BSBLDR414 Lead Team Effectiveness Student Workbook V1

BSBLDR414
Lead team effectiveness

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LEARNER RESOURCE
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BSBLDR414 - Lead team effectiveness (Release 1)

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Table of Contents
ABOUT THE BUSINESS SERVICES TRAINING PACKAGE ........................................................ 6
USING THIS LEARNER RESOURCE ...................................................................................... 8
ABOUT THIS UNIT OF COMPETENCY .................................................................................. 9
CHAPTER 1: PLAN TEAM OUTCOMES .............................................................................. 10
1.1 Lead Team to Identify and Establish Team Objectives and Work Processes ........................ 11
1.2 Support Team to Document Identified Objectives and Work Processes According to
Organisational Processes ........................................................................................................ 30
1.3 Encourage Team Members to Incorporate Innovation and Productivity Measures in Work
Plans......................................................................................................................................... 37
1.4 Lead and Support Team Members to Meet Expected Outcomes ......................................... 48
Key Points: Chapter 1....................................................................................................................... 62
Activity 1: ‘True’ or ‘False’ Quiz ....................................................................................................... 63
Activity 2: Fill in the Blanks.............................................................................................................. 64
Activity 3: List Concepts ................................................................................................................... 65
CHAPTER 2: PROMOTE TEAM COHESION ........................................................................ 66

2.1 Provide Opportunities for Input of Team Members Into Planning, Decision Making and
Operational Aspects of Work Team ....................................................................................... 67
2.2 Support Team Members to Take Responsibility for Own Work and to Assist Each Other in
Undertaking Required Roles and Responsibilities ................................................................. 76
2.3 Provide Feedback to Team Members on Their Efforts and Contributions............................ 85
2.4 Address or Refer Issues, Concerns and Problems Identified by Team Members ................. 92
2.5 Model Expected Behaviours and Approaches........................................................................ 98
Key Points: Chapter 2..................................................................................................................... 105
Activity 1: ‘True’ or ‘False’ Quiz ..................................................................................................... 106
Activity 2: Explain Concepts .......................................................................................................... 107
Activity 3: Matching Activity ......................................................................................................... 108
Activity 4: Scrambled Words ......................................................................................................... 109

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CHAPTER 3: SUPERVISE TEAM PERFORMANCE .............................................................. 110

3.1 Encourage Team Members to Participate in and Take Responsibility for Team Activities and
Communication Processes .................................................................................................... 111
3.2 Support Team to Identify and Resolve Problems Which Impede Performance ................. 115
3.3 Ensure Own Contribution to Work Team Serves as a Role Model for Others .................... 120
Activity 2: Identify Activity ............................................................................................................ 127
Activity 3: Arrange in Order ........................................................................................................... 128
CHAPTER 4: LIAISE WITH MANAGEMENT ...................................................................... 129

4.1 Establish Open Communication With Line Management .................................................... 130
4.2 Communicate Information From Line Management to the Team ...................................... 133
4.3 Communicate Unresolved Issues, Concerns and Problems Raised by the Team to Line
Management to Action ......................................................................................................... 140
4.4 Communicate Issues Raised by Management to the Team to Action ................................. 144
Activity 2: Outline Activity ............................................................................................................. 149
Activity 3: Word Search ................................................................................................................. 150
SUMMARY ................................................................................................................... 151

REFERENCES ................................................................................................................. 152

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About the Business Services Training Package
The BSB Business Services Training Package covers a diverse range of industries and occupations.
Business Services covers a range of cross-industry functions and services supporting the commercial
activities of all industries.
Defining Qualifications
When units of competency are grouped into combinations that meet workplace roles, they are called
qualifications. These qualifications are aligned to the Australian Qualifications Framework (AQF). Each
qualification will have ’packaging rules’ which establish the number of core units, number and source
of elective units and overall requirements for delivering the qualification.
Delivery and Assessment of Qualifications

RTOs must have the qualifications (or specific units of competency) on their scope to deliver nationally
recognised training and assessment. RTOs are governed by and must comply with the requirements
established by applicable national frameworks and standards. RTOs must ensure that training and
assessment complies with the relevant standards.

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Qualification Training Pathways

A pathway is the route or course of action taken to get to a destination. A training pathway is the
learning required to attain the competencies to achieve career goals. Everyone has different needs
and goals, and therefore requires a personalised and individual training pathway.
Foundation Skills
Foundation Skills are the non-technical skills that support the individual’s participation in the
workplace, in the community and in education and training.

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Using this Learner Resource

You can find the following icons within the Learner Resource:
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reading materials to aid in your study.
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information learned from the chapter.
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Asks you to answer the learning activities related to the
chapter discussed.
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Learner Resource
About this Unit of Competency
BSBLDR414 - Lead team effectiveness

This unit BSBLDR414 Lead team effectiveness describes the skills, knowledge and outcomes required
to lead the performance of a team and to develop team cohesion. The unit applies to team leaders,
supervisors and new emerging managers who have an important leadership role in the development
of efficient and effective work teams. Leaders at this level also provide leadership for the team and
bridge the gap between the management of the organisation and the team members. As such they
must ‘manage up’ as well as manage their team/s.
This Learner Resource has four chapters. These include:
1. Plan Team Outcomes
2. Promote Team Cohesion
3. Supervise Team Performance
4. Liaise With Management
At the end of this training, you will be asked to complete an assessment pack for this unit of
competency. You will need to access a supervisor, a manager, or your assessor who can observe you
perform project or workplace tasks and verify your competency or performance.
On competent completion of the assessment, you must have demonstrated the skills and knowledge
required to lead team effectiveness.

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Chapter 1: Plan Team Outcomes
Most of the work in organisations is accomplished by teams who work together on tasks with defined
outcomes. The outcome is the way a task turns out to be. These are measurable results that determine
the success of a task. A prior understanding of these outcomes is necessary for the teams to achieve
them.
For example, a new marketing plan increasing the incoming leads by 20% over the previous quarter is
a well-planned outcome. It provides a direction to the team members to align their efforts with the
organisational goals. A team outcome is measured against its value to the organisation and the end-
user. Therefore, thorough planning of outcomes is crucial to team effectiveness. Leading a team
effectively in planning outcomes requires initiating a collaborative action resulting in real and valuable
results.
This chapter deals with the planning of team outcomes. It begins with a discussion on leading a team
to identify and establish team objectives and work processes. It also teaches you to support the team
to document identified objectives and work processes according to organisational processes. It then
talks about encouraging team members to incorporate innovation and productivity measures in work
plans. Lastly, it concludes with ways to lead and support team members to meet expected outcomes.

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1.1 Lead Team to Identify and Establish Team Objectives and Work Processes
Objectives aim at leading the organisation towards its vision, and the work processes provide a
roadmap to the achievement of team outcomes. It is therefore essential for the teams to exercise due
diligence in identifying them. The clarity in these areas reduces the chances of having problems later
on.
As a leader, working with your teams to identify objectives and work processes ensures that all the
possible scenarios and associated pitfalls are adequately considered. This facilitates a culture of
collaboration in teams. Each member feels recognised and contributes effectively to the achievement
of desired outcomes.
In this subchapter, you will learn about the team goals, objectives, and plans to achieve the agreed-
upon results. Further, you will learn about the purpose and function of setting teams and developing
goals and objectives. The subchapter also defines work processes and provides a detailed discussion
on setting goals, objectives, and work processes.

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1.1.1 Understanding Teams
A team comprises people who perform interdependent tasks to accomplish a specific objective
or a common mission. The members of the team have complementary skills which are
necessary to achieve the common goal. A team brings people from diverse areas of expertise
together. The productivity of team-based operations is higher than conventional operations.
Types of Teams
Teams may be of several types. These types are listed below.
▪ A manager-led team is a type of team where the leader determines the team’s
objectives, goals, and actions, and they also take responsibility for achieving the desired
goals.
▪ A self-managing team is another type of team where the leader may determine overall
goals and objectives. Still, members take responsibility for and controlling the entire set
of activities needed to realise them.
▪ A functional team comprises members from the same work area or department
working towards achieving a common goal.
▪ A cross-functional team is made up of members from different functional areas of the
organisation. These teams are created to bring together expertise from different
functional areas.
▪ A virtual team is created to connect geographically dispersed individuals. It ensures
effective collaboration using technology to achieve a common goal.

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Team Purpose
A team purpose helps in defining the future; it gives motivation and energises members to act.
A high-performance team has absolute clarity around team purpose.
The team purpose provides answers to two fundamental questions:
▪ Who does the team serve?
▪ What value does the team create for them?
A team purpose performs the functions shown in the figure below.
Describes why a team

Provides a reason for team
Helps align people wants to accomplish
existence
something
Enhances employee
Motivates team members
engagement
▪ Helps align people

The team purpose helps to develop a clear understanding of what is required to be
achieved. It rules out the discrepancies and conflicts that the team might face and
establishes collaboration among team members.
▪ Provides a reason for team existence
The team purpose defines why the team is created and the results it is expected to
achieve.
▪ Describes why a team wants to accomplish something
The team purpose defines the value that the team needs to create to satisfy customers.
This provides the reason for a team aiming to achieve desired outcomes.
▪ Enhances employee engagement
A team purpose gives a sense of belonging to the team members and makes them more
committed to delivering expected outcomes.
▪ Motivates team members
A team purpose defines the impact that the team members can create, thereby
motivating them.

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Functions of a Team
A team cannot thrive without its members discharging their roles and responsibilities
effectively. A team performs a variety of functions as given in the figure below to achieve
desired results.
Provides advice
Suggests improvements
Develops work processes
Plans team outcomes
Solves problems
Handles special issues
Builds trust
Embraces accountability
Achieves commitment
Focuses on results
Resolves conflicts

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Characteristics of an Effective Team

Effective teams form the basis of successful organisations. These teams aim at promoting
motivation, interdependence, trust, and shared goals. Effective teams are characterised by the
following:
Having clear •The team determines goals and desired outcomes first and
direction uses them for clear direction.
•Effective teams support change, take appropriate risks, and

Supporting risk-
look at first-time mistakes as learning opportunities for
taking and change
growth and development.
•Original ideas given by members are welcomed and

Creativity
supported.
Having common
•Members prioritise common goals over individual interests.
goals
Being mutually •Each member accepts their responsibility as a part of the

accountable team and as an individual. There is no blame game involved.
Communicating •Free communication is encouraged between team members

freely leading to the development of a sense of camaraderie.

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Encouraging
•These teams understand the importance of divergent
difference in
opinions and their role in enhancing team performance.
opinions
•Team members are encouraged to collaborate and enhance

Collaboration
team effectiveness.
•The team has clearly defined processes which may include

Having effective
solving problems, designing products, conducting a meeting,
processes
decision making, etc.
Having accepted •A competent leadership accepted by all forms the backbone

leadership of effective teams.
•Rules defining what will and what will not be tolerated in the
Having ground rules
team are essential for building effective teams.
•Emphasis is laid on passing information to other team

Information sharing
members.
Case Study – An Effective Team Dealing With Change

Victor is a manager at a facilities management organisation. With the sudden outbreak of
the COVID-19 pandemic, the way organisations operate has entirely changed. With teams
being geographically dispersed, the work process of asset recovery had to be wholly
transformed. Some employees were in remote areas, which made the process more
difficult.
Victor’s team was comprised of young and middle-aged members coming from different
parts of the country. With its ground rules in place, the team collaborated and brainstormed
on all the aspects of asset recovery. Problems that may be encountered in recovering assets
from all types of places were discussed. The difference in opinions was taken into
consideration until a consensus was reached. Finally, the team devised the work process at
local and outstation levels and established a seamless asset recovery process. After a month
of operations, the team members discussed all the pitfalls and incorporated the changes in
the process.
A team exists to achieve goals set collaboratively. The following section discusses the concept
of team goals.

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1.1.2 Team Goals

Team goals provide a framework, guide each member, and give team members clarity on where
to focus. Goals define what the team wants to achieve collaboratively. Clear, unambiguous,
motivating, and attainable goals connect a team’s work with the organisation's goals.
A few examples of team goals are listed below:
▪ To shorten average request response time in six months
▪ To increase the sales revenue by ten per cent in the next year
Goals serve the following purposes:
Provide direction
•Goals define the expected outcomes and therefore provide a definite direction
to the team.
Help maintain focus

•Goals establish the results which the team aims to achieve. This helps the
team members stay focused and work towards achieving them.
Stay motivated
•Goals assist you in defining your accomplishments that result from the
successful attainment of desired outcomes. This keeps you motivated and
encourages you to put in the required effort.
Beat unnecessary delays

•Goals provide clarity to results and thus reduce wastage of time.
Serve as a standard of performance

•Goals provide a benchmark against which performance can be measured.
Analysing the gaps between desired and actual performance helps identify the
causes of performance gaps.
Help in setting priorities

•Goals help you consider the relative importance of achievements and set
priorities
Support decision-making
•Whenever you are confused between two or more courses of action, the one
which leads to achieving goals may be chosen.

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Setting Team Goals

Listed below is a step-by-step procedure for setting goals.
Write a list of potential goals.
Determine how to measure the goals.

Example goal: Achieve 100% customer Metrics: Number of customer complaints
satisfaction. and number of purchases returned
Establish a deadline for achieving the goals.
This is done by considering order of priority of goals and prerequisites for achieving goals.
Identify obstacles to achieving the goal.
These obstacles come in the form of knowledge, skills, expectations, and resources.
Identify how to overcome obstacles.

This can be done by prioritising goals, training, coaching, reading, speaking to experienced
people, etc.
Review the list.
Review it in terms of feasibility.
Monitor progress and continue to set goals.
Use metrics to track progess. If falling behind, identify reasons.

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The format below can be used to set goals.
Measures to
Success Potential
Goals Deadlines Overcome
Measures Obstacles
Obstacles
Setting Goals as per Process Leads to Team Effectiveness

Setting an accurate goal is crucial to team success. Goals should be set in accordance with
organisational processes to facilitate the alignment of employee performance to outcomes. This
alignment provides direction to the employees and helps them to prioritise that results in:
achieving objectives
boosting employee engagement
increasing productivity
encouraging retention
enabling members to understand their role in the overall strategy and contribute
effectively to the team
ensuring that all the members are on the same page.
A positive working environment is created, thereby leading to team effectiveness. Goal and
objective setting is only fruitful if it is followed by a clear understanding of roles and
responsibilities by the team.

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1.1.3 Team Objectives

Team objectives are the specific and measurable actions that the team must take to achieve
the desired outcome. They are aimed at developing a clear understanding of the tasks or
projects that need to be completed. Objectives are a set of actions used for achieving goals.
For example, suppose the sales team’s goal is ‘to increase the international customer base by
five per cent in the next quarter’. In that case, a relevant outbound sales team’s objective may
be defined as ‘to reach out to 15 more international prospects per week’.
Another example can be cited as, if a team’s goal is ‘to deliver customer service and support
with an 85% or higher satisfaction rating’, then a corresponding objective can be set as ‘to
reduce the time in resolving a customer complaint from 72 hours to 48 hours’.
Types of Objectives
There are three types of objectives a team can set. These are the following:
Outcome objectives
•These are results which the team hopes to achieve.
Process objectives
•These are strategies or actions that will lead the team to the outcome.
Performance objectives
•These are standards that the team sets to apply to the process.
Consider the case of a customer service satisfaction survey, where the scores have fallen by six
points. The outcome objective may be defined as ‘to increase customer service satisfaction
scores by six points’. The associated process objective would be to have fortnightly check-ins
with your customer. Lastly, the performance objective would be to spend at least 15 minutes
listening effectively, discussing concerns with the customer, and ensuring that they are
satisfied.

