Task 3 – Employee Intranet

The organisation where you are employed has a comprehensive intranet system that is
used by all employees and contains a range of information sheets and appropriate
literature. There is a particular section which is devoted to managers in the organisation.
As part of the Induction Training Programme, you have been asked to prepare an
information sheet for inclusion on the intranet system.

Your information sheet must include:

 an analysis of the skills which are needed by strategic leaders and managers to
improve organisational performance.
 an analysis of the key motivational theories and how they may influence
organisational success.

Extension activities:

To gain a distinction grade you must:

 choose a number of business organisations, with which you have a working

knowledge and then evaluate how these organisations use motivation to improve
their organisational performance.

LO2 AC 2.1, 2.2

2D1
AC3.1
A team is a collection of individuals who highly communicate, directing their energies towards a
known and defined goal which is achieved through their joint, complementary efforts for the
benefit of all. A group on the other hand is a collection of individuals who are independent of
each other and have different set of tasks which are normally carried out by one individual.
These tasks are clearly defined and not dependent on each other. The clear difference between a
team and a group is dependence and a defined goal that must be achieved at the end of the day. It
is also worth to note that teams have a defined lifespan, which is determined by the achievement
of the set goal, groups however have no defined lifespan.
The processes of team development were first described by the psychology professor, Bruce
Tucker (1965) and was made up of four stages initially forming, storming, norming and
performing: he later added a fifth stage known as adjourning.
Forming: This is also known in some contexts as the polite stage; this is the stage where the
group comes together. Members begin to develop their relationship with one another and learn
what is expected from them, members ask questions such as “What does the team offer me?”
“What is expected of me?” “Will I fit in?”. Uncertainty is high at this stage and as such people
start to look for leadership and authority. This is the stage when team building begins, and trust
starts to develop. Group members also start establishing limits on acceptable behaviour through
experimentation.
Storming: This is also known as the “fighting” stage. This is the stage where interpersonal
conflict arises. Conflict and confrontation characterize this stage, as such loss of team
performance may occur at this stage. Differences of opinion about the group and its goals will
surface. Subgroups may form based on common interest or concerns. To overcome the obstacles
at this stage there should be the need for discussions so everyone feels heard and can come to an
agreement on the direction that the group should move
Norming: Also known as the “settling” stage. This is the phase that the group comes together,
and ground rules are established. The group’s ability to resolve its conflicts enables it to establish
patterns of how to get its work done. Expectations of one another are clearly articulated and
accepted by members of the group and team performance may increase at this stage. Procedures
are established in delegating tasks and responding to questions.
Performing: At this stage, the group is now focused on its task, working intentionally and
effectively to accomplish its goals. Members of the group also have the opportunity to learn new
skills and sharing roles. It is important to note that external events may lead to conflicts within
the group. To remain healthy however groups will go through all these processes in a continuous
loop
Adjourning: Also known as the “ending stage”. The team disbands at this stage after members
have completed a task or solved a problem. During this phase, the focus is on wrapping up and
summarizing the team’s experiences and accomplishments. Recognition is given to the teams’
accomplishments with a celebration either involving handing out plaques or awards.
In formation of teams the role of each member should be clearly outlined. Peter Honey describes
five key team roles; the leader, the challenger, the doer the thinker and the supporter. Their roles
are outlined below:
The ‘Leader’ -ensures that the team has clear objectives and makes sure everyone is involved
and committed.
The ‘Challenger’- questions effectiveness and presses for improvement and results
The ‘Doer’ -urges the team to get on with the job in hand and does practical tasks.
The ‘Thinker’ -produces carefully considered ideas and weighs up and improves ideas from
others.
The ‘Supporter’ -eases tension and maintains team harmony
These roles when clearly spelt out make the teams more efficient and effective in attaining
organisational goals

