BSBWOR502 Lead & Manage Team Effectiveness

AS S ES S MENT COVER S HEET

The s tude nt mus t fill up this As s e s s me nt Co ve rs he et and attac h it on the to p o f the

as s e s s me nts . Inc omple te Co vers he e t is not acc e pte d. This c ove rs he e t may re quire to
be attac he d to e ac h as s es s me nt s ubmis s ion if the Traine r/As s e s s o r advis es to do s o.

S tude nt Name : YUBRAJ TIWARI S tude nt ID: TS631

Co urs e BS B51918 Diplo ma o f Le ade rs hip and Manage me nt

Unit Co de & Title BS BWOR502 Le ad and manage te am e ffec tive ne s s

Batc h / Group As s e s s me nt Due Date : 07/08/2020
Tas k 1: Cas e S tudy
Tas k 2: Ro le Play
As s e s s me nts
Tas k 3: Written Que s tio ns

 Firs t Submis s ion  S ubs e quent Submis s ion

Traine r Name

S tude nt De c laratio n
I am aware of TasCollege policy on plagiarism as stated in the TasCollege Student
Handbook. This assignment does not breach those requirements nor has it been previously
submitted for assessment contributing to any other subject or course. The ideas and
information are not mine have been referenced accordingly. I have retained a copy of this
assignment for my own records. I also understand that the Late S ubmis s io n / Re -S it Fe es
will be applied to me if I fail to maintain my course progress at the required level.
S tude nt S ig nature : 07 08 2020
Date S ubmitte d: ____/_____/_____

The S ubs e quent S ubmis s io n will be applie d under c o mpas s ionate and c ompe lling
s ituatio ns only.

Traine r De c laratio n: I declare that I have reviewed the S ignature :

submitted assessments properly and received them as a
form of complete submission.

Traine r Name : Date :_____/______/_____

Asse ssm e nt Co ve rshe e t – BSBWOR502 Le a d a nd m a na g e te a m e ffe c tive ne ss | Pa g e 1 o f 1

V 1.0: Ma y 2020, Ap p ro ve d : Q AC , Ne xt Re vie w : De c e m b e r 2020
In te rna tio n a l C o lle g e o f Ta sm a n ia Pty Ltd tra d in g a s: Ta sC o lle g e
RTO C o d e : 45352 | C RIC O S C o d e : 03683K

YUBRAJ TIWARI TS631

BSBWOR502 Lead & Manage Team Effectiveness

Task 1: Case Study

1. Prepare a briefing document that outlines your understanding of (a) the team
purpose, (b) roles, (c) responsibilities and (d) accountabilities in accordance with
organizational goals, plans and objectives.

Team Purpose: The purpose of creating teams is to provide a framework that will increase
the ability of employees to participate in planning, problem-solving, and decision-making to
better serve customers of XYZ. Increased participation promotes a better understanding of
decisions, more support for and participation in implementation plans, Increased contribution
to problem-solving and decision making, more ownership of decisions, processes, and
changes as well as more ability and willingness to participate in performance evaluation and
improvement.

Roles and Responsibilities: XYZ has categorized roles and responsibilities of various levels
of management to staffs depending on the need of the business. Senior management team is
mostly involved in decision making such as to increase sales by 15 percent annually.
Managers are responsible for developing plan and implementing them to increase revenue to
the business. They are also responsible to look after the day to day operation of the business
and solve operational problems/issues related to staffs and their department. Staffs in XYZ
business abide with company policies and contribute their time to implement plans to achieve
intended results.

Accountabilities: XYZ organizational chart shows that they hire experienced staffs, for
example; managing director of financial operations Jone Williams is 20 years' accountancy
experience Qualified CPA and the member of the National Institute of Accountants. Thus, the
accountabilities of building and performing effective team comes under leaders and
managers. They also should be accountable to ensure the team remains effective and
maintains a consistent level of performance.

2. Using the Performance and Development Plan template, prepare a six-month

performance plan to establish (a) the expected outcomes, (b) outputs, (c) key
performance indicators (KPIs) and (d) goals for the retail team. You may need to
conduct additional research to determine realistic KPIs.