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Goals vs. Objectives
Sometimes goals and objectives are used interchangeably, but they are different. The table
below shows the differences between objectives and goals based on some parameters.
Parameters Goals Objectives
Principle Based on general ideas Based on facts
Specificity Broad intent Specific and precise
Intangible and difficult to

Measurability Tangible and easy to measure
measure
Time frame Long-term Medium- or short-term
Scope Broad Narrow
Generic – an outcome towards Specific – supports the

Action
which a team strives attainment of goals

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Identifying and Setting Team Objectives

The setting of objectives is a crucial task and should be done efficiently to achieve goals. The
methods for setting objectives are listed below.
Benchmarking against Using objectives and key

Setting SMART objectives
historical data results framework
▪ Setting SMART objectives

A SMART framework is a powerful tool to help teams realistically set objectives. SMART
is an acronym that stands for Specific, Measurable, Attainable, Realistic, and Time-
bound.
These attributes are detailed below concerning setting objectives:
• Objectives should be made of clearly defined

Specific
statements specifying what is exactly required.
•Objectives should include a measure to track progress

Measurable
and indicate when target is achieved.
•Objectives should be designed to be challenging but

Attainable
should be agreed by team members.
•Objectives should focus on the results rather than ways

Realistic
of achieving them.
•Objectives should specify the date or the time frame by

Time-Bound
which it will be achieved.
▪ Benchmarking against historical data

Objectives can also be set by benchmarking against historical data. This method
considers the performance of the team in comparison to last year or last month. For
example, if the sales team has a growth rate that is much lower than the industry
standards, then benchmarks related to the previous year’s growth may be used to set
goals to reach where you need to be.

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▪ Using objectives and key results framework

Objectives and key results (OKR) is a framework used by teams to set objectives and
then track the outcome. The concept was created by Andy Grove, an investor in Google
but popularised by John Doerr. It not only specifies what to achieve but also how the
achievement is to be measured.
For example, suppose a team’s objective is to increase visibility by relaunching the
advertising campaign by the end of the first quarter of 2022. In that case, it may be tied
to the key results in the following manner:
KR1 Launch 25% more advertising campaigns.

KR2 Hire a better digital marketing agency.
OKR is an important focus for all global organisations. It helps organisations achieve
their goals faster.
1.1.4 Understanding Roles and Responsibilities of a Team

Roles are defined as one’s position on a team. Responsibilities refer to the tasks and duties
associated with a particular role. The clearer the roles and responsibilities are, the easier it is
for the team members to achieve goals.
Assigning roles and responsibilities offers several benefits as listed below:
▪ Increased productivity
Having a clear understanding of roles and responsibilities helps individuals focus their
efforts in the right direction, increasing productivity.
▪ Increased team efficiency
When all the team members understand their roles and responsibilities, they know how
their contribution leads to achieving team goals, thus increasing team efficiency.
▪ Contribution to team success
When all the team members take charge of their roles and responsibilities effectively,
it leads to team success.
▪ Increased morale and momentum
When the roles and responsibilities are assigned, it provides direction to the employees,
speeds up the achievement of goals, and enhances employee morale.

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Defining Roles and Responsibilities in a Team

Team roles are defined based on how each member can contribute to the accomplishment of
team goals.
Domains of contribution are considered when defining team roles. These domains are the
following:
Knowledge and/or Expertise
•What do they know?
Experience
•What have they done?
Capabilities
•What are they capable of?
RACI is a responsibility assignment chart that maps out all the activities, milestones, and key
decisions involved in completing a task. It provides clarity and structure to the roles performed
in a team. The four roles that team members might play include the following:
R – Responsible
The member doing the work
A – Accountable The member who will be held accountable for the work, or for
approving it (often a manager)
C – Consulted A member who provides consultation/input about the work (could

be anyone inside/outside of your team)
A person who should be informed/updated about the

I – Informed outcome/progress of the work (They should not have a say on how
the work is accomplished.)

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Given below is a sample RACI matrix, wherein in each entry, you are required to put one or
more letters R, A, C, and I.
Person or Role
Task
Person 1 Person 2 Person 3 Person 4 Person 5
Task 1 R I A C
Task 2 C I R A
Task 3 I AR C
Task 4 C R I A
Task 5 A C I R
Responsibilities are defined based on the team's type of work and each individual’s job role. For
example:
▪ Offer guidance and advice.
▪ Contribute strategic thinking.
▪ Generate innovative ideas.
▪ Perform a specific task or type of task.
When roles and responsibilities are clearly
defined, it leads to team effectiveness.
When all the team members know their
roles and responsibilities, it is their
responsibility to formulate plans to
achieve organisational objectives.

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1.1.5 Understanding Work Processes

A work process is defined as a set of activities that guides a team towards its goals. It is a
collection of activities performed by several members to achieve the desired result. It is a
necessary value creation process, whereby all team members work on a predefined process and
create value for the team and the organisation.
Examples of the activities for which work processes may be set are:
▪ product design and delivery
▪ customer support
▪ recruitment
▪ supply chain management
▪ product development
▪ invoicing
▪ market research
▪ order processing.
For example, in onboarding a new employee, you fill out paperwork, file documents, tour the
office, provide the necessary equipment, workspace, and introduce them to the team
members.
Advantages of Setting Work Processes

Having effective processes is vital to the efficient working of teams. Setting work process offers
several benefits, such as the following:
It reduces errors.
It increases productivity.
It provides clarity to team members.
It ensures consistency in repeated tasks.
It saves time.

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▪ It reduces errors.
Having a well-defined process reduces the chances of team members committing errors
while carrying out the process.
▪ It increases productivity.
Well-defined processes specify all the details required to carry out tasks. Therefore,
members develop a clear understanding of all the aspects of the process, which
increases productivity.
▪ It provides clarity to team members.
A well-defined process assists members in understanding their roles and responsibilities
and how they intersect and interact with each other.
▪ It ensures consistency in repeated tasks.
Setting a work process ensures that the repetitive tasks are performed with the same
level of accuracy every time.
▪ It saves time.
Setting the work processes saves the time required in gathering the required
information to complete the task.
Identifying and Establishing Work Processes

Work process identification
results in streamlining several
activities and reduces the
number of efforts and
resources required. Each team
uses several work processes.
Some of these processes are
efficient, whereas some are
not. There are ways in which
new work processes can be
identified and established.

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Start by asking simple questions such as:

▪ What do we need to achieve with the work process?
▪ What problems or issues do we want to address?
These problems are reflected in dissatisfied customers, high expenses, and overworked staff.
These problems either lead to the creation of new processes or improve the existing ones.
With this, you should Identify how a business process intersects and interacts with other
processes in the organisation. For example, an organisation intending to improve the product
assembly process must consider the material ordering process. A product can only be
assembled if you have all the pieces on hand.
Improving Work Processes

Having identified the work processes, they must be followed effectively. The table below
discusses the methods to improve work processes.
Methods Examples
Time tracking and analysis ▪ Screenshots
(To understand how your team is ▪ Automatically generated timesheets

using time) ▪ Daily or weekly time reports
▪ Analysing tasks and projects completed

Monitoring team performance
▪ Identifying bottlenecks
(To quantify team efforts)
▪ Understanding the root cause of problems
Reviewing and optimising

constantly ▪ Being proactive in implementing changes.
(To identify areas of improvement)
Talking regularly and having productive discussions

over:
Communicating ▪ phone
(To enhance clarity in the team) ▪ email
▪ collaboration tools such as Skype, Microsoft
teams, Google Chat, etc.
The teams need to be led effectively in setting goals and work processes to achieve desired
outcomes.

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1.1.6 Leading Teams in Identifying and Establishing Objectives and Work Processes
Setting objectives and work processes lay the foundation for the hassle-free working of the
teams. A leader’s role is of utmost importance during this process for the following reasons:
▪ To maintain the focus of the teams
▪ To keep the teams motivated to identify and establish objectives and work processes
▪ To help the team members understand the expectations of the senior management
▪ To develop realistic work processes facilitating hassle-free working
▪ To establish SMART objectives that are challenging and in alignment with the vision of
the organisation
▪ To facilitate understanding of how the team objectives and processes contribute to
organisational success
▪ To facilitate understanding of the individual role in the accomplishment of team goals
There are many ways in which teams can be led during the process of identifying and
establishing objectives and work processes, such as in the following:
In setting values This provides a framework for acceptable methods, standards of

performance, the extent of participation, etc.
In providing a This provides the team members a skeleton to work on in

framework collaboration.
In streamlining the
decision-making This speeds up the process of identifying and establishing objectives
process and work processes.
In identifying member This helps in assigning tasks and responsibilities according to

strengths competence.
In setting accurate This establishes a reference against which objectives and work
goals processes are to be measured.
In taking input from

team members This helps in considering all the related aspects.

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1.2 Support Team to Document Identified Objectives and Work Processes According to
Organisational Processes
Proper documentation lays the foundation of a strong organisation. Documents facilitate a clear
understanding and clarity and ensure that all the organisation's employees are on the same page.
Organisations having strong documentation processes yield better outcomes compared to the ones
having weak documenting processes. All the organisations document their policies, procedures, goals,
objectives, work processes, etc.
The objectives and work processes identified by the teams should be documented properly to provide
a common understanding and avoid confusion among team members. This documentation has to be
in line with the organisational processes. As a leader, providing support to the teams in the
documentation process is essential. This helps generate awareness among the team members and
aligns their actions to the organisation's strategic objectives.
In this chapter, you will learn about organisational processes, documentation and its importance, and
ways of documenting objectives and work processes. Further, you will also learn about the importance
of documenting in line with organisational policies.

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1.2.1 Understanding Documentation

Documentation refers to all the records which an organisation has to keep and use to
communicate decisions internally. It involves keeping a record of goals, objectives, decisions,
statuses, and processes for handling repetitive tasks.
Documentation offers the following benefits:
▪ It saves time and energy.
▪ It is essential to quality and process control.
▪ It cuts down duplicative work.
▪ It makes training and learning easier.
▪ It is used for knowledge sharing and retention.
Ensuring the Accuracy of Documentation

Once created, checking the accuracy of documents is of paramount importance. The accuracy
of the documents can be ascertained in the ways listed below:
▪ Spend the time to check your documents for following the format and the type of tone
used.
▪ Double-check to ensure that the facts are accurate.
▪ Verify that the tone and style of the documented activity/policy/procedure/work
process, etc. align with the type of document and its purpose.
▪ Check the document for the format, grammar, and spelling.
▪ The layout of the document should be as approved by the organisation.
1.2.2 Documentation of Work Processes

Documenting processes can help you achieve the following objectives:
Process optimisation Identify bottlenecks and inefficiencies to locate the processes you
need to modify/get rid of.
Process automation Find potential tasks which can be automated, thereby saving time
and resources.
Operational Processes are repeated in the same manner every time, thereby
consistency saving time and energy.

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Ways to Document Processes

Process documentation involves recording the steps of a process in a detailed manner to show
how a process is carried out. Processes can be documented in any form that details the
execution of the process.
Some popular ways in which the processes can be documented are through the following:
Policies
•These are regulations that individuals should follow for the smooth
conduction of business.
Checklists
•It is a comprehensive list of things that are required to be done.
Forms
•A form consists of a printed sheet of paper soliciting input from the employees
in an organisation.
Tutorials
•These are step-by-step instructions for carrying out the various activities in an
organisation.
Screenshots
•These are digital images that allow you to share information in an

organisation.
Links to other applications
•These facilitate embedding additional details that the organisation may

require from the employees.
Process maps
•These are step-by-step guides detailing the inputs, actions, and outputs of a
process.
A documentation method that takes into account the organisational processes is very effective.
The next section discusses the concept of organisational processes and the benefits of
documenting in line with them.

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1.2.3 Organisational Processes

Organisational processes are defined as a set of generic tasks and activities required to achieve
the outcomes. Processes transform inputs such as materials, information, and people into
outputs. Organisations have varied processes, such as the following:
New product development
Customer service
Order fulfilment
Resource allocation
Decision-making
Client onboarding
Procurement
Employee onboarding

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Advantages of Having Organisational Processes

An organisation may have many or a few processes. These processes can be simple or complex.
Identifying processes offers numerous benefits to the organisations in terms of:
▪ visualisation
▪ benchmarks
▪ stability, regularity, and uniformity
▪ transparency
▪ scalability
▪ simplicity in execution and recall
▪ basis for improvement.

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The organisations have a wide variety of processes for the accomplishment of the objectives.
For the efficient conduction of these activities, the documentation must be aligned with the
organisational processes. The benefits of this alignment are:
Ease in understanding Smoothness in carrying out activities.
▪ Ease in understanding
When in line with the organisational process, the documents prove to be very helpful
in understanding the processes and enhancing productivity.
▪ Smoothness in carrying out activities
An alignment between processes and documentation ensures that all the information
required for the smooth conduction of activities is readily available.
Organisational Processes Supporting Documentation

Effective documentation calls for adhering to certain processes when supporting
documentation, such as the following:
Documentation backup process Linking to related documentation
▪ Documentation backup process

This ensures that the documents created are stored properly and can be used and
restored when required.
▪ Linking to related documentation
This process must be mandatorily followed so that all the related documents are in sync
and can be effectively used across the organisation

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1.2.4 Supporting Teams in the Documentation Process

A culture of documentation should be encouraged in the teams to foster uniformity, clear
understanding, sharing, and retaining knowledge. Leaders can support the teams to document
in the following ways:
▪ Standardising the processes
Implementing predictable systems for documenting removes any ambiguity and
uncertainty. This can be achieved by using templates.
▪ Encouraging building living documents
Teams are reluctant to document when there are changes in the organisation. To
encourage teams to document, build living templates that can be updated and grown
in line with the organisation.
▪ Inviting each member to contribute
When asked to give their inputs, each member feels valued. Also, the suggestions and
insights given make the documentation process easier and more effective.

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1.3 Encourage Team Members to Incorporate Innovation and Productivity Measures in

Work Plans
Planning is the process of making decisions regarding the future course of action. It is the most
effective way to resolve problems and complete any project. Having a work plan implies establishing
clear goals and objectives. These work plans provide a road map for the team to direct its efforts. The
more accurate is planning, the lower are the chances of facing bottlenecks.
Incorporating innovation and productivity measures in work plans is necessary for the regular
improvement of the same. These are the benchmarks against which the performance will be
measured. It facilitates the incorporation of the changes in the external and internal environment.
These measures are important for the team and the organisation to stay competitive.
In this subchapter, you will learn about work plans and their development, measures of innovation
and productivity, and their usage. Furthermore, this subchapter will also teach you about the team
plan and its development.

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1.3.1 Understanding Work Plans

A work plan is an important tool used by organisations to:
▪ delegate tasks
▪ manage workflow
▪ track the various parts and deadlines.
A work plan usually has a duration of six to twelve months, but it can be customised and
adjusted to the specific needs within the organisation. It keeps the team members focused and
accountable.
Components of a Work Plan

A work plan is comprised of the following essential components:
Component Use of the Component
▪ Provides an overview of the plan

Abstract
▪ Should be brief and written at the beginning
Introduction/Background ▪ Specifies the problem which the work plan intends to

information solve
▪ Enlist the solutions required to solve the problems

Goals and objectives
listed in the work plan
Resources ▪ Include human and non-human resources
▪ Identify problems you must overcome to achieve

Constraints objectives such as underperforming employees, fund
shortage, high turnover, etc.
▪ List strategies to solve problems listed as constraints,

Strategies such as increasing revenue, hiring more staff, buying
new equipment, etc.
▪ Include supporting or additional documents such as

Appendices budgets, schedules, or any other data
▪ Useful but not relevant to be included in the main text
▪ Highlights the main points of the plan

Summary
▪ Should be brief and written at the end

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Purpose of a Work Plan

A work plan serves the following purposes that are listed below:
Creates a ready visual reference
Helps in the reduction of potential difficulties
Optimises utilisation of resources
Helps in prioritisation
Gets more things done in less time
Process of Developing a Work Plan

A well-thought-out work plan ensures success. The following are the steps you should take
when creating a work plan.
1. Set goals.
o Create goals in line with the vision of the company.
o Be specific. (Example, ‘Increase referrals by 15% by the end of the fourth
quarter.’)
2. Lay down objectives.
Define objectives to achieve goals.
For increasing the referrals by 15%, the following objectives can be laid down:
o Contact 150 customers per week for referrals.
o Launch a rewards programme.
3. List resources.
The resources should be identified in the form of funding, equipment, material, space,
and labour.
4. Identify obstacles.
It helps you set a buffer for unforeseen events. For increasing referrals, the obstacles
faced might include the following:
o shifting manpower away from your project
o low enrolment in the rewards programme.

