. Establish mechanisms for determining whether or not your approach is working.

2.4 Develop Processes for Identifying and Addressing Issues, Concerns and Problems Identified by Team Members
 Consensus

A major step in resolving issues, concerns, and problems is deciding what course of action
ought to be taken.
Consensus is an agreement on a particular decision.
Reaching a consensus means that the team agrees that the decision is ‘the way to go.’

2.4 Develop Processes for Identifying and Addressing Issues, Concerns and Problems Identified by Team Members
 Issue Resolution Strategies
Here are eight foolproof strategies that will enable you to effectively and efficiently resolve any
issue that emerges:
1. Understand the situation
2. Acknowledge the problem
3. Be patient and take your time
4. Do not resort to coercion and intimidation
5. Focus on the problem, not the individual
6. Establish guidelines
7. Keep the communication open
8. Act decisively

2.4 Develop Processes for Identifying and Addressing Issues, Concerns and Problems Identified by Team Members
Facilitate Teamwork
 3.1 Encourage Team Members to Participate in and to Take
Responsibility for Team Activities

Teams are made of people brought together for a common purpose.

For a team to be most effective, there should be real commitment among the team
members.

3.1 Encourage Team Members to Participate in and to Take Responsibility for Team Activities
 How to Improve Teamwork
Teams are rarely perfect, but there are always ways to improve them.
Some ways to improve teamwork include:

Write a set of team goals.

Ensure the team is familiar with the goals and willing to work towards them.

Spend time looking for areas and issues which may prevent the goals from being reached.

Look at ways to overcome problems as they arise.

3.1 Encourage Team Members to Participate in and to Take Responsibility for Team Activities
 Participation in Team Building
Along with ensuring that your team displays the abovementioned characteristics, it may also be
useful to provide team members with guidelines as to how they are to act in every team
activity.
These guidelines may include:

Always contribute Recognise the Value the ideas Never dismiss

Respect your other
any idea you may contributions of that others may ideas without
team members
have others put forward discussion

Be flexible in your Care about the

Always listen to Participate as Never personally
approach to team and the
what others have much as you feel attack other team
working in the achievement of
to say you can members
team their goals.

3.1 Encourage Team Members to Participate in and to Take Responsibility for Team Activities
 Participation in Team Building
Here are some attributes which are common among successful teams:

Key Attributes of An Effective Team

Communication – Communicates ideas and opinions
Trust – Open and honest; develops a sense of trust among its members
Leadership – Has a leader that empowers members to make decisions for themselves
Responsibility – Share in the achievement of team goals and responsibility (not held solely
with the manager)
Shared purpose – Strives towards a specific purpose of which all members are aware
Growth sport – Always seek opportunities for growth

3.1 Encourage Team Members to Participate in and to Take Responsibility for Team Activities
 3.2 Support the Team in Identifying and Resolving Work
Performance Problems

A leader's skills, knowledge, and ability to communicate effectively to support team members
will be of paramount importance in helping the team identify and resolve problems.
One key type of problem within the workplace is that with regards to performance.
This would manifest in either one’s quantity or quality of work.

3.2 Support the Team in Identifying and Resolving Work Performance Problems
 Problem Diagnosis and Resolution
In effectively engaging in problem-solving, there are seven steps you can follow:
1. Identify the issues
2. Understand everyone’s interests
3. List the possible solutions
4. Evaluate the options
5. Select an option or options
6. Document the agreement(s)
7. Agree on contingencies, monitoring, and evaluation

3.2 Support the Team in Identifying and Resolving Work Performance Problems
 3.3 Promote Work Team Collaboration through Individual
Behaviour

Each team member has a set of personality

traits and behaviour that makes them unique.
As a manager, it is your job to hone these
traits and help each member use these to
become the best versions of themselves.