Appendix 3: Performance improvement and development plan

Performance relates to an employee’s ability to undertake and satisfactorily complete the
duties of their position description and their compliance with the XYZ Company code of
conduct.
Participants
Employee name: Alan Keney Position: HR Admin
Manager/Supervisor name: Lina Position: Human Resources
Davis Manager
Senior manager name: Marvin Position: Managing Director
Work area

Review period Performance improvement From 06/08/2020 to 06/02/2021

period:

YUBRAJ TIWARI TS631

BSBWOR502 Lead & Manage Team Effectiveness

Performance will be reviewed: [fortnightly] commencing 21/08/2020

Review will be documented in a performance improvement review report completed by the
supervisor/manager
Final review will be conducted on: 17/11/2020

Responsibilities
Employee responsibilities:
● Meet the performance expectations outlined in this document.
● Report immediately to the manager/supervisor any circumstances that may impact the
employee’s ability to meet the expectations.
Manager/supervisor responsibilities:
● Conduct [fortnightly/ weekly] review meetings for duration of the plan.
● Document progress in a performance review report
● Provide honest, constructive, timely feedback and reasonable support on an ongoing basis.
● Identify and provide any additional and reasonable resources, training and assistance the
employee requires to achieve a satisfactory performance.
Senior manager responsibilities
● Ensure the process identified in this document is adhered to in accordance with the
principles of natural justice, namely:
o the decision maker is free from bias, objective and has no personal interest in the matter
being decided
o the employee is advised of the allegations and has the opportunity to present their case
before a decision is made.
● Address any issues that arise from this process

Performance issue/s being addressed

Lower rating and productivity
Employee motivation being low

Performance expectations and assessment

This section should clearly outline the performance expectations that need to be
achieved (the position description and XYZ company code of conduct should be used as
a minimum performance standard). The strategies, actions or tasks to achieve the
performance expectations should be realistic, clear and measurable.
The agreed Agreed Time frames Strategies/Actions/
performance KPIs/Required Every Month Tasks
indicators, outcomes outcomes Training
Customer Feedback Coaching
and/or time frames Reviews
Productivity
should be Rating Supervision
achievable and
monitored during
each review
meeting.
Performance
expectations
15 percent sales rise in 6
months

YUBRAJ TIWARI TS631

BSBWOR502 Lead & Manage Team Effectiveness

Performance improvement review report template

Review The performance 11/09/2020
improvement plan commenced on:
The final review was conducted: 19/11/2020

3. Outline the strategies you will use to support team members to meet their KPIs over
the next six months.

XYZ company has existing strategies to meet the targets within the next 6 months. There are
various strategies specifically designed to meet KPIs over the next six months. The first plan
is to establish Performance Plan and coaching. Team leaders must take responsibility for the
team’s guidance, monitoring and control. Teams often lose sight of the bigger picture, and the
team leader needs to demonstrate their willingness to control and guide the team as it works
towards its goals. It is the team leader’s responsibility to ensure measures and milestones are
in place, and to produce reports required by the team and the rest of the organisation.

Offering support would be a good idea to handle this situation. For someone who has a strong
bond with their work team the loss might be greater than financial; they may be losing a
valued social network or tribe where strong relationships will be discontinued in its current
form. It’s important to acknowledge this and look for ways to help them move forward. This
might include encouraging the team to get together with the employee a week later or
arranging some external support to assist with the transition.

Praise for good work is another strategy. When a member of your team demonstrates
exemplary behaviour, acknowledge them individually and in front of the team. Allow team
members the opportunity to acknowledge their teammates’ positive contributions. As you
help people feel good about themselves, improved performance will follow. Respond to
performance deficiency and prepare performance improvement plan - Develop a performance
improvement plan in consultation with the team member. Identify and document clear steps
to rectify the issue and gain agreement from the team member so all parties know what is
required.

4. Outline the strategy you will use to ensure team members have an input into the
planning, decision-making and operational aspects of their work.

The strategies XYZ will use to ensure team members have an input into the planning,
decision-making and operational aspects of their work can be given below in bullet points.