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5. Create a step-by-step plan.

Break down the objectives further to establish a step-by-step work plan and delegate
the roles and responsibilities to team members.
The objective of launching a referral programme can be broken down as the following:
o Determine the value of referral against the amount spent on the reward.
o Conduct a survey to understand the type of rewards customers is interested in.
o Update the website or create a new web page.
6. Execute and evaluate.
Execute the work plan and, at the same time, evaluate the progress. If any issues are
faced, move ahead with the backup plans as discussed in step 4.
The work plans, once developed, require regular upgrades and improvement.
Incorporating innovation and productivity measures in work plans ensures the same.
The following section discusses the concept of innovation and productivity and their
measures.

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1.3.2 Innovation and Productivity

Innovation implies the creation
of a new value and/or a new
way of capturing new value. It
means a process wherein new
ideas, products, services,
methods, etc., are brought to
the organisation. Innovation
starts with generating ideas
followed by brainstorming,
which allows ideas to be
filtered. After that, leaders
consider whether each
business idea is viable, feasible,
and desirable.
For example, an organisation innovated its process and optimised its response time to market
demands. Only 15-20% of their clothes are produced before the season's arrival, 50-65% during
the beginning of the season. The remainder were made during the season to respond to
customer wishes.
Business innovation should serve one or more of the following purposes:
Improve existing Improve existing Reach new

Solve a problem
products or services processes customers
Measuring Innovation
The most important aspect addressed by measuring innovation is to ensure whether you are
moving in the correct direction. Innovation metrics help you identify if you are doing adequate
activities in the right direction to achieve results.
Measuring innovation enables you to:
▪ guide resource allocation process
▪ hold people accountable for their roles and responsibilities
▪ assess the effectiveness of your innovation activities.

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Productivity
Productivity in the workplace is
defined as the amount of work
done over some time. It is a
measure of output per unit of
input, such as human and non-
human resources.
Car manufacturers and online
retailers are prominent examples
of organisations with a high level
of productivity.
Measuring Productivity
Productivity measurement facilitates communication within a team. The following are the ways
in which measurement of productivity can help the successful completion of the work plan:
Assists in devising Allows proper Helps identify weak Provides feedback

effective operations allocation of labour areas in required areas
▪ Assists in devising effective operations

This done by undertaking a complete analysis of business resources (technological,
human resources, etc.) and understanding how to use the resources strategically. This
enables the teams to devise effective strategies and efficient operations.
▪ Allows proper allocation of labour
This leads to effective time management in task completion
▪ Helps identify weak areas
This provides an opportunity for the teams to implement strategies effectively.
▪ Provides feedback in required areas
This helps the team adjust and align its resources and efforts in the right direction.

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1.3.3 Measures of Innovation and Productivity

If the organisations do not innovate and become productive faster than their counterparts, their
profitability may sink in the long run. Innovation and productivity measurement helps the
successful functioning of the work plan along with identifying room for improvement. These
measures should be incorporated in the team development plan because they facilitate the
inculcation of desirable skills in the team members. This paves the way for higher employee
engagement resulting in long-term benefits to the organisation. The following measures that
will be discussed may be considered for successful measurement.
Measures Related to Benchmarking Data

Benchmarking data involves comparing current performance with a benchmark that may be
recorded in the past or an industry standard. Some of the measures that may be used are:
Ratio Analysis
Trend Analysis
▪ Ratio analysis
Various ratios are calculated that indicate the financial health and profitability against
industry benchmarks using the current financial year’s profit and loss account and the
organisation's balance sheet. Some of the ratios that may be calculated are net
turnover ratio, gross turnover ratio, current ratio, etc.
▪ Trend analysis
The current income, expenses, profit, etc., and ratios are compared to the past
performance. The trend over some time reveals the direction in which the organisation
is proceeding.
These measures help measure innovation and productivity fairly and can track whether the
efforts are in the right direction and the pace of efforts is appropriate. They may be used in
work plans to analyse and estimate the various expenses related to innovation and productivity
by benchmarking them against the historical data or competitor’s performance.

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Measures Related to Customer Demand

Innovation and productivity can be measured using measures related to customer demand,
such as the following:
Sales from innovative products
Low number of customer complaints
▪ Sales from innovative products

A high proportion of sales coming from innovative products indicates that the
organisation is high on innovation and productivity, whereas a low value calls for
▪ Low number of customer complaints
The statistic reveals the extent of customer satisfaction with the product. A low number
indicates high customer satisfaction and productivity. It also suggests that the
organisation is innovative enough to keep up with the changing customer needs.
These measures ensure that work plans are good enough to cater to the customer demands in
the market. If these measures are not satisfactory, then a revision or update is required.
Measures Related to Team Efficiencies

These measures are also a good indicator of productivity and innovation. Some of these are
discussed below:
Number of ideas per month given by team members
Number of team members who received or are receiving innovation

training
▪ Number of ideas per month given by team members

A high number of actionable ideas given by the team members indicates that the
organisation has a culture that supports innovation and enhances productivity.
▪ Number of team members who received or receiving innovation training
A high value of this statistic indicates that the organisation promotes a culture of
innovation and aims to enhance the customer experience with the product/service,
thereby leading to enhanced productivity.
When incorporated in work plans, these measures indicate that the work plans are undergoing
continuous upgradation and improvement and will contribute to higher productivity.

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Measures Related to Organisational Continuous Improvement Strategies

The improvement strategies continuously followed by the organisation are a good indicator of
innovation and productivity. Some of the measures are listed below:
Research and development expenses
Number of employees engaged in research and development
Expenses on information and communication technology
Number of employees having higher education
Number of non-technological changes
▪ Research and development expenses

A high value of this statistic indicates an organisation’s consistent effort to improve its
products, services, processes, etc.
▪ Number of employees engaged in research and development
A high number reveals that the organisation strives to keep pace with and foresee the
rapidly changing environment.
▪ Expenses on Information and communication technology
A high expense ensures a good flow of information, which is crucial to organisational
effectiveness. Proper channels of communication allow members to be on the same
page and enhance productivity.
▪ Number of employees having higher education
A good number indicates having a strong think tank in the organisation that will
contribute to innovation and productivity.
▪ Number of non-technological changes
If appropriately implemented, several non-technological changes such as introducing a
unique marketing strategy, increasing customer engagement, etc., increase
productivity. A high value indicates that the organisation is making a consistent effort
towards innovation and productivity.
A good number of these measures in a work plan indicate that the work plan aims to improve
continuously and is getting more effective with time.

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1.3.4 Encouraging Innovation and Productivity

Innovation and productivity are the backbones of a successful organisation. A culture promoting
the same should be encouraged by following the strategies given below:
Inviting input
Enabling team members to make decisions and act
Being available
Removing unnecessary official procedures
Allowing people to recommend in a written manner if they do not want to speak up
Giving a high priority to maintaining work-life balance
Leading by example
Providing training and education to the employees
▪ Inviting input
Keep the team members well informed of the strategies and challenges of the
organisation. Invite their input at the beginning of developing a work plan. Early
involvement motivates the members to work towards completion. Their active
participation leads to the generation of more ideas.
▪ Enabling team members to make decisions and act
Trust members to take calculated risks and attempt innovative ways of approaching
work. Do not be sceptical when things go wrong; otherwise, innovation and productivity
will take a backseat.
▪ Being available
Make sure you are available to your team members to listen to their valuable ideas and
suggestions. Encourage formal two-way discussions. You may also use brainstorming of
ideas, intranet, or even a box to invite suggestions.
▪ Removing unnecessary official procedures
Look for internal processes which are blocking innovation. Take measures to streamline
the process so that ideas are converted to action quickly.

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▪ Allowing people to recommend in a written manner if they do not want to speak up

Encourage your team that their input is welcome in their preferred way.
▪ Giving a high priority to maintaining work-life balance
Avoid overloading the employees with work. Design programs that promote work-life
balance such as paid off for voluntary work, work from home, work redistribution as
and when necessary.
▪ Leading by example
Be a role model for your team. Think creatively about your work and inspire your team.
▪ Providing training and education to the employees
Your team members require tools to think innovatively. Also, they need to regularly
update their expertise and knowledge to be productive and innovative in the
workplace.

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1.4 Lead and Support Team Members to Meet Expected Outcomes
Expected outcomes are the results that the team strives to achieve. The desired outcomes require the
team members to collaborate, take charge of their roles and responsibilities, and assist each other.
This creates a positive environment in the team leading to higher levels of productivity.
Effective leadership is of paramount importance in working towards desirable outcomes. Individuals
in the team rely on the processes, procedures, guidelines, and frameworks and performance
standards established by the leadership. In addition to leading the team members, adequate support
in the form of providing training, being available, resolving conflict, providing adequate resources,
etc., is also required for the team members to perform at an optimum level.
This subchapter discusses the concept of leadership and its styles, key features of common leadership
styles, the concept of expected outcomes and ways to achieve them. In this subchapter, you will also
learn about how teams can be led and supported to meet expected outcomes.

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1.4.1 Understanding Expected Outcomes

An expected outcome is defined as a result or a change that the team expects to achieve after
completing the project.
Some of the examples of expected outcomes are:
increased retention rates
increased revenue
decreased cost
increased word of mouth
process improvements
more upselling opportunities
Establishing expected outcomes is important to:

▪ know where you are heading
▪ state what is to be accomplished
▪ keep team members on the same page
▪ focus efforts on what is most crucial
▪ measure your impact.
Features of Expected Outcomes

Some of the important features of expected outcomes are detailed as the following:
▪ Expected outcomes are directly related to program goals and objectives.
▪ They specify an achieved end state.
▪ They can be quantified and measured.
▪ Outcomes can be qualitative or quantitative.

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1.4.2 Leading and Supporting Teams

Leadership is defined as encouraging and motivating team members to work towards the
attainment of organisational goals. Leaders are responsible for setting direction, building an
inspiring vision, and creating something new. Leadership involves guiding individuals to achieve
the desired outcomes.
Characteristics of an Effective Leader

The personal qualities or the leadership traits define effective leaders. With practice, leadership
traits can be acquired over some time. Some of the characteristics of good leaders are described
in the table below.
Traits Descriptions
▪ Able to explain problems and solutions clearly

Good communicator
▪ Know when to speak and when to listen
Accountable and ▪ Hold themselves accountable

responsible ▪ Take responsibility for their mistakes
▪ Able to plan for the future

Long-term thinker
▪ Understand the need for continuous change
▪ Able to make difficult decisions and lead with

Confident
confidence
Self-motivated ▪ Able to continue despite difficulties and setbacks
▪ Have control over their emotions

Emotionally stable
▪ Able to tolerate frustration and stress
▪ Able to foster a team culture

People-oriented
▪ Involve people in decision-making
Strategic and critical ▪ Able to think critically for the team/organisation they
thinker work in
▪ Develop skills in others by delegating responsibilities

Delegator
▪ Allow others to make mistakes and learn from them

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Leadership Styles
Leadership style is a leader’s approach to guiding and directing, planning implementations, and
motivating individuals. In 1939, Psychologist Kurt Lewin proposed that a leadership style may
fall into any three categories discussed below.
Leadership
Traits Applicable situations
styles
▪ Provide clear expectations

about work
▪ Situations in which rapid
▪ Focus on orders by the decisions and decisive
leader and domination over actions must be taken.
Autocratic
the followers
▪ Teams in which the leader is
▪ Make independent decisions the most knowledgeable.
requiring little or no input
from the team
▪ Offer guidance to team

members
▪ Participate in the group ▪ Situations in which the team
leader is trying to establish
Democratic ▪ Allow suggestions from and maintain relationships
other team members with team members.
▪ Encourage group members
to participate
▪ Offer little or no guidance to

Laissez team members ▪ Situations in which experts
Faire ▪ Leave decision-making to are involved.
the team members

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Multimedia
According to top UQ Business School researchers, these are the top five leadership
trends that will dominate the business landscape in 2021 and beyond.
Leadership Trends for 2021
Other Leadership Styles

In addition to the above-stated leadership styles, researchers have emphasised other various
leadership styles, the characteristics of which are discussed below:
▪ Transformational
o This style involves motivating and inspiring followers and directing positive
changes in groups
o Transformational leaders are characterised by high emotional intelligence,
energy, and passion.
▪ Transactional
o This style views the leader-follower relationship as a transaction, whereby the
individual by virtue of accepting a role has agreed to obey the leader
o This style creates clearly defined roles.
▪ Situational
o This style emphasises the influence of the developmental and skill level of
learners on the leadership style
o Directing, coaching, supporting, and delegating are the four styles of this
leadership.

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Key Features of Leadership Styles

All the leadership styles have the following key features in common:
▪ Courage
A leader must be courageous enough to take the initiative, grab the opportunities,
stand by their decisions, and take responsibility for failures. They must be brave to take
bold decisions and willing to take risks for the organisation's success.
▪ Mindfulness
A mindful leader can manage his stress which in turn reduces the stress of the team.
They do not take problems and threats personally and can manage their reactions.
▪ Vulnerability
Leaders need to be vulnerable, i.e. show their true self and, expressing how they think
and feel. This helps in creating strong relationships with the team members.
In addition to leading teams, supporting them is equally important in achieving desirable
results.
Supporting the Teams

Supporting the team members plays a prominent role in meeting the expected outcomes of the
team. Supporting teams is important because of the following reasons given below:
It boosts creativity and

It reduces stress. It helps build skills.
performance.
Difference Between Leading and Supporting Teams

The terms leading and supporting are used interchangeably in the context of teams, but there
are differences in the way they are perceived, as explained below.
▪ Leading
o Aims at achieving expected outcomes
o Establishes a team performance plan
▪ Supporting
o Aims at improving interpersonal relationships, developing skills, reducing
stress, and building morale
o Establishes a team development plan
Having understood the concept of leading and supporting teams, the following section
discusses how the team development plan supports the team.

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1.4.3 Team Development Plan

A team development plan helps in identifying all the learning requirements of the team in terms
of the following:
▪ The team purpose and the capabilities required by the team to achieve it
▪ The support required by each individual in the team from their colleagues in the
accomplishment of individual developmental goals (related to the purpose of team or
career management)
The team development plan addresses all the requirements associated with:
▪ innovation and productivity measures
▪ team cohesion
▪ issues management.

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Process of Developing a Team Development Plan

The team development plan can be formulated following the steps listed below.
Clarify the team purpose.
Identify the knowledge, skills, and capabilities required.
Identify which capabilities are required across the team, strongly by some and moderately
or not at all by team members.
Agree on how these can be incorporated in each member's development plan.
Share and discuss the personal development plan of all members of the team, including
your own.
Discuss in detail the responsibilities for individual and collective learning, supporting,
monitoring, and reviewing learning.
Establish the formal team development plan and its components.

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1. Clarify the team purpose.