3.3 Promote Work Team Collaboration through Individual Behaviour

 Improving Individual Behavior
Effective techniques in encouraging your team members to cultivate good individual behaviour
include:

Individual Goal Workplace Positive Organisational

Setting Improvements Reinforcement Recognition

3.3 Promote Work Team Collaboration through Individual Behaviour

 Promoting Work Team Collaboration
To use individual behaviour to promote work team collaboration, follow the tips below:
• Establish a compelling goal
• Communicate expectations
• Set team goals and objectives
• Leverage the strengths of team members
• Encourage innovation
• Engage in socialization outside of work
• Recognise and reward collaborative behaviour

3.3 Promote Work Team Collaboration through Individual Behaviour

 Becoming a Role Model
Role models are imitated, emulated or looked to for guidance.
You may perceive certain people in your organisation as a role model, namely:

Board members

Business or government contacts

Funding bodies

Unions or staff member groups and representatives

3.3 Promote Work Team Collaboration through Individual Behaviour

 Becoming a Role Model
To become a positive influence for others, you must:
1. Model positive choice making
2. Think aloud
3. Apologise and admit mistakes
4. Follow through
5. Show respect
6. Keep growing
7. Demonstrate confidence in yourself

3.3 Promote Work Team Collaboration through Individual Behaviour

Liaise with
Stakeholders
 4.1 Establish and Maintain Open Communication Processes
with Relevant Stakeholders

The stakeholders who are of relevance to your team and organisation play a vital role in
determining any success you may achieve.
An essential part of liaising with your stakeholders is establishing and maintaining productive
relationships with them through effective communication.

4.1 Establish and Maintain Open Communication Processes with Relevant Stakeholders
 The Stakeholder Relationship

You can assess your stakeholders and the impact they may have on the organization by:
1. Identifying who your stakeholders are
2. Determine the level of relevance from your stakeholders
3. Know the stakeholder

4.1 Establish and Maintain Open Communication Processes with Relevant Stakeholders
 The Stakeholder Relationship
Identify who your stakeholders are
Some of the key stakeholders include:
Internal stakeholders External stakeholders
- Your Direct Manager - People with a financial interest in the organisation

- Senior managers - Suppliers

- Partners - Banks

- Other staff members - Customers

- Team members - The public

- The Government

- Media

- Associations

4.1 Establish and Maintain Open Communication Processes with Relevant Stakeholders
 4.2 Communicate Information from the Line Management to
the Team

Communication between a manager and staff members is fundamental to the operation of all
businesses.
Choosing the right method of communication can make all the difference in ensuring a
message is both understood and acted upon.

4.2 Communicate Information from the Line Management to the Team

 The following methods of communication merit discussion:

Face-to-
Meetings Telephone
Face

Writing

4.2 Communicate Information from the Line Management to the Team

 4.3 Communicate and Follow-up Unresolved Issues, Concerns
and Problems Raised by Team Members with Line
Management

To manage conflict effectively, it is crucial that you are a skilled communicator.

Create an open communication environment by encouraging employees to talk about work-
related issues.
Ensure that you understand what employees are saying by asking questions and focusing on
their perception of the problem.

4.3 Communicate and Follow-up Unresolved Issues, Concerns and Problems Raised by Team Members with Line
Management
 As a manager, you need to serve as the mediator between two stakeholders.
You can do this by:

Acknowledging Keeping a Raising the

Following up
the problem record issue

4.3 Communicate and Follow-up Unresolved Issues, Concerns and Problems Raised by Team Members with Line
Management
 4.4 Address Unresolved Issues, Concerns and Problems
Raised by Stakeholders

Given the crucial role your stakeholders play in determining the effectiveness of
your team as well as the success of the business, it is essential to understand how
you ought to address and resolve any issues you may encounter.

4.4 Address Unresolved Issues, Concerns and Problems Raised by Stakeholders

 Some tried and tested techniques in dealing with these include:
• Define the problem
• Determine the underlying need
• Maintain clarity and mutual understanding
• Involve the stakeholders
• Keep records
• Ensure transparency
• Find solutions to satisfy needs
• Determine what you ought to do if the conflict goes unresolved

4.4 Address Unresolved Issues, Concerns and Problems Raised by Stakeholders

 The Significance of Resolving Issues Raised by Stakeholders
Four key benefits of effectively addressing the issues and concerns raised by your discussion
are:

Maintaining good relations

Building a positive work culture

Gaining community support

Ensuring business success

4.4 Address Unresolved Issues, Concerns and Problems Raised by Stakeholders