 Arrange regular meetings to share experience and discuss the happened issues.
 Encourage collaboration and teamwork when they are working.
 Make sure each staff have the ability if priorities task
 Giving staffs a clear strategies and planning of the business. 
 Recognize and leverage team strengths in work activities.
 Celebrate success and achieve work goals.
 Promote common goals and achievements.

The strategy should express the common goal of achieving team and organizational goals.
The management department should encourage team members to work together, sharingexper
ience and help each other during the work to have a better performance

YUBRAJ TIWARI TS631

BSBWOR502 Lead & Manage Team Effectiveness

5. Outline the strategies you will use to encourage team members to participate in and
to take responsibility for team activities, including communication processes, and to
raise any issues or concerns.

The strategies XYZ will use to encourage team members to participate in and to take
responsibility for team activities, including communication processes, and to raise any issues
or concerns are mostly reward system and motivation. Actively encourage and support team
members to participate in team activities and communication processes and to take
responsibility for their actions. Support the team to identify and resolve problems which
impede its performance

Utilise own contribution to work team to serve as a role model for others and enhance the
organisation's image within the work team, the organisation and with clients/customers.
Reach a common consensus on how work is done. Communicate with team members, outline
difficulties and provide positive feedback for motivation. Motivating people should come
down to three things: effort, by encouraging the belief that making more effort will improve
performance; performance, by encouraging the belief that a high level of performance will
bring a good reward; and outcome, by making sure the reward is attractive.

Reward system at the end of task completion. It is important for me to know that there will be
a lot of emotions on the employees and would have to be prepared to tackle them at the best.
For example, if the employee is very angry, they are likely to go home and tell their family
and friends how terrible everyone is at the company and become very critical. That’s not
good for them or the reputation of your business. I need to prepare for this and show
empathy, compassion and consideration. This can assist with moderating strong emotion,
particularly anger. Many retrenched employees say that it is the inconsiderate approach that
upset them most rather than the situation itself. So, I would put myself in their shoes and
think about how I would like to be treated if the tables were turned.

6. XYZ currently has no policies or procedures around allowing and encouraging

employees to take responsibility for their own work and to assist others to perform their
roles and responsibilities within the team.
Prepare a draft policy and set of procedures that would achieve this. It may be relevant
to utilize information that has already been documented in completing tasks 1–5 above.

Policies and procedures are an essential part of any organization. Together, policies and
procedures provide a roadmap for day-to-day operations. They ensure compliance with laws
and regulations, give guidance for decision-making, and streamline internal processes. XYZ
currently has no policies or procedures around allowing and encouraging employees to take
responsibility for their own work and to assist others to perform their roles and
responsibilities within the team. Following are the policies and procedures for encouraging
them.

YUBRAJ TIWARI TS631

BSBWOR502 Lead & Manage Team Effectiveness

 Delegation of specific responsibility according to their capabilities is the priority of

XYZ. This can be done through monthly or weekly meetings. In case of someone
concerned, the first step is to talk to the individuals concerned. Find out if there are
circumstances that are contributing to the situation, or if there are problems that you
can deal with. After all, bad things can happen in people's lives, and this can clearly
affect their behavior at work.

 XYZ provides adequate resources for completing task is another procedure for
encouraging people to work towards objectives. A sensible early action is to ensure
that your people have the resources they need to do their job . This might include
providing training, equipment, access to mentors  and coaches , and suchlike.

 XYZ encourages team work. When working with your team on a project, use
a Responsibility Assignment Matrix  to help keep assignments and responsibilities
clear. You may also want to use a Team Charter  to define everyone's roles and
responsibilities within the team. Sometimes, people don't take responsibility because
they feel apathetic about their work. They can't see how their efforts tie into the
"bigger picture." So, make sure that they understand how their work ties into the
larger goals of the organization . Highlight the importance of what they're doing, and
also paint a picture that details the unpleasant direct and indirect consequences that
happen when they don't do their work properly.

 Motivation is important to XYZ employees. Reward system is another policy

included in XYZ policy. When an employee meets set target, he/she is entitled to
fringe benefit. Apart from that regular team lunch are organized to know problems
and provide specifications.