The team purpose defines the reason for which the team is created.
2. Identify the knowledge, skills, and capabilities required.
Based on the performance evaluation of the team members and input provided by
them, identify the knowledge skills and capabilities required in terms of the following:
▪ Team cohesion
o What team-building exercises should be incorporated into the team
plan?
▪ Issues management
o How can the team members be enabled to resolve problems, issues,
and concerns on their own and as a group?
o When to escalate the issues to the team leader?
▪ Innovation and productivity measures
o What are the relevant innovation and productivity measures that the
team should concentrate on?
3. Identify which capabilities are required across the team (determine whether they are
strongly, moderately or not at all required).
All team members require some skills such
as taking responsibility for their own work,
assisting each other, respecting diversity,
generating innovative ideas, etc. are
required by all the team members. Others,
such as technical skills, knowledge of the
domain, team management, etc., are
required only by a few. Identification of
team members for individual and
professional development is important for
achieving expected outcomes.
4. Agree on how these can be incorporated into each member's development plan.
All the individuals' skills for their professional growth should be incorporated into their
development plans. Discuss individually with all the team members what their
requirements are.

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5. Share and discuss the personal development plan of all members of the team,
including your own.
This facilitates an understanding of the specialised areas of expertise of individual team
members and the team. It also sets the standards for personal and professional
development.
6. Discuss in detail the responsibilities for individual and collective learning, supporting,
monitoring, and reviewing learning.
This aligns the learning acquired by the team members with the overall team purpose
and is very important to achieve expected outcomes.
7. Establish the formal team development plan and its components.
These components address the following:
▪ Learning objectives
What skills are required to be
developed in the team members
to address issues management,
team cohesion, innovation, and
productivity?
▪ Resources
What are the human and non-
human resources required to
achieve these objectives? Are
they available in-house or need
to be outsourced?
▪ Timeframes
How much time is required and is available for the development of requisite
skills?
▪ Individual and collective responsibilities
Who is responsible for which task, and what is the collective responsibility of
the team?

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1.4.4 Achieving Expected Outcomes

The expected outcomes can be achieved by following the process given below.
Define the expected outcomes in terms of quality of work, deadlines, resources, and
support.
Define the value to be delivered at the individual, team, and organisational level.
Establish outcome accountability in terms of expectations and commitments agreed to

between the individual and the team.
Agree how these can be incorporated in each member's development plan.
Develop a plan including key points and dates.
Communicate the expected outcomes.
Monitor progress and take corrective actions.
Having the team development plan in place and implementing it properly leads to upskilling of
team members. At this stage, the teams need to be led to achieve expected outcomes.

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Leading Teams to Meet Expected Outcomes

A leader’s role is of paramount importance in motivating the team members to achieve
expected outcomes. Some of the effective ways in which teams can be led to meet expected
outcomes are by the following:
▪ Establishing roles specifying the expectations from each team member
▪ Defining the authority and responsibility of each team member
▪ Delegating effectively to achieve the desired results
▪ Making provisions for required resources
▪ Establishing a robust conflict management system to avoid unnecessary blockages and
delays
Ways of Supporting Teams to Meet Expected Outcomes

As a leader, you are responsible for the successful working of your team members. The
following ways are how you can extend your support to team members:
Checking in regularly Communicating regularly Being inclusive
Empowering team Being emotionally

Setting reasonable goals
members intelligent
Acknowledging and
Promoting growth
rewarding
▪ Checking in regularly
Regular catch-ups can be beneficial and can be done by conducting progress meetings
for projects and personal development. Providing access to regular and scheduled
feedback also helps in checking in.
▪ Communicating regularly
This requires sharing ideas, points of view, information, and expertise. This also involves
communicating what needs to be done and what areas need focus, giving and receiving
feedback, brainstorming ideas, and listening to team members.
▪ Being inclusive
All the team members should be given a chance to provide their inputs. Disagreements
and differing opinions should be heard and solved respectfully.

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▪ Empowering team members

This can be achieved by allowing them to take decisions and actions according to their
judgment and think for themselves.
▪ Being emotionally intelligent
An effective tool to support members is to be emotionally intelligent, i.e. to work and
enhance your ability to understand and manage your and your team member’s
emotions.
▪ Set reasonable goals
Setting goals relates to prioritising what is important. Goals should be reasonable
enough for the team to achieve.
▪ Promoting growth
Provide the team members, necessary training, mentoring, and on-the-job learning to
achieve the expected outcome.
▪ Acknowledging and rewarding
Supporting team members instils pride of ownership and motivates them to put their
best foot forward.

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Notes

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Key Points: Chapter 1

• The roles in a team can be clarified by creating a RACI matrix.
• Documentation should be done in line with the organisational processes to
facilitate easy understandability and smooth activities.
• A work plan is an important tool that organisations use to assign tasks, manage
workflow and track the various components and milestone deadlines.
• A team development plan identifies the collective learning needs of the team in
terms of team purpose, capabilities, and support required.
• An expected outcome is defined as a result or a change that the team expects to
achieve after completing the project.
• Mindfulness, courage, and vulnerability are the key features of leadership styles.
Learning Checkpoint
Now that you have finished this chapter, let’s do some learning exercises.
Complete the learning activities for this chapter on the following pages.
For guidance and additional instructions with these activities, talk to your
trainer/assessor.

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Activity 1: ‘True’ or ‘False’ Quiz

Let’s review what you’ve learnt from this Chapter. Read each statement below.
Tick ‘True’ if the statement is correct, and ‘False’ if not.
Statement True False
A team development plan identifies the collective learning needs of the

☐ ☐
team.
Innovation starts with a business idea that is viable, feasible, and

☐ ☐
undesirable.
An expected outcome is defined as a result of a change that the team

☐ ☐
expects to achieve after completing the project.
Leading a team aims at improving interpersonal relationships, developing

☐ ☐
skills, reducing stress, and building morale.
Emotional Intelligence implies the ability to manage your and your team
☐ ☐
member’s emotions.
The team purpose defines who the team serves and what value the team
☐ ☐
creates for them.

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Activity 2: Fill in the Blanks
Complete the statement given below by filling in the blanks with appropriate responses from the
selection options provided.
FILL IN THE BLANKS

To support teams in meeting the expected outcomes, the leaders need to communicate regularly
with the team members to aid in sharing ideas, points of view and ; communicating what
needs to be done, and giving and receiving . Regular can also be beneficial, which can
be done by conducting meetings or giving access to feedback. Support can also be provided by
being , which implies giving each member a chance to provide their inputs. An effective tool
to support team members is to be , which helps you manage your and your team members'
emotions.
SELECTION
Inclusive Emotionally intelligent
Catch-ups Expertise
Feedback

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Activity 3: List Concepts
List three ways in which members can be encouraged to incorporate innovation and productivity
in work plans.
a.
b.
c.

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Chapter 2: Promote Team Cohesion
Team formation must be followed by creating a culture of teamwork among the members of a team.
Team cohesion comes into play when a team works in a unified way to achieve team goals. Team
cohesion is an important ingredient for success in the workplace. It facilitates smooth interpersonal
relations, open communication, improved employee satisfaction, and increased motivation. The
leader must promote this cohesion. Teams can be trained to be cohesive by taking appropriate
measures.
A clear definition of roles and responsibilities is required for team cohesion. The members of a
cohesive team aim towards collaboratively achieving the expected outcomes. Members of a cohesive
team have a greater degree of focus on the entire group rather than themselves.
In this chapter, you will learn how to provide opportunities for input to team members into planning,
decision-making, and operational aspects of a work team. You will also learn how to support team
members to take responsibility for their work and assist each other in undertaking required roles and
responsibilities. In addition, you will also learn how to provide feedback to team members, address or
refer issues, concerns and problems, and model expected behaviours and approaches.

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2.1 Provide Opportunities for Input of Team Members Into Planning, Decision Making and
Operational Aspects of Work Team
Teams achieve success when team members work collaboratively. This can be achieved when the
leader of the team involves the members in providing their valuable inputs. These inputs can be
solicited from the members in several ways. Leaders need to provide opportunities to the team
members to give their inputs. This calls for a positive work environment where the team members can
voice their opinions fearlessly.
Seeking inputs from the team members in planning, decision-making, and operational aspects ensures
greater chances of the team success. Following this process leaves no room for confusion and conflicts.
Being a part of the process, the members assume greater responsibility for achieving the goals.
In this subchapter, you will learn the concept and the process of team planning and decision-making.
Further, you will also learn about the operational aspects of a work team, the importance of taking
inputs from team members, and ways to invite the same.

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2.1.1 Understanding Team Plans

Team plans are developed when team members collaborate to discuss goals and objectives and
develop a strategic plan for the next quarter or six to twelve months. A team plan motivates
people to work together and achieve goals.
A team plan may contain the following information:
A statement of team purpose
Performance measures
Actions that are required to achieve expected outcomes
Team development goals
Goals to enhance team competency
Team plans are very important for the successful working of the teams. The following are the
advantages of having an effective team plan:
▪ Efficient use of resources
All teams have scarce resources. Having a team plan ensures that these resources are
utilised effectively without any wastage.
▪ Management of risk and uncertainty
Planning considers all the possible risk factors and develops what-if scenarios. This
helps in the identification of risk factors and the development of contingency plans.
▪ Team building and cooperation
When the plans are communicated to the team members, everyone becomes aware of
their roles and responsibilities and ways to take charge of them. They understand how
their work contributes to the achievement of the team goals.
▪ Accountability
A team plan helps establish the authority and responsibilities of the individual team
members and holds them accountable for the assigned tasks.

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Purpose of a Team Plan

Team planning is an activity where all team members collaborate to discuss goals and objectives
and develop a strategic plan for the next six to twelve months. A detailed team plan is used to:
provide future direction and set the roadmap for the team
identify the expected performance levels of the team
identify how these targeted performance levels will be achieved
measure timely progress towards the desired performance levels
provide guidance and support to the team.
Benefits of Setting up a Team Plan

A team plan is one of the important tools which ensures the achievement of goals. It offers the
following benefits:
Provides focus, clarity, and vision to each team member
Allows members to control their own agenda
Provides motivation to move forward
Helps team members develop a long-term view

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Process of Setting a Team Plan

A team plan can be established by following the process given below:
Undertake SWOT analysis. Define team purpose.
Identify resources and

Set objectives.
support.
Shore up the plan. Set up a timeline.
Keep the plan alive.
1. Undertake SWOT analysis

Identify the strengths, weaknesses, opportunities and threats for the team with respect
to the external and internal environment.
2. Define team purpose
This focuses the team on delivering the right things to the right people at the right time
in the right way.
3. Set objectives
Use the SMART framework to set the objectives.
4. Identify resources and support
Enlist what is required in terms of human and non-human resources to achieve the plan
(e.g. time, money, other people's efforts).
5. Shore up the plan
This helps the team avoid unnecessary tasks to the plan and set up a realistic,
achievable, and balanced plan.
6. Set up a timeline
Identify the milestones or crucial points and map them to all the other activities in your
calendar year to create a realistic plan (i.e. meetings and conferences to attend, etc.).
7. Keep the plan alive
Build in regular team meetings to review the progress of the plan.

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2.1.2 Team Decision-Making
Team decision-making requires that the members of a team choose collectively from the
options before them. Such decisions are attributable to the team as a whole and offer two
distinct benefits. These benefits are the following:
Synergy Sharing of information
•It implies the whole is greater than the •Each group member may contribute
sum of its parts. unique information and expertise.
•Collective decisions identify more •Sharing information increases
complete solutions and understanding and clarifies issues.
recommendations.

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Team Decision-Making Process

An effective team decision-making process comprises the following steps:
Recognise the problem.
Define the problem in terms of how, when, and where members became aware of the
problem.
Gather information to verify that the problem has been defined correctly and develop
alternative solutions.
Develop alternative solutions by discussing with team members.

(Brainstorming, asking questions, and exploring by reading magazines and journals, etc.)
Select the best alternative by weighing it against the expected outcome and discussing the
adverse consequences of each alternative.
Implement the best alternative by proper planning and communicating the decision to all
the stakeholders.
Evaluate the outcome to examine whether the selected course of action has resulted in
desired outcome.

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2.1.3 Operational Aspects of a Work Team
The operational aspects of a work team specify how the work processes would be put into
action. This includes finding answers to questions such as the following:
▪ What equipment and machinery are required?
▪ How many team members are required?
▪ What are the kinds of capabilities required of team members?
▪ What are the tasks to be performed?
▪ Who is responsible for which task?
▪ When will the specific resources be required?
▪ Is external assistance needed?
Answering these questions helps in the smooth sailing of the work processes and the successful
completion of the work plan.

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2.1.4 Inviting Input From Team Members

Decisions and plans made by the team lead to better outcomes. Involving team members in the
initial stages is an effective way to use human capital and give members a chance to share their
knowledge and expertise.
The importance of taking feedback and inviting input from team members in planning and
decision-making processes cannot be undermined for the following reasons below.
▪ It increases the motivation of the team.
Being a part of the plan/decision increases job satisfaction, motivation, and
organisational commitment among members.
▪ It enables communication and collaboration.
The involvement of members creates a platform for sharing ideas. It allows members
to learn to take advantage of each other’s experiences and work towards attaining a
common goal. This helps to achieve collaboration in the team.
▪ It facilitates easy implementation.
The members responsible for implementation are already a part of the process;
therefore, implementing the said becomes easier.
▪ It surfaces your blind spots.
In inviting input from team members, your blind spots may be surfaced and enable you
to develop self-awareness in the process.
▪ It develops a holistic plan.
The team members from different backgrounds bring in their ideas, knowledge, and
expertise, leading to a comprehensive and practical plan/decision.
The input from the team members can be solicited using the following ways:
▪ Brainstorming
This allows team members to come up with several ideas to be incorporated into the
plan/decision. Following guidelines should be borne in mind during the process:
Avoid All ideas

criticising must be
any idea. recorded.
Brainstorming

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▪ Individual discussions
For issues requiring a specific knowledge set or expertise, individual discussions with
team members should be facilitated. This helps in saving time and gathering the inputs
in a relevant manner.
▪ Team exploration
Develop a culture of reading books and journals by team members, nominate the team
members to seminars and conferences. Encourage members to explore other industries
to look for similar issues and solutions.
▪ Suggestion box
Encouraging team members to give suggestions is a good way to invite input from team
members. This can be done by installing a physical suggestion box or designating an e-
mail or through an online form. Check the suggestion box regularly to incorporate ideas
in decision-making.
▪ Employee surveys
Conduct regular surveys to gather opinions, ideas, issues, etc., using a paper or an
electronic survey.
▪ Employee feedback
Getting feedback from employees helps understand how the business can improve.

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2.2 Support Team Members to Take Responsibility for Own Work and to Assist Each Other
in Undertaking Required Roles and Responsibilities
Taking responsibility for own work is crucial to team success. As a leader, it is your responsibility to
help team members be responsible for their work. Often, individuals cannot assume responsibility due
to low engagement, being overworked, assuming pressure due to the complexity of the situation, and
anticipating failure. This calls for immediate attention by the team leader to understand and address
the issue. Such individuals affect team performance.
To encourage people to be responsible for their work, it is necessary to help them develop their skills
and provide them with adequate resources. Also, a change in ambience helps them to become
responsible for their decisions and actions.
In this subchapter, you will learn about the importance of and strategies for taking responsibility for
your work and assisting others. This subchapter also discusses the concept of team cohesion and the
impact of individual behaviour on team performance.