AC 3.2
Characteristics of High-Performance Teams
High performance teams comprise a group of highly talented and motivated professionals
working together for the achievement of a common goal or business objectives. High
performance teams can be differentiated from other teams by the fact that these teams have the
ability to perform at the highest level for an extended period of time and to accomplish its work
in the most efficient and effective manner possible. Analysis of Ten Essential characteristics of
high-performance teams:
Clearly defined goals and plans: A high performance team begins with a defined mission that
describes the specific purpose for the team’s existence. Apart from this it is essential that the
team sets compelling short term and long-term goals on a regular basis that excite and challenge
the individuals as well as the entire team. The team members are clear about their goals and
priorities and consistently act in ways that support the team’s overall mission and goals.
Open Communication: Open communication in high performance teams means a focus on
coaching instead of directing. Here members freely share information, are open and honest with
each other, listen to each other and provide each other with both positive and constructive
feedback. The team also establishes a specific process to provide vital information on a regular
basis (e.g. informational meetings)
Mutual Trust and Cohesiveness amongst members: High performance teams have members
that respect, support, cooperate with, and trust each other. They proactively work to build
positive relationships by providing opportunities for social interaction, by giving assignments
that put staff into contact with individuals they do not normally interact with, and by providing
cross-training opportunities.
Qualitative decision making and Problem-Solving: Members of High-Performance Teams are
active and experts in resolving complicated issues and implementing vital decisions successfully
together as a group. Decisions which are implemented can be process-driven or initiative driven
Efficient Conflict Resolution Mechanism: The High-Performance work teams are quick and
proactive in understanding the triggering factors or potential sources of conflicts and resolve it
with the mutual consent of the team members. Such teams are characterized by a high level of
solidarity and unity, as a result of which are efficient in conflict management by way of effective
communication and resolution techniques. Members of these teams are trained in conflict
management skills such as negotiation and integrative bargaining as well as practicing
interpersonal and communication skills at work for delivering productive outcomes. The team
members work in a participative culture and contribute their innovative ideas or participate in
conversations freely.
Facilitate productive meetings: High Performance teams have effective, productive, well-
managed meetings that efficiently use team members’ time. Every meeting is focused, timely,
and necessary, and is used to solve problems, make decisions, disseminate information, and
enhance team member skills.
Clarity role for Team Members: These teams have members who know their assigned
responsibilities and authority and also understand the roles that are played by others, and
therefore use everybody’s skills and abilities for the achievement of their ultimate objectives.
Team members are also clear about the connection between team goals and their day-to-day
activities.
Innovation and Delivering Productive Outcomes: The members of the High-Performance
Teams are more productive and skilled at driving innovative best practices in the workplace,
implementing reforms in the systems/processes, and achieving record-breaking milestones. The
team members are experts in benchmark setting and defining the measures for evaluating
productivity in terms of efficiency (analysing the efficiency of the team processes) and
effectiveness (quality of the outcomes). Innovation and productiveness is measured as per eight
dimensions: Quality improvement, Time Saving, Cost Control & Reduction, Increase in the
Output, Meeting the Committed Deadlines, Adherence with the Safety Regulations and
minimisation of accidents, streamlining of the existing systems/processes and enhancing
interpersonal communication.
Leadership: The leaders of the High-Performance teams play a crucial role in setting up a
strategic framework and course of action for the team members. They define the goals and
priorities, ensure effective coordination in various aspects, and foster a collaborative
environment for enhancing opportunities and delivering successful outcomes. The leaders
facilitate a participative culture, encourage active participation by the team members in crucial
decisions and provide the necessary support as well as guidance to the members of the team.
 Provide development opportunities for team members: High Performance teams provide
ongoing development opportunities for team members in technical, interpersonal, and team-
building areas. This includes the application of a variety of developmental interventions such as
classroom training, coaching, and mentoring, development assignments, feedback-based
activities, and self-directed learning.
AC 3.3
Evaluate the role of the team leader in creating high performance teams:
High performance leaders usually accompany high performance teams. These are leaders who
when times are certain and peaceful can take a proactive stance and help the team stay ahead.

 Leaders contribute to the selection of the right kind of talent for the right job requirement and
help in attaining the best fit between the people and the job.
 Facilitating the right culture or environment for the employees and hiring the right people who fit
into that culture. Open communication, a climate of mutuality, trust and collaboration build the
edifice for success. A collaborative culture fosters inclusiveness, where all the members of the
team contribute towards the collective success of the team
 Leaders act as the champions of change and drive continuous improvement at work by assessing
the existing processes, introducing reformed processes and train teams on the changes in
methods and technology.
 Leaders invest in people as they realize the importance of promoting the talent of the employees,
providing them maximum opportunities and training; to showcase their best of the abilities and
develop future leaders or succession planning. Employee development will ultimately contribute
to high retention scores.
 Leaders play a key role in formulating and implementing strategic roadmaps for the team
members, establishing SMART objectives and monitor the work progress periodically. They
define the values and mission clearly and permeate it to the teams; have a sharp focus and are
usually not influenced or pressurized by the organizational politics or hierarchy

AC 3.4
Assess the impact of teams on organisational performance
 Comprehensiveness and Quality of Solutions to Problems. Targets must be met, and revenues
must be generated. A single brain cannot always come with solutions or take decisions alone. He
needs someone with whom he can discuss his ideas. In a team, every team member has an equal
contribution and each team member comes out with a solution best suited to the problem. All the
alternatives can be explored to come out with the best possible solution thereby providing the
best products and hence increase in productivity.
 Tasks are accomplished at a faster pace when it is done by a team rather than an
individual. An individual will take more time to perform if he is single handedly responsible for
everything. When employees work together, they start helping each other and responsibilities are
shared and thus it reduces the workload and work pressure. Every team member is assigned one
or the other responsibility according to his specialization, level of interest and thus the
organisational output is much more efficient and faster.
 There is always a healthy competition among the team members. Competition is always
good for the employee as well as the organization; as every individual feels motivated to perform
 better than his other team member and, in a way, contributing to his team and the overall
organizational performance.
 Conflicts can decrease productivity: Conflict between employees in an organisation tend to
decrease productivity and delay the achievement of the set goals of the organisation and can
result in undue cost and decrease the effectiveness of work. As such effective teams have
measures in place to deal with conflict so as not to affect organisational performance
 Teamwork is also important to improve the relations among the employees. Individuals
work in close coordination with each other and thus come to know each other better.. The level
of bonding increases because of teamwork which in totality increases the organization’s
productivity.
 Team members can also gain from each other. Every individual is different and has some
qualities. One can always benefit something or the other from his team members which would
help him in the long run. Everyone is hungry for recognitions and praises. One feels motivated to
work hard in a team and to live up to the expectations of the other members. Each member is a
critic of the other and can correct him whenever the other person is wrong. This promotes and
foster an environment where team members can work in tandem to ensure organisational goals
are met