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2.2.1 Taking Responsibility for Own Work

Work responsibility implies that employees completes all their assigned job duties and sticks to
the policies and procedures developed by the company. The tasks in a team are interdependent
and require that each member be responsible for their work and assist fellow team members
in taking charge of their roles and responsibilities. Taking responsibility for own work is
important for the following reasons listed below:
It builds trust.
It shows accountability.
It secures position.
It reveals character.
However, in teams, some members display irresponsible work behaviour. This behaviour can
be identified by watching the signs listed below:
▪ Lacking interest in their work
▪ Neglecting the well-being of the team
▪ Avoiding challenging tasks and projects
▪ Avoiding taking initiative
▪ Depending on others for work, support, suggestions, and directions
▪ Not having trust and belief in leaders and team members
▪ Blaming others for mistakes and failures
▪ Missing deadlines
▪ Being late
▪ Avoiding taking risks
▪ Complaining about partial and inappropriate behaviour by leaders and team members
This irresponsible behaviour has an impact on the performance of the team.

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Impact of Individual Behaviour on Team Effectiveness

Individual behaviour has a bearing on the performance of the team and the organisation.
Positive behaviours create an environment of collaboration and trust in the team and lead to:
enhanced team performance
higher team effectiveness
higher individual productivity.
On the other hand, negative behaviour not only causes issues around misbehaviour but also
leads to:
lower job reduced team

conflict in the teams increased stress
satisfaction effectiveness.
Ways to Support Teams in Taking Responsibility for Their Work

A team can yield successful results provided each team member is responsible for their work
and results. It is the most effective means to get the most out of your team. Some of the most
important ways in which teams can be supported to assume responsibility for their work are
described as follows:
▪ Communicating accountability roles, responsibilities, and objectives
Make sure that the team members understand how their work contributes to the
achievement of the organisation's larger goals. This can be facilitated by clearly
communicating roles, responsibilities, and objectives.
▪ Setting standards
To facilitate teams taking responsibility for their work, the leaders need to set
performance standards to measure success. For example, if the team goal is to decrease
the number of customer complaints, then a relevant standard can be to reduce the
complaint resolution time from 24 hours to 12 hours.
▪ Leading by example
When the team members see the leader assuming responsibilities, it sets an example
and acts as a catalyst for them to take up their responsibilities.

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Encouraging Responsible Work Behaviour

Supporting team members to be responsible for their work leads to increasing their productivity
and of the team. The following strategies may be adopted to encourage responsible work
behaviour in teams:
▪ Encouraging communication
Foster open and honest communication with team members. This paves the way for
them to share the issues and obstacles which hinder their performance and encourages
them to undertake responsibility.
▪ Celebrating their success
Constantly laud your team members when they meet their targets or propose new
ideas. Also, communicate their achievements to the leadership in the organisation.
▪ Providing adequate resources
Team members will be interested in taking responsibility provided they are given
adequate resources. These resources may either be human or non-human resources.

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▪ Providing opportunities for self-development

Providing training and development opportunities to the employees upskills and
motivates them to be more effective in discharging their responsibilities.
▪ Allowing to choose the right approach
All individuals approach work differently. Allow team members to choose the correct
way of working to ensure the completion of their tasks.
▪ Expecting decision-making for own work
Once responsibility is given to a team member, expect them to make decisions for
themselves. This encourages them to take ownership of their work.
▪ Setting accurate goals
SMART objectives should substantiate the goals set in collaboration with the teams to
facilitate clear understanding among team members.
For the teams to be successful in assisting others is as important as taking responsibility for their
work. This responsible behaviour can be achieved by performing work tasks using the
knowledge of goals, objectives, and plans discussed in the next section.

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2.2.2 Applying Knowledge of Organisational Goals, Objectives, and Plans to Work Tasks
Knowledge about goals, objectives, and plans leads to the development of efficient work tasks.
Designing and implementing work tasks in alignment with these ensures that every action
contributes to achieving organisational goals. Also, it reduces the scope of error,
misunderstanding, bottlenecks, and reworks required. It clarifies with the team members their
roles and responsibilities assigned in the work task, leading to high job engagement. Thus,
completing the work task ensures that the team has moved a step forward in achieving the
expected outcomes.
Developing work tasks can be completed by the cohesive teams discussed in the next section.
2.2.3 Cohesive Teams

Teams are cohesive when they are united in working towards a common goal. In such teams,
the individual interest is subordinated to the team interest. This implies that all the members
feel that they have contributed to the overall success in the event of goal achievement. The
organisations need to have cohesive teams because their formation renders a variety of
benefits, such as:
increased job performance
enhanced job satisfaction
elevated team member self-esteem
increased motivation
decreased anxiety
greater company success.

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Assessing Team’s Cohesiveness

Bruce Tuckman, a researcher in group dynamics, proposed that the cohesiveness in the teams
can be assessed by using the four stages in team development. These four stages are:
•In this stage, the team members get acquainted with each other,
understand the team environment, and adjust to it.
•Understanding of individual responsibilities, constraints, and team
Forming working is established.
•This stage is characterised by conflict due to setting of roles.

•Emotional disturbance is experienced.
Storming
•This stage marks the beginning of conflict resolution.

•The team starts unifying their efforts towards a common goal.
Norming
•At this stage, teams are generally performing at optimum level.

•Members realise that their contribution to the team goals is important.
Performing
By understanding these stages in detail, the leaders and team members can analyse the cause
of certain behaviours and make informed changes.
In cohesive teams, the members take charge of their responsibilities and take the responsibility
of assisting others. This assistance provided is important for the following reasons listed below:
▪ It reduces stress.
In being assisted by a team member, the issues and problems are quickly resolved,
resulting in reduced stress.
▪ It builds skills.
When assisting others in a team, you get exposed to various skills, learn from each
other, and become more productive.

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▪ It boosts creativity and performance.

Assisting others makes brainstorming ideas easy and helps in bringing out creativity.
▪ It builds trust.
Helping and relying on others help build trust and develop strong relationships with co-
workers.
A team development plan may incorporate the following to promote cohesive teams:
▪ Planning regular team outings
This helps in developing personal relationships among team members.
▪ Conducting team building activities
These activities, such as board games, puzzles, debates, etc., build interpersonal bonds
in the team.
Creating a Culture of Work Assistance

The culture of the teams influences the individuals. It is the responsibility of the leaders to
create an ambience of assistance in the teams. The following are the ways in which team
members can be encouraged to assist each other:
Developing trust Create an environment where it is safe to interact, give, and receive
feedback.
Creating personal
connections Help people come together to develop care for each other.
Developing tolerance
and empathy Be tolerant and empathetic so that the team members follow suit.
Leaders can support the team members to assist each other in the following ways:
▪ Form teams where members have complementary skills so that they can collaborate
and assist each other.
▪ Do not overburden the team members with the workload so that they have time to
assist others.
▪ Appreciate the team members when they extend their helping hand.
▪ Provide assistance to team members; this may be incorporated as an appraisal
parameter.

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Effective Functioning of Cohesive Teams

Once the cohesive teams are developed, they need to be nurtured well. Applying knowledge of
organisational objectives, goals, and plans to work tasks by individuals is necessary for cohesive
teams to function effectively. The following are the ways in which knowledge can be applied to
work tasks:
Separate non-essential information from the useful one, which helps identify problems,
resolves issues and concerns.
Generate knowledge-based innovative ideas.
Use reasoning in addressing issues.
Prioritise activities in order of importance and urgency.

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2.3 Provide Feedback to Team Members on Their Efforts and Contributions
The success of any team is attributed to the efforts and contributions of its members. Some teams are
effective in achieving desired outcomes, whereas some fail to deliver expected performance. Team
members work to the best of their abilities if their efforts and contributions are acknowledged and
valued by the leadership.
The leader’s contribution also has a bearing on the efforts made by the team members. When the
leader is viewed as making an equal effort and leading by example, the team members are motivated
to put their best foot forward. An effective technique is to model the behaviour expected from the
team members. Always having a positive attitude and being approachable keeps the team's morale
high and encourages them to work more towards team success.
Team members look forward to feedback to understand the effectiveness of their actions and identify
the areas of improvement. Giving constructive feedback is crucial to team success.
In this subchapter, you will learn how to identify the contribution and efforts made by team members,
the feedback parameters, and give constructive feedback to the team members for their efforts and
contributions.

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2.3.1 Identifying Efforts and Contributions Made by Team Members

Understanding individual contribution in teams is important because of the following reasons:
It helps you understand the level of performance of each member.
It develops an understanding of capabilities of individuals.
It increases overall productivity and profitability.
It creates a transparent working environment.
The most important indicators of efforts and contributions made by team members are as
follows:
▪ Attendance
Presence is worth tracking as it is a good indicator of efforts being put forth by
individuals. If a team member is consistently late, leaves early, taking several off and
sick days, it implies that they are not exhibiting their full potential.
▪ Helpfulness
individuals who help others are major contributors to the team. Leaders can identify
which team members have been most helpful in assisting others in the teams over a
given period. Helping others creates a culture of teamwork and boosts the productivity
of the team.
▪ Efficiency
Team members should be able to complete their work on time within the given
resources. If an individual clocks in several hours of overtime, it is a cause of concern
and an indicator of inefficiency.
▪ Initiative
Taking the initiative by the team members is an indicator of satisfaction. It is difficult to
measure but can be quantified by keeping track of the number of times a team member
has taken the initiative.

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▪ Quality
An important indicator of efforts made by team members is the quality of work
produced. This can be assessed by using the number of times and the rework required
as a proxy for quality work.
▪ Hourly commitment
Productivity and procrastination are inversely proportional. If an individual wastes time
at the workplace, their productivity will be low. Measuring hourly commitment allows
you to measure the level of effort made by the individual.
The recognised contribution and effort made by a team member is communicated in the form
of feedback. The following section discusses the concept of feedback in detail.
2.3.2 Understanding Feedback
Feedback is the process of giving constructive information or advice to the team members
based on their performance, behaviour, and skills in the process of achieving outcomes. The
purpose of providing employee feedback include the following:
▪ Ensuring performance standards are met
▪ Improving performance
▪ Helping teams function effectively
Feedback is important because it helps employees grow and is more useful for growth than
training and development activities.

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Types of Feedback
The type of feedback given to team members has a major impact on their performance. There
are three types of feedback detailed as follows:
▪ Positive feedback
It is in the form of praise for the
team members for achieving
success in their endeavours.
Statements like ‘Great work!’,
‘Keep up the good work!’,
‘Excellent job!’, etc., are small
signals which increase
motivation. Positive feedback is
used to enhance effectiveness
and productivity.
An example of positive feedback is given below:
‘I noticed that you learned how to use SPSS to analyse your project, which facilitated
understanding, even though it was not a part of your job description. It proves your
readiness to learn new skills as and when required.’
Such feedback motivates the individual to work harder and learn new skills.
▪ Negative feedback
It is provided to stop the actions or behaviours which did not result in desirable actions.
When negative feedback is unbiased and behaviour-specific, it helps people to correct
it. However, in cases where it is subjective and specific to people rather than their work.
An example of criticism is cited below:
‘You are not communicating effectively. This is impacting the performance of the team.’
It can be replaced by the given statement below.
‘I’ve noticed you are finding communicating a challenge effectively. Is there anything I
can do to help you?’

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▪ Constructive feedback
It is supportive feedback given to team members to identify solutions in the areas of
weakness they might have. It is a supporting tool to address specific issues or concerns.
It provides a basis for actionable change. It helps employees achieve results and builds
a positive team environment.
An example of constructive feedback is given below:
Situation: George is frequently late to work and often misses the beginning of the daily
meeting held every morning. He does not want to disturb, so he does not attend the
meeting at all.
Constructive feedback can be provided to George, like the example below.
Feedback: ‘George, you are a valuable team member, and we require your input in
meetings. In your absence, we miss your insights, and I feel that it negatively affects
your relationships with your co-workers. Is there a way I can help you to be there for the
daily morning meeting?’
Multimedia
These are the three steps you need to take to give powerful constructive feedback.
How to Give Employee Feedback With Examples: 3 Key Steps

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Feedback Parameters
A leader can provide feedback to the team members on the parameters related to employee
effectiveness and improvement. A list of such parameters is given below:
Meeting deadlines
Attitude
Punctuality
Communication
Overall performance
Skill gaps
2.3.3 Providing Feedback Effectively

To give constructive feedback effectively, consider the following:
Give feedback in person.
•Invitation can be given over email.

•Conveying positive tone is difficult over email.
Consider your emotional state.
•Be calm to facilitate meaningful discussion.
Be straightforward.
•Explain the reason you have called the individual for.

•Support your feedback with a reason for giving it.

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Give specific examples.
•Describe observations and resulting problems, as: 'You were late and you
have missed two meetings.'
Allow the person to respond.
•Allow the person to explain.

•Insert follow-up questions for clarification.
Suggest corrective actions.
•Offer achievable solutions.

•Allow the individual to explain his approach.
Offer help and support.
•Set a follow-up meeting to discuss issues.
Give behaviour-specific feedback.
•Do not give feedback about the individual but his behaviour.
Giving feedback and listening to

individuals leads to the identification of
issues, problems, and concerns. For the
achievement of goals, addressing them is
important. The following subchapter
explains addressing issues, problems, and
concerns in line with organisational
policies and procedures.

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2.4 Address or Refer Issues, Concerns and Problems Identified by Team Members
Teams comprise people who work towards a common goal. These people come from different
backgrounds, have different mindsets, and are different in their capabilities. As a result, working
together may not always be easy. Therefore, several problems, concerns, and issues may arise within
the team. These should be resolved timely to maintain the productivity of the team. Overlooking them
may cause several difficulties such as low motivation and morale of team members, unproductive
environment, interpersonal conflict, high rate of attrition, etc.
Leadership should look at properly resolving these issues to enable the smooth functioning of the
team. A mechanism needs to be devised for handling any problematic situation which the team
members identify.
In this subchapter, you will learn about issues, concerns, and problems faced by team members and
the concept of issue management. You will also learn about the organisational policies and procedures
and how to refer to them to solve issues.

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2.4.1 Understanding Issues, Concerns and Problems

There are several workplace issues, problems, and concerns faced by the individuals and the
teams. A conceptual understanding of the three concepts is provided below.
Issues
An issue refers to a situation that requires discussion and has a readily available solution. The
workplace has individuals coming from diverse backgrounds and has people with different
personality types, communication styles, and points of view interact with each other. These
differences cause several workplace issues.
The common issues faced by the employees in the workplace include:
▪ gossip
▪ bullying
▪ harassment
▪ discrimination
▪ communication problems.
Workplace issues result in decreased performance and productivity, reduced job satisfaction,
stress, and anxiety.
Concerns
Concerns are the cause of worry for the individuals and impact their welfare and happiness.
Approximately 30% of our time is spent in workplaces giving rise to several concerns. These
concerns, which keep on arising from time to time, are the following:
Low motivation and job

Lack of training Extended work hours
satisfaction
Being passed over a Low wages Interpersonal conflict

promotion

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Problems
A problem is a situation that requires immediate attention. Otherwise, it may convert to a
damaging situation. The most common problems that hinder employee growth and adversely
affect the organisation are the following:
Inadequate job description
Ineffective job performance reviews
Lack of two-way communication
Ineffective employee recognition
Improper or excessive company policies
Lousy bosses
Understanding the issues, problems, and concerns paves the way for addressing them
effectively in line with the organisational policies and procedures. The following section
discusses the importance of resolution in line with the policies and procedures.
2.4.2 Organisational Policies and Procedures

Policies and procedures are vital to resolving day-to-day issues/problems/concerns. They are
used in conjunction but are not interchangeable.
Policy
Policies are a set of general guidelines laid down by the organisation specifying the
organisation’s plan for addressing the issues, problems, and concerns. Policies communicate an
organisation’s vision and values, its day-to-day operations, and how they are linked to one
another.
Procedure
A procedure provides a specific plan of action to carry out a policy. It informs the employee how
to deal with the situation.

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Types of Policies and Procedures

Organisations require policies and procedures for an array of HR topics. Some of the areas for
which policies and procedures are created are mentioned below:
Attendance Employee conduct
Use of company property Harassment and discrimination
Internet and social media use Remote work
Health and safety Expenses
Organisation Escalation Policies and Procedures

The escalation policies and procedures define how the problems are to be raised when the
individuals cannot resolve them at their level or by communication with team members. The
escalation policies and procedures of the organisation describe:
▪ Who needs to escalate – Employee of the organisation
▪ What to escalate – Issue, problem, and concern
▪ When to escalate – Problem/issue/concern directly affecting the performance and
team goals, such as missed deadlines, inadequate resources, etc.
▪ To whom to escalate – Team leader, if the problem is unresolved, then to the manager
or to any relevant escalation team as directed
▪ How to follow up on escalations – Wait for the time specified by the manager for
resolution and then follow up on email, phone, or personally as required
They clearly define the roles and responsibilities for identifying, investigating, and resolving
issues/problems/concerns.

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Resolving Issues, Problems, and Concerns

in Line With Policies and Procedures
Using policies and procedures together
helps an employee understand his work
better and helps the organisation run
smoothly and efficiently. Resolution
should always be made in line with policies
and procedures for the reasons listed
below:
▪ They give an idea to the employees regarding what is expected of them in certain
situations and thus make resolving issues/problems/concerns easier.
▪ Policies and procedures are properly documented, so there is no subjectivity in resolving
issues/problems/concerns, leading to avoidance of trial and error.
▪ It saves time and stress when following guidelines to resolve an issue/problem/concern.
▪ These guidelines help organisations in legal compliance.
2.4.3 Issues Management

Issues management refers to executing a defined procedure to resolve work teams' issues,
problems, and concerns. This process is important for satisfactory rectification and helpful in
maintaining work progress, health, and happiness of team members. The following procedure
may be used to manage the issues, problems, and concerns in an organisation:
1. Identify the issue/problem/concern.
There could be a diverse range of issues/problems/concerns ranging from employee
concerns to technical glitches, interpersonal conflicts, etc.
2. Understand the issue/problem/concern.
All three may have varying levels of consequences. It is necessary to understand the
impact on the work team to understand what kind of resources would be required to
solve it.
3. Prioritise issues/problems/concerns.
Look at the relative importance of the issue/problem/concern in its impact on
productivity, amount of time, and resources required to resolve it. For example, there
might be the one that requires immediate attention. Otherwise, the work progress may
be stalled.

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4. Determine potential solutions.

This can be done individually or in consultation with the team. Identifying the pros and
cons of each helps in resolving the issue/problem/concern effectively.
5. Take action.
Having identified the best course of action, resolve the issue/problem/concern in line
with organisational policies and procedures.
6. Gather information and review
Once the issue is successfully resolved, create an issue report including details such as
who reported the issue/problem/concern, when it was reported, the options
considered, why a particular solution was selected, etc. This helps in resolving similar
issues in the future.
For example, a team leader identifies there is dissatisfaction among the employees on account
of work-life imbalance. He conducts surveys through questionnaires, forms, and personal
interviews to understand the root cause of the concern. The analysis reveals that most team
members are unhappy because of not getting enough time with their families to enjoy in
summer. The manager comes up with a solution. He stretches the work timings by an hour and
gives an additional day off. Repeating the satisfaction survey reveals a higher level of employee
satisfaction.
To incorporate issues management in the team development plan following actions may be
taken:
Training in interpersonal behaviour
Workshops on group problem solving
Nominating for technical training
Training on team work

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2.5 Model Expected Behaviours and Approaches
Modelling leadership behaviour implies the leader enacting behaviours and actions which he expects
his team to follow. If you expect people to be punctual to the workplace, be on time to the workplace
regularly. Leadership behaviours should be communicated, and every leader should be held
responsible for modelling them. The behaviour should be in line with the organisation’s values and
policies. Appropriate behaviour impacts the organisational image, and therefore leaders should take
the accountability of modelling it.
There are several leadership styles and approaches. No one style of leadership suits all the situations
faced in an organisation. Therefore, it becomes important for a leader to adapt his leadership
approach to the situation. A correct approach helps build a strong and positive relationship with the
team members and enhances morale and productivity. This lays the foundation of an effective team
steering the organisation towards success.
In this subchapter, you will learn about leadership behaviour and approaches and modelling them.
You will also learn about organisational image and behaviours which enhance the image. This
subchapter will also give you an understanding of how a leader’s behaviour can impact team
effectiveness.

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2.5.1 Understanding Leadership Behaviour

Leadership behaviour is defined as the combination of the behaviours and actions that make an
individual effective and efficient as a leader. This behaviour facilitates an individual to direct,
support, and influence the work of team members to meet specific goals. These actions and
strategies can be acquired over a period, thereby helping to enhance the effectiveness of their
subordinates, motivating them, and guiding them towards a desired course of action.
Effective leadership behaviour offer several benefits such as the following:
It increases the productivity of the organisation.
It retains people.
It nurtures future leaders.
It creates a positive organisational culture.
Impact of Individual Behaviour on Team Effectiveness

A leader’s behaviour has a bearing on teamwork, individual performance, and efficiency. Good
behaviour by the leader sets an example for the team members to follow suit. Also, suppose
the team members are rewarded for following the behaviours modelled by the leader in solving
problems, thinking out of the box, being proactive, and being helpful. In that case, it creates a
positive organisational culture. This ultimately leads to high morale, motivation, and job
satisfaction among the team members, who then serve the organisations to the best of their
ability. All this results in the team being effective and contributing positively to the
organisational goals.
On the other hand, if the leader displays negative behaviour, it creates an unproductive
environment resulting in reduced team performance.
Leadership behaviours affect the organisational image as perceived by different stakeholders.
The following section discusses the concept of organisational image and behaviours which
impact the same.

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2.5.2 Organisational Image

Organisational image is defined as the
beliefs held by the employees, clients, and
customers about the organisation. It
represents loose structures of knowledge
held by individuals. Organisations typically
have multiple images for different
stakeholders, and these are the following:
▪ For investors – A financial performer
▪ For customers and clients – A provider of goods and services
▪ For society – A social performer
▪ For current employees and applicants – A good employer to work for
Leadership Behaviours Enhancing Organisational Image

The leaders can model good behaviour for different stakeholders in the following ways:
•Providing a definite sense of direction and purpose

•Empowering team members
•Providing growth and development opportunities
For work team
•Being credible
•Providing objective feedback
•Creating strong positive relationships
•Being empathetic
For clients and •Benchmarking with the best companies
customers •Being humble
•Talking to customers
These leadership behaviours go a long way in developing a positive organisational image. The
team members replicate the behaviour modelled by the leader, resulting in happy employees
developing a positive organisational culture. The culture reflects in the operations of the
organisation and its dealings with its clients and customers. This satisfaction of the various
stakeholders creates a positive image of the organisation.
Understanding leadership behaviours, a study of leadership approaches is equally important.
The next section provides an insight into these approaches.

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2.5.3 Leadership Approaches

There are three basic approaches to leadership:
Physiological or traits
Behavioural
Situational
Physiological or Traits Approach

A leader has certain behaviour which distinguishes them from others such as:
Knowledge
Willpower
Integrity
Physical and emotional stamina
Flexibility and adaptability
Creativity
Courage and enthusiasm to motivate
Courage and resolution
Assertiveness
Decisiveness
Eagerness to accept responsibility
Trustworthiness
This theory believes that these leadership traits are present in all leaders, and they are born
with these traits. These traits cannot be developed by learning or observation.

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Behavioural Approach
▪ It assumes the success of a leader is because of his behaviour rather than his natural
traits.
▪ It involves observation and evaluation of a leader’s behaviour when responding to
specific situations.
▪ It believes that leaders are made, not born.
This approach strongly advocates that anyone can become an effective leader provided he can
acquire and implement certain behaviours. This theory focuses on the actions taken by the
leaders, not on mental capacity. This theory advocates that an individual can learn to be a leader
by learning and observation.
Situational Approach
▪ It is flexible and adaptive.
▪ It focuses on adapting the leadership style to suit the requirements of the situation.
▪ It does not prescribe any specific skill for a leader.
This approach asserts that there is no single way to lead a team and emphasises that a leader’s
style and behaviour should depend on the situation at hand and the characteristics of the team
members based on their readiness. This advocates that a leader can extract maximum
performance from his team when he can tailor his style according to the team member’s
capacity, willingness, ability.

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2.5.4 Modelling Leadership Behaviour and Approaches

Leaders need to model their behaviour and approach in ways that are inspiring to the team
members. Positive behaviour modelling can be achieved by practising the following:
Being honest
Earning and building trust
Exhibiting integrity
Providing objective feedback
Making time for your team and learning about them
Being approachable
Offering support and encouragement
▪ Being honest
This helps team members in being transparent and open to communicating what they
are thinking or feeling.
▪ Earning and building trust
This helps the team members rely on you and share their ideas openly.
▪ Exhibiting integrity
This helps in setting ethical codes of conduct in employees.
▪ Providing objective feedback
This helps in identifying the root cause of the problems and areas of improvement
▪ Making time for your team and learning about them
This helps to identify the causes of individual performance.
▪ Being approachable
Having an open-door policy helps team members in sharing ideas with the leaders
without any fear of consequences.
▪ Offering support and encouragement
Extend help to team members when required. Appreciate team members on their
achievements.

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Notes

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• Work responsibility implies that an employee completes all his assigned job duties
and sticks to the policies and procedures developed by the company.
• Team planning is an activity where all team members collaborate to discuss goals
and objectives and develop a strategic plan for the next six to twelve months.
• Leading by example acts as a catalyst for the team members to take up their
responsibilities.
• Issue management refers to the execution of a defined procedure to resolve
problems in work teams.
• Leadership behaviour is defined as the combination of the traits and actions that
make an individual effective in a leadership role. This behaviour facilitates an
individual to guide, direct support, and influence the work of others to meet
specific goals.
• Feedback is the process of giving constructive information or advice to the team
members based on their performance, behaviour, and skills in the process of
achieving outcomes.
Learning Checkpoint
trainer/assessor.

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Team planning is an activity where all team members collaborate to

discuss goals and objectives and develop a strategic plan for the next six ☐ ☐
to twelve months.
Depending on others for work, support, suggestions, and directions is a

☐ ☐
sign of positive individual behaviour.
Issues, problems, and concerns should be addressed in line with the

☐ ☐
organisational policies and procedures.
Constructive feedback is person-specific. ☐ ☐
An organisation holds multiple images. ☐ ☐
Traits approach to leadership suggests that certain qualities distinguish

☐ ☐
them from others.

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Activity 2: Explain Concepts
In your own words, explain the importance of providing feedback in promoting team cohesion.

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Activity 3: Matching Activity
Match each technique of positive behaviour modelling with the appropriate content to be included
with it.
DESCRIPTION SELECTION
Helps to identify the causes of

Providing objective feedback
individual performance
Helps in setting ethical codes

Earning and building trust
of conduct in employees
Helps in identifying the root

cause of the problems and Being approachable
areas of improvement
Having an open-door policy

helps team members in sharing
Exhibiting integrity
ideas with the leaders without
any fear of consequences
Helps the team members rely

on you and share their ideas Learning about your team
openly

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Activity 4: Scrambled Words
Unscramble the words below to reveal ways to support teams in taking responsibility for work and
assisting each other.
SCRAMBLED WORDS ANSWERS
EPRODIV PPIORINTOEUTS
LECERABET UCSESCS
EENCUOGAR OCMUMNIACNOTI
EST CUCAETRA LGOAS
DPOEVRI SECEROUSR

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Chapter 3: Supervise Team Performance
Effective team performance is necessary for the success of the organisation. Team performance is
dependent on several factors, some of which are controllable, whereas some are not. Identifying the
controllable factors, such as absenteeism, low employee morale, lack of proper job description and
training, etc., and their resolution prevents minor issues from becoming major problems.
Team members require support from the leader to identify problems before they start or are in the
early stages. This facilitates resolving and addressing the issues timely and easily. Leaders need to
create an environment facilitating open communication with the team, where the team members find
the leader available and approachable for discussing issues.
In this chapter, you will learn how to encourage team members to participate in and take responsibility
for team activities and communication processes, support team members to identify and resolve
problems, and the possible ways of identifying contribution to the team members and being a role
model.

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3.1 Encourage Team Members to Participate in and Take Responsibility for Team Activities
and Communication Processes
The success of effective teams depends on teamwork. The more members engage in teamwork, the
more productive the team is. It is essential that the team members feel responsible for the teams'
activities and problems and provide their inputs for the same.
The leader’s role is very crucial here. The type of environment and culture the leader creates in a team
affects employee participation. A positive environment boosts the morale of the employees. It
encourages them to be a part of the teams' activities ranging from planning, decision making,
implementing, setting up communication processes, etc.
In this subchapter, you will learn about team activities and ways to encourage the team members to
take responsibility for and participate in the same. This subchapter also gives insights into the team
communication process and ways to encourage the team members to develop and maintain the same
actively.

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3.1.1 Team Activities

Team activities involve people working collaboratively towards a common goal. When the
entire team focuses on carrying out a certain activity, it resolves interpersonal conflicts and
strengthens the team. Some of the activities the teams are involved in are below:
Planning
Decision-making
Documentation
Problem solving
Communication
Team activities form the core of high-performance teams. A lack of alignment in the teams has
a negative impact on the achievement of team outcomes. Team activities are important
because they help in:
managing change effectively
creating strategic solutions
sharing of knowledge and experience
combining of different skills.
Encouraging Team Members to Participate in and Take Responsibility of Team Activities

The team leader can take the following initiatives to encourage team members:
▪ Encourage happiness.
Happy employees are positive and productive and are enthusiastic about participating
in team activities. Watch out for unhappy employees and address their concerns.
▪ Do not micromanage.
Set collaborative goals and allow team members to make their own decisions and
choose their approach to work.

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▪ Encourage ownership.
Allow people to take responsibility for their work, as discussed in the previous chapter.
This makes them take part in team activities in a disciplined manner because they will
be held responsible for their actions.
▪ Avoid unnecessary meetings.
This wastes the productive time of the team members and shifts their attention from
team efforts to individual work performance.
▪ Give everybody a chance to speak.
Having a voice in the way plans and decisions are formulated and implemented
encourages the team members to participate actively.
▪ Do not punish failures.
Even if some course of plans and actions do not yield desirable results, do not punish
your employees. Instead, ask them to look for alternate solutions.
▪ Encourage personal growth.
Support team members in their personal development. This motivates the employees
and encourages them to participate more and more in team activities.
3.1.2 Team Communication Process

Teams are interdependent, and to work jointly, communication is essential. The exchange of
ideas and information in a team is defined as the team communication process. Regardless of
the size and the type of the team, communication is necessary to achieve desired outcomes.
Communication channels or means in a team are described as the following:
Verbal Written
•Team meetings •Paper documentation

•One-on-one conversations •Electronic documentation
•Calls •Emails
•Water cooler conversations •Team chat
Any combination of these measures may be used to facilitate communication.

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Team communication is essential for the teams to be effective. The benefits of team
communication are the following:
It helps build a common purpose which is essential to

achieve goals.
It helps create strong relationships in the team.
It helps drive organisational efficiency.
Encouraging Team Members to Participate in and Take Responsibility for the Communication
Process
Leaders can inspire and encourage team members to be a part of and feel a responsibility
towards the communication process in the following ways:
▪ Setting team communication goals
Setting goals helps maintain the effectiveness of the communication process.
Identifying the challenges in your team will help you define clearer communication
goals.
▪ Making time for communication
Allotting time for quick meetings and updates can help build trust and facilitate the
team members to communicate effectively.
▪ Having an open-door policy
Allow team members to ask
questions, give ideas, and raise
concerns.
▪ Providing communications training
It improves basic conversation and
improves presentation skills,
business writing, listening skills, etc.
This helps improve overall team
communication.

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3.2 Support Team to Identify and Resolve Problems Which Impede Performance
As a team leader, you want your team to be successful. If you want your team to succeed and generate
revenue, the team members should perform optimally. It is known that poor employee performance
can doom even the most effective teams. They can excel if and only if they can identify performance
problems at the onset.
Teams face a lot of problems when working towards the accomplishment of goals. This can be
attributed to the heterogeneous nature of the teams, workplace issues, etc. Problem identification is
the first step towards resolving problems. To solve a problem, it should first be accurately defined.
Having defined the problem, the next step is to look for ways and means to solve it. There are several
effective strategies to identify and solve problems that will ultimately lead to high productivity and
enhanced team members' job satisfaction.
In this subchapter, you will learn about how problems can be identified and solved. Furthermore, this
subchapter will teach you the importance of communicating with team members to identify and
resolve problems.

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3.2.1 Identifying Performance Problems

As an effective leader, it is your prime responsibility to identify the problems leading to poor
performance by the team members. Some of the ways on how these problems can be identified
are the following:
Examining past mistakes
•This is done by regularly fixing mistakes made by team members.
Checking absenteeism
• This is done when team members take more sick days than usual.
Evaluating employee engagement
•This is done when team members are uninterested in work.
Checking employee punctuality
•This is done when team members come regularly late to work.
If all the issues listed above are present, it implies that the team is heading towards problems.
The factors which lead to performance problems are the following:
Poor job fit
Ineffective communication
Poor employee engagement
Lack of motivation
Inadequate training and development opportunities
Interpersonal conflict
Lack of formal training
Poor change management

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The team members require the support of their leader to identify these performance problems.
The leader may extend support in the following ways:
▪ If the team members are repeatedly committing mistakes, the team leader may initiate
a personal discussion with the team members to identify the root cause of the issue.
▪ Leaders may encourage the use of biometrics to help team members identify
punctuality issues.
▪ Leaders may use missed deadlines, poor quality of work, incomplete work to help team
members identify engagement issues.
▪ Excessive unpaid leaves are an indicator that the team leader may use to help team
members identify absenteeism.
3.2.2 Equipping Team Members to Solve Problems

Team members need to be encouraged and led
systematically to solve problems. The leader
needs to coach the team members to solve
their problems. The leaders need to create the
right conditions that enable the team members
to think strategically and solve problems. The
ways in how members can be supported are the
following:
▪ Communicating
Talking to your team members forms the basis of effective problem-solving. Being
approachable is the key to developing effective communication lines with your team
members. Help them develop options by brainstorming under your guidance and
welcome innovative ideas. Allow them to discuss the options at length to discuss the
pros and cons and reach an informed and viable option. Keep them informed about your
preferred mode of communication under a different set of situations.
▪ Creating a safe environment
Your team members need to feel safe without feeling threatened to approach you.
▪ Sharing insights and information
Do not assume that your team members know everything. Update them with all kinds
of relevant information.
▪ Setting boundaries
Your team members need to know what kind of problems they need to solve on their
own and when to approach you.

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▪ Minimising your interference

Do not micromanage your team, instead be a resource for them.
▪ Educating your people and learning from them
Appraise your people about the environmental changes and contemporary situations
and be ready to learn from their experiences.
▪ Encouraging people to retrospect
Encourage your people to have time to think every day to understand what is going well
and the issues that need a revised approach. This helps in the early identification of
problems.
3.2.3 Resolving Performance Problems
Any team is as good as the people it contains, and regardless of the size of the team,
underperforming members can lead to low levels of productivity. This calls for effective
performance management by the team leader. Underperformance can be resolved by following
the process given on the next page.

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1. Set expectations up front.

The primary key to resolving issues is to state the goals as clearly as possible from the
start. Also, a job description needs to be provided, which enables the team members
to carry out their job efficiently.
2. Diagnose the problem.
In case of a recurring problem, identify whether the problem is employee incapability
or lack of motivation. Address the issue accordingly.
3. Create a performance improvement plan.
Devising an improvement plan is advantageous to the employee as well as the team.
Training and additional support in the form of feedback can be provided to the
employee to improve his performance.
4. Provide regular feedback.
Formal reviews are not the only time to provide feedback. As a leader, you should try
to communicate with your subordinates whenever they have issues.
5. Document.
This allows the managers to track the record of employees’ performance, identify all
necessary steps, and keep a record of everything done to help the employee.

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3.3 Ensure Own Contribution to Work Team Serves as a Role Model for Others
Team leaders are significant for organisations to realise their vision and enhance team productivity.
They help extend the necessary support and expertise to develop their team members by offering
guidance as and when required, enhancing morale, creating an atmosphere of creativity, and
promoting essential values.
An effective leader leads by example. This implies you are creating a roadmap of behaviours and
actions for your team to follow. This helps in directing the team members to work towards a common
goal. It helps people to understand what lies ahead and how it can be coped with. If a team has an
ineffective leader, there will be frequent conflicts, and each team member will try to approach
situations and problems their way. This will result in poor team performance.
In this subchapter, you will learn about the concept of leading by example and how teams can be led.
You will also learn about how leaders can contribute to their teams.

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3.3.1 Leading by Example

It is the prime responsibility of the leader to help people perform to the best of their ability. As
an effective leader, if your actions sync with what you say, it inspires your team members. To
lead by example implies setting the standards of expected behaviour and actions for the people
you lead. This leadership style helps build the right work culture.
For example, a team leader who approaches problems constructively without getting agitated
inspires the team members to approach the severest of problems with patience. This facilitates
the quick and effective solution of problems.
Leading by example is important for the reasons listed below:
It boosts employee morale.
It increases team productivity.
It builds trust and respect.
It develops a positive team culture.
It gives a high rate of employee retention.
Ways to Lead by Example

There are a wide variety of ways in which teams can be led by creating an example as listed
below:
Follow your own rules.
Be truthful.
Create your solutions.
Take responsibility for members.
Acknowledge and celebrate failures.
Listen to your team members.
Be mindful of what you are saying.

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Multimedia
Leading by example is the most powerful way to influence those around you. This
video gives four practical tips to lead by example and, in turn, change the behaviour
of others.
Leading by Example
3.3.2 Leaders Evaluating Their Contribution to Teams

The contribution of a leader to the team is immense. This can be evaluated by answering the
questions on the following checklist as given below:
Mark your answers as any one of the options from: always, often, rarely, never.
Does your team participate actively in team activities?
Is there a culture of work assistance in the team?
Do team members come up with innovative ideas?
Do the team members communicate openly?
Do you provide training and development problems to team members?
Do the team members take responsibility for their work?
Have you empowered the team members to solve their problems?
Does your feedback help team members to improve?
Is your team able to solve interpersonal conflicts?

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If you have answered the questions as always and often, your contribution to the team's
development is good enough. However, if you answer rarely and never in most cases, you need
to retrospect your leadership style.
Leaders should evaluate themselves regularly to identify areas of concern that might have a
negative impact on the productivity of the team. This helps in the early identification and
solution of problems. Also, leaders should invite feedback from team members to evaluate
themselves. An analysis of the feedback would point to areas of improvement and identify
strengths. This, in turn, would improve teamwork and contribute to the effectiveness of the
team leader.

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Notes

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• The exchange of ideas and information in a team is defined as the team
communication process.
• Encourage your people to have think time every day to understand what is going
well and the issues that need a revised approach. This helps in the early
identification of problems.
• Communications training improves basic conversation and improves presentation
skills, business writing, listening skills, etc. This helps improve overall team
communication.
• To lead by example implies setting the standards of expected behaviour and
actions for the people you lead.
• Formal reviews aren’t the only time to provide feedback. As a leader, you should
try to communicate with your subordinates whenever they have issues.
Learning Checkpoint
trainer/assessor.

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The exchange of ideas and information in a team is defined as the team

communication process. Regardless of the size of the team, ☐ ☐
communication is important.
Leading by example results in a high rate of employee attrition. ☐ ☐
All the necessary steps are taken to help the employee should be
☐ ☐
documented.
Your team members need to know that they can approach you in case of
☐ ☐
any problem.
To lead by example implies setting the standards of expected behaviour

☐ ☐
and actions for the people you lead.
Performance problems can be identified by examining past mistakes,

checking absenteeism, evaluating employee engagement, and checking ☐ ☐
employee punctuality.

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Activity 2: Identify Activity
Identify any three means of encouraging team members to participate in team activities with an
example of each.
Means Example
a. a.
b. b.
c. c.

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Activity 3: Arrange in Order
Arrange the steps in resolving performance problems in the correct order.
SELECTION
Document Diagnose the problem
Create a performance
Provide regular feedback
improvement plan
Set expectations upfront
Step 1 Step 2 Step 3 Step 4 Step 5

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Chapter 4: Liaise With Management
Effective team performance depends on the extent of liaison between the management and the team.
Liaising with management offers many benefits such as a clear understanding of goals, work
processes, policies, procedures, increased job satisfaction, enhanced morale and motivation, quick
resolution of issues, reduced stress, etc.
In this chapter, you will learn about establishing open communication with the team, communicating
information from the line management to the team. This chapter will also provide insights on
communicating unresolved issues, concerns, and problems raised by the team to line management
and communicating issues raised by management to the team for action.

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1.1 Establish Open Communication With Line Management
Line managers are the most important link when effective internal communication is required. They
are extremely busy, and this calls for an effort by the team members to use their time judiciously.
Open communication between the line manager and the team is a convenient and effective way to
update, solicit support, communicate issues, etc. The line manager having accurate information about
the various facets of his team emerges as an effective leader in the organisation.
In the fast-changing environment and dynamic nature of work, the line manager must be on the same
page as his team. Identify the preferred channel they wish to receive communication from email, in
person, or a phone call. A team’s active involvement in facilitating open communication with the line
managers creates a constructive work environment. This helps the team in several ways, which are
positively related to the team’s productivity.
In this subchapter, you will learn about the concepts of line management and open communication.
You will also get insights into the importance of open communication and ways to foster open
communication with the line managers.

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4.1.1 Understanding Line Management

A line manager is an individual who heads a revenue-generating department. They are
responsible for key functions in an organisation such as:
Decision-making Goal setting Policymaking Planning
The line manager reports to senior management and is a link between the team and the
leadership. His primary responsibilities include overseeing the operations of a business,
managing and supervising them daily. They are also referred to as supervisors or team leaders.
Responsibilities of a Line Manager

Some of the responsibilities which a line manager bears are the following:
Conduct performance reviews.
Conduct interviews and assist with the hiring process.
Communicate business objectives.
Share information from senior management.
Lead team meetings.
Onboard new staff with training and support.
Identify development needs of the employees.
Measure employee performance.
Identify and carry out corrective actions.
Conduct quality control.

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4.1.2 Understanding Open Communication

It is a concept that Californian start-ups popularised. It is a norm today, and organisations
cannot afford to do without it.
Open communication is facilitated in a team when all the team members are allowed to share
their ideas without worrying about consequences. It is a trait that teams learn and develop over
some time.
Some of the examples of open communication are:
Raising issues
Open-door policies Sharing financial Real-time and
instead of side-
for meetings information frequent feedback
tracking them
Open communication renders the following benefits to the teams:

▪ It builds trust.
When people feel that their ideas will be valued and not reprimanded, they voice their
opinions fearlessly. This helps build trust in the teams and promotes team cohesion,
team outcomes, and enhanced productivity.
▪ It encourages ownership.
When individuals can share their honest feedback, they experience a strong sense of
ownership towards the team. Also, leaders sharing strategic information with the team
helps plan outcomes and supervise the team efficiently.
▪ It reduces stress.
Ineffective communication is the source of several issues in the workplace. If the team
members fear that they will be judged when speaking, not comprehending what they
are saying, etc., they will not contribute to the team. Open communication relieves
stress, thereby increasing camaraderie, innovation, and achievement of desired
outcomes.
▪ It helps smoothen cultural differences.
Communication styles differ from culture to culture. For example, the gap between
Asian and western cultures can be successfully bridged by open communication,
leading to cohesive teams and positive contributions by team members.
▪ It facilitates quick resolution of issues.
The more effective are the channels of communication lesser is the number of issues
encountered by teams. Furthermore, timely intervention by the management leads to
effective resolution of the issues, thereby saving the probable loss of productivity.

Learner Resource
4.1.3 Establishing Open Communication With Line Managers

Open communication between the team members and the line manager is key in identifying,
establishing, planning, and implementing roles, responsibilities, goals, plans, and objectives.
The same can be enabled in the following ways:
▪ Using suggestions – Whenever there is a requirement and opportunity, give genuine
suggestions to help the team. This makes you look approachable and concerned about
the team.
▪ Asking questions and seeking clarification – Whenever in doubt or having a concern,
do not shy away from asking questions and requesting your leader clarify the issue. This
helps build a rapport with the line manager.
▪ Offering direct support – In times of urgency, offer your help and support to the line
manager so that he can fall back and communicate with you in times of need.
▪ Explaining your requirement – Be open about discussing your needs related to
resources, training requirements, etc., with the line manager, thus giving them clarity
about your situation. This will allow them to address your needs.
▪ Making communication easier – Support the line managers in their communication
efforts as far as possible by assisting them in developing effective communication
channels and processes.
▪ Forwarding plans – Always keep your manager informed about the course of action you
are going to take. It helps avoid confusion.
Multimedia
Learn to identify strategies for maintaining open communication during team
meetings.
Strategies for Maintaining Open Communications
4.2 Communicate Information From Line Management to the Team

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Line managers are the only link between the front-line workers and the rest of the organisation. They
have an impact on morale, productivity, engagement, retention, thereby impacting the employer
image.
Communication between a line manager and his team members is vital for successfully running a
team's operations. In most organisations, only a few team members understand what their team goals
are and how they are related to the company’s goals. Lack of communication from the managers
creates an environment of uncertainty and indecisiveness in the team.
This subchapter will provide insights into the importance and purpose of communication from line
management to the team and communication methods. You will also learn about conventions and
protocols related to business etiquette, communication policies, legislation, culture, and diversity
used in communication.

Learner Resource
4.2.1 Communication From Line Management to Team

Communication from line managers to the team is an example of downward communication.
Mangers use this communication flow mostly to transmit work-related information. The team
members require this information for meeting the expectations by performing their jobs and
discharging their responsibilities.
This communication is very important in supervising team’s performance, planning team
outcomes, and promoting team cohesion in the following ways:
▪ Effective communication creates a culture of positivity, where members clearly
understand their roles and responsibilities. This results in good teamwork, proper
planning for the desired outcomes, and hassle-free supervision for line managers.
▪ Establishing transparent communication helps the manager understand the team’s
needs and requirements, which, if addressed aptly, results in collaboration, high morale
and motivation, and enhanced problem-solving abilities. All this put together leads to
the resolution of issues before they convert into major problems
Line managers communicate with their teams to meet the following purposes:
Communicating the organisation's mission and vision
Communicating policies, procedures and work processes
Assigning roles and responsibilities
Highlighting areas of attention
Explaining the linkages between their work and other jobs in the
organisation
Providing feedback on individual performance
Facilitating complete understanding of the job

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4.2.2 Ways of Communication Used by Team Leaders
A team leader should choose the appropriate form of communication to ensure that the team
members have understood the message in totality. Some of the popular ways in which the
information can be passed on to the team are:
▪ Meetings
Gathering teams for passing on information focuses the attention and helps them listen
effectively. Let the meeting be a two-way process where the team members participate
helps better comprehend the information. Adding a ten-to-fifteen-minute open forum
helps develop clarity.
▪ Telephone
It is an indispensable mode of communication in today’s world. It helps to pass
information faster. When issuing instructions, ask the team member to repeat. In cases
where emotional issues are being discussed, avoid using a telephone.
▪ Face-to-face interactions
This mode of passing information is useful when team members’ non-verbal cues also
have a role to play. This is a very effective mode.
▪ Writing
Email is the cheapest and least time-consuming method. Care should be taken to keep
the information precise and to the point to avoid any misunderstanding.

Learner Resource
Team leaders may also use traditional forms of communication such as:
Press releases Newsletters Memos Personalised letters
▪ Press releases are written communication providing brief information.

▪ Newsletters provide relevant, valuable information for employees, customers, and
other stakeholders.
▪ Memos are brief notes sent by one person in the organisation to another.
▪ Personalised letters may be used to communicate confidential information.
4.2.3 Conventions and Protocols to be Followed by Team Leaders

While communicating to the team, the line manager must comply with certain conventions and
protocols related to the following areas:
▪ Business etiquette – Showing respect when you are communicating with your team
members is vital. Some key dos of respectful communication are:
o Conduct communication respectfully at all times with all people.
o Maintain eye contact where culturally appropriate.
o Use communication that is appropriate to the role of the listener.
o Respect the feelings and opinions of all, no matter who they are.
o Use communication that is person-centred, reflecting the listener’s needs and
interests.
o Talk with people, not at them, and be patient as they communicate with you.
Here are some ways in which you can be a positive communicator:
▪ Ensure that you are using positive facial expressions, such as smiling, nodding,
and other forms of positive non-verbal communication.
▪ Keep instructions simple and specific when asking for something to be done.
▪ Take time to listen, showing interest in their conversation actively.
▪ Praise and thank individuals for positive behaviour and acknowledge their
achievements.
▪ Organise the environment in a way that invites interaction and communication.
▪ Use open-ended questions or statements to encourage others to communicate
their thoughts, feelings, and ideas, e.g. ‘Tell me about…’

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▪ Communication policies – Most organisations have a set of agreed-upon policies

regarding workplace communication. Communication policies are meant to ensure that
employees act responsibly and with respect. Many organisations provide their
employees with electronic devices, such as mobile phones, laptop computers, and
company email accounts. To prevent misuse, policies regulate how these devices and
accounts can be used and for what purposes. A policy on email, for instance, may let
employees know that emails sent via their company accounts may be reviewed or may
include guidelines on what types of information may and may not be shared. Also, the
rise in social media usage has prompted many companies to create regulations about
social media use in the office and on company devices and put out guidelines on what
employees may and may not share online.
Examples of other organisational policies and procedures that might affect
communication include:
Policies and procedures Digital communication

Style guides
for meetings policies and procedures
Performance
Diversity and inclusion
management policies
policies and procedures
and procedures
▪ Legislation – The interests of the employees in an organisation are protected through

several legislations. The legislation requirement must be complied with when
communicating with the team members. Otherwise, you may run into legal trouble, which
in turn ruins the reputation of the organisation.

Learner Resource
▪ Culture and diversity – Communicating to a culturally diverse team can be made easier by
following the strategies listed below:
Using clear language
Understanding differences in body language
Practising paraphrasing
Being open and inclusive of other cultures
Practising active listening

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Learner Resource
4.3 Communicate Unresolved Issues, Concerns and Problems Raised by the Team to Line
Management to Action
Your team members may be very efficient, but they are subjected to several workplace issues and
concerns. These problems, such as not being punctual, regular sick leaves, harassment, interpersonal
conflicts, lack of motivation, missing deadlines, scarcity of resources, etc., need to be communicated
promptly so that they do not impact the team's productivity. It is required that organisations have
appropriate communication policies and procedures to encourage quick escalation. The sooner the
problems are resolved better it is for the team.
These issues are to be addressed and dealt with by the line manager to facilitate a positive work
environment. After being informed of the issue, the line manager must take stock of the situation and
take the necessary action as required to resolve the same. The action taken should be in line with the
organisational policies and procedures. The employees should be informed that a system of resolution
exists and how it operates. This leads to satisfaction in team members.
This subchapter teaches you the importance of communicating problems, issues, and concerns to the
line management, ways to communicate, and when to communicate. This subchapter also explains
the actions that the line manager can take.

Learner Resource
4.3.1 Communicating Unresolved Issues, Problems, and Concerns to the Line Manager
The problems, issues, and concerns related to planning outcomes, supervision, and team
cohesion may be task-system related or interpersonal. are directly related to the team's
productivity. These should be communicated to the line manager at the earliest for the reasons
listed below:
▪ Unresolved issues lead to employee dissatisfaction, affecting their ability to think
creatively and contribute effectively to team plans and identify desired outcomes.
▪ Conflicts in the team result in differences in team members, thereby impacting team
cohesion negatively.
▪ Communicating unresolved issues prevents them from becoming major problems.
▪ Unresolved issues may require a change in plan or work process, which can facilitate
timely completion of the tasks if communicated promptly.
▪ Unresolved issues may require a training, coaching, or developmental program to be
initiated. Communication helps to identify the same.
These issues should be communicated to the management when they cannot be resolved at
the individual and group efforts and start affecting the team's productivity.
Any of the modes listed below can facilitate this communication:
Formal letter
Modes of
Email Phone
communication
Personal
discussion

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▪ Formal letter – This mode of communication ensures that all the aspects related to
unresolved issues/problems and concerns are formally communicated to the line
management.
▪ Email – These can be effectively used to detail and follow up on unresolved
issues/problems and concerns.
▪ Phone – This mode of communication is useful when the unresolved issue, problem, or
concern is minor. Also, it can be used in conjunction with a formal letter and email.
▪ Personal discussion – When the unresolved issue, problem, or concern has a major
impact on the team's functioning, this method ensures thorough communication and
quick resolution.
4.3.2 Actions Taken by the Line Manager to Resolve Issues

The actions taken by the line managers are directed to resolve the issues related to either of
the following:
Conduct
Performance
Actions for Conduct-Related Issues

Conduct-related issues may take the form of lateness, rude behaviour, harassment, refusal to
cooperate, violence. To address these related issues, the line manager may resort to the
following:
▪ Informal discussion
▪ Oral or written warnings
▪ Suspension with pay
▪ Suspension without pay
▪ Demotion
▪ Termination

Learner Resource
Actions for Performance-Related Issues

A team member might be having performance-related issues such as missed deadlines,
difficulty in handling assignments, inability to prioritise, low-quality output, etc. These issues
can be handled by taking the following measures, such as:
▪ One-on-one informal discussion
▪ Identifying skill gaps and providing training
▪ Devising a performance improvement program
▪ Providing regular feedback

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4.4 Communicate Issues Raised by Management to the Team to Action
The communication of the issues raised by the line manager to the teams and the concerned members
is important. This helps the team members take necessary actions which lead to the resolution of the
issue. This communication must follow the protocol established by the organisation. Adhering to it
leaves no room for miscommunication and information gaps.
The issues raised by the management can be communicated to the team members in a variety of ways.
This can be done by using one or a combination of communication channels. These communication
channels may be formal or informal. There should be clear and concise communication that is easy to
understand and follow by the team members to facilitate action.
This subchapter teaches you the importance of communicating issues to team members and the type
of actions that may be required to be taken by teams.

Learner Resource
4.4.1 Communicating Issues From the Management to the Teams

The communication of issues raised by management is necessary on account of the following
reasons:
▪ It provides additional clarity to the team members around the issue.
▪ It helps in identifying the optimum solution to the problems.
▪ It provides an understanding to the team members regarding the course of action to
resolve it.
▪ It helps in identifying the constraints in resolving the issue.
The methods of communication that a team leader can use include the following:
▪ Formal letter
▪ Email
▪ Phone
▪ Meeting
▪ Personalised discussion
4.4.2 Actions Taken by Team

To address the issue raised by the management, the teams may resort to the following actions:
Accomodate Avoid Collaborate
▪ Accommodate
The team members may put aside their priorities and focus on others. It results in the
quick resolving of issues. This approach should, however, be avoided when making
critical decisions.
▪ Avoid
In this approach, the team members avoid the issue until it gets resolved on its own. Be
cautious while avoiding the issue, as in some instances, it might make the issue worse.
▪ Collaborate
The team members join hands in resolving the issue. This requires equal effort from
each of the team members in resolving the issue. Each member makes a unique
contribution to the resolution of the issue.

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Learner Resource
Notes

Learner Resource

• Open communication happens in a team when all the team members are allowed
to share their ideas without fear of consequences. It is a trait that teams learn and
develop over a period.
• Actions for resolving performance-related issues are facilitating informal
discussion, providing training, devising a performance improvement programme,
and providing regular feedback.
• Both formal and informal approaches of communication can be used by the line
managers when communicating to teams.
• The legislation and organisational policies must be adhered to by line managers
when communicating to teams.
• A team may resort to accommodating, avoiding, or collaborating for solving the
issues
Learning Checkpoint
trainer/assessor.

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Learner Resource

Open communication is facilitated in a team when all the team members

☐ ☐
are allowed to share their ideas without worrying about consequences.
A performance improvement program has a negative impact on the team

☐ ☐
member’s emotional well being
Communication policies are meant to ensure that employees act

☐ ☐
responsibly and with respect.
A line manager is not responsible for conducting performance appraisals

☐ ☐
and is not involved in the hiring process.
To be a good communicator, you need to be an effective listener. ☐ ☐
The issues should be communicated to the management when they

cannot be resolved at the individual and group level and start affecting ☐ ☐
the team's productivity.

Learner Resource
Activity 2: Outline Activity
1. Outline any two methods of communication between line managers and teams.
a.
b.

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Learner Resource
Activity 3: Word Search
Search and identify examples of actions taken by the line managers to resolve conduct related
issues:
1. Face-to-face interaction
2. Assigning a lower designation
3. Temporary removal from work
4. Permanent removal from work
5. A formal notice
F S L H X D G P D I W P H S W H Z L Q K
S W A R N I N G I P V I T M Y W D F G I
T C U R S G Y O S S D U O P Y A Y I X O
M K C E Q T L A C U R P Z J T H Y O S B
E G O T T D L E U M Y K N W E S R H U D
R D L W R S R P S M Z Z P K A Z U B S M
O S V A C S I G S A K R L A D R L F P S
L Y N E L I E G I E Y V H X B R A Z E V
Q U P P T O G V O R D E M O T I O N N O
V G L C U N O K N K Y E Y I L E Q L S F
W A O S M X E L W F O S G E M C S J I U
Z P Z D X B F W T V T V T A F U T S O G
A B O C I F F Z G A E V N G S E M L N Q
T E R M I N A T I O N M K Z I G D I C E
S V K P O Y N O A X O K J B T N X X H A

Learner Resource
Summary
“The world
rewards those
who take
responsibility
for their own
success.”
Curt Gerrish
This unit of competency details how teams can be led to be effective. The team leaders can enhance
the productivity and efficiency of their teams. It starts with planning collaboratively for the team
outcomes. Seeking inputs from individuals in the planning stage inculcates a sense of ownership and
motivates them to achieve expected results. Furthermore, the leader should support and direct the
team towards cohesiveness for the team to be successful. Constructive feedback paves the way for
collaboration in teams.
Cohesive teams are an asset to any organisation and need continuous nurturing and supervision by
the leaders. The leader can facilitate this by supervising the team in undertaking team activities,
solving problems, and leading by example. Communication also plays an important role in establishing
a positive team environment. The leader has to encourage and support open communication in the
team, which motivates the team members and leads to job satisfaction and low employee turnover.

151
Learner Resource
References
These are some references that we feel may be of assistance to you in completing the Assessment for
this unit of competency:
• Brearley, B. (2018, February). The importance of planning and why leaders can’t ignore it.
Thoughtful Leader. https://www.thoughtfulleader.com/importance-of-planning/
• Chastney, R. (2020, October 19). 10 ways to support your team at work. FutureLearn.
https://www.futurelearn.com/info/blog/ten-ways-support-your-team-at-work
• Diplomacy Dojo. (2021, January 17). How to give employee feedback with examples: 3 key
steps [Video]. YouTube. https://www.youtube.com/watch?v=Q6Ib1HxJplY
• Franz, A. (2016, July 15). What are your business outcomes?. Business 2 Community.
https://www.business2community.com/strategy/what-are-your-business-outcomes-
01595484
• Garvin, D. A. (1998, July 15). The processes of organization and management. MIT Sloan
Management Review. https://sloanreview.mit.edu/article/the-processes-of-organization-
and-management/

Learner Resource
• Gothelf, J. (2020, December 17). Use OKRs to set goals for teams, not individuals. Harvard
Business Review. https://hbr.org/2020/12/use-okrs-to-set-goals-for-teams-not-individuals
• InspireOne. (n.d.). 9 qualities of a customer-centric leader. Retrieved September 18, 2021,

from https://inspireone.in/qualities-of-a-customer-centric-leader/
• Juneja, P. (n.d.). Characteristics of a good/effective team. Retrieved September 18, 2021,
from Management Study Guide. https://www.managementstudyguide.com/characteristics-
good-team.htm
• LBMC Family of Companies. (2019, February 11). 5 best practices for managing employee
performance issues. https://www.lbmc.com/blog/managing-employee-performance-issues/
• Leonard, K. (2018, August 03). Definition of a work plan. Small Business - Chron.com.
https://smallbusiness.chron.com/definition-work-plan-39791.html
• Levin, M. (2018, February 28). Harvard research reveals how mindful leaders develop better
companies and happier employees. Mansueto Ventures. https://www.inc.com/marissa-
levin/harvard-research-reveals-how-mindful-leaders-develop-better-companies-happier-
employees.html
• Lumen. (n.d.). Managing group decision making. Retrieved September 18, 2021, from
https://courses.lumenlearning.com/boundless-management/chapter/managing-group-
decision-making/
• Lyon, A. (2017, May 30). Leading by example [Video]. YouTube.

https://www.youtube.com/watch?v=WtfnP0c5uPo
• Memorial University of Newfoundland (Memorial). Effective team decision-making process.
(n.d.). Retrieved September 18, 2021, from https://www.med.mun.ca/getdoc/3aaca216-
c482-4b2c-85fc-4a8579df8f0f/Effective-Team-Decision.aspx

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Learner Resource
• Mitrefinch Canada. (n.d.). Five reasons why measuring productivity can increase business
results. Retrieved September 18, 2021, from https://www.mitrefinch.ca/blog/workforce-
management/five-reasons-why-measuring-productivity-can-increase-business-results/
• Nesco Resource. (n.d.). Tips for identifying performance problems in the workplace.
Retrieved September 7, 2021, from https://nescoresource.com/blogs/details/tips-for-
identifying-performance-problems-in-the-workplace/136/
• Newlands, M. (2016, November 28). 9 powerful ways to lead by example. Entrepreneur.
https://www.entrepreneur.com/article/285579
• Skillsoft YouTube. (2017, July 08). Strategies for maintaining open communications [Video].
YouTube. https://www.youtube.com/watch?v=hniJfc2FqPQ&t=1s
• TenBoer, K. (n.d.). Team cohesion in the workplace. Russel Tobin. Retrieved September 18,
2021, from https://www.russelltobin.com/culture/team-cohesion-in-the-workplace/
• UQ Business School. (2020. December 3). Leadership trends for 2021 [Video]. YouTube.
https://www.youtube.com/watch?v=I_a3rmZv7uA&t=77s
• Wilhelmsen, T R. (2019, May 02). How to create a culture of collaboration in the workplace.
Great Place to Work. https://www.greatplacetowork.com/resources/blog/how-to-create-a-
culture-of-collaboration-in-the-workplace

Learner Resource
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CHAPTER 2: PROMOTE TEAM COHESION ........................................................................ 66

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CHAPTER 3: SUPERVISE TEAM PERFORMANCE .............................................................. 110

CHAPTER 4: LIAISE WITH MANAGEMENT ...................................................................... 129

SUMMARY ................................................................................................................... 151

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