 XYZ has the policy to re-engage people. Awareness of the responsibility then leads
on to re-engagement. Think about how you, yourself, feel when you're doing work
that you love or care deeply about. You take responsibility for your actions, simply
because you have a deep sense of pride in what you're doing. The same will likely
hold true for your people: by working on re-engaging them, you can lead your people
down the path towards personal responsibility.

7. For the policy and procedure created above, develop an implementation and
monitoring plan to ensure that team members take responsibility of own work and
assist others to perform their roles and responsibilities within the team.

Implementation plan

 XYZ will organise meeting for consultation. Consultation should ensure that every
person in your workplace understands the importance of company policies and
procedures and why they need to be implemented effectively. When developing your
policies and procedures, you must consult with all relevant stakeholders, including
health and safety representatives, contractors (particularly those who work with you
regularly), and of course your employees. It will also ensure that the policies and
procedures are realistic and actionable on a daily basis. Consultation helps to achieve
more effective policies and procedures, and is a greater motivation for employees to
follow them.

YUBRAJ TIWARI TS631

BSBWOR502 Lead & Manage Team Effectiveness

 Tailor the policy to XYZ company resources. The policies and procedures you adopt
need to be tailored to the needs of your business, not just lifted straight from a generic
manual. If you use policies and procedures from another source, it is essential that you
adapt them to your company and your workplace operations.
 Define obligations in a SMART format. All policies should be short and succinct. All
procedural steps should be set out in clear and plain English. This will create an
‘auditable standard’, meaning that you create a standard that can be used to measure
whether your workplace health and safety obligations are being met or not. Make sure
your business has the time, resources and personnel to implement the policy. There is
no point in adopting a policy which aspires to the best practice possible if your
business cannot realistically adopt the procedures set out.
 Share policies and procedures to XYZ employees via intranet. Put your policies and
procedures in writing and make them available to your entire workforce. If possible,
keep all your policies and procedures in a single manual, and make copies readily
available to all employees. Safety documents should also be published on the
company’s intranet if you have one.
 Train all employees in policies and procedures. You have an obligation to provide
adequate information, instruction, supervision and training to your employees. Ensure
that new employees and contractors are trained and familiar with company policies
and procedures, and that existing staff receive appropriate training, e.g. annual
refresher courses.
 Policies and procedures should also be reiterated and discussed with staff regularly at
team meetings to ensure that employees remain aware of the importance of the
policies and procedures. It is a good idea to have all employees and contractors sign
off after they have read, understood and agree to comply with your workplace
policies. You should also keep records of training and induction. Make sure that you
record attendees and details of training content in case an employee fails to sign a
training record.
 Supervision of your workplace to ensure that the policies and procedures are being
properly implemented by all employees is essential. Follow-up to ensure that any
failure to follow the policy or procedure is addressed. Specify that full compliance
with the stated requirements is needed to ensure a safe workplace. After this, any
deliberate breaches of policies or procedures must be treated seriously, and dealt with
immediately and consistently. All supervisors and managers must ‘lead by example’
in implementing policies and procedures. It is crucial that all OHS expectations are
demonstrated through modelling and leadership at all levels of management.

Monitoring Policies

 XYZ needs to review all policies and procedures regularly. Managers and supervisors
are responsible for monitoring and implementing the policies and procedures.
 Policies and procedures must be reviewed periodically. When any changes occur,
ensure your policies and procedures remain relevant and effective. For example, a
change may occur when a business purchases a new piece of machinery, starts using a
new chemical or adopts a new production method. Any such changes mean that
relevant procedures should be reviewed.
 The review cycle will depend on the circumstances and document type, but it is a
good idea to review policies at least every 2 years, e.g. an OHS training policy may

YUBRAJ TIWARI TS631

BSBWOR502 Lead & Manage Team Effectiveness

only need to be reviewed every 3 years, but a chemical handling procedure should be
reviewed more often due to the level of hazard involved.
 All employees and contractors need to be made aware of the changes to policy and
procedure when they occur.
 Enforce the policies and procedures is essential for XYZ. Once your policies and
procedures have been implemented, they need to be enforced. Make sure that you
approach this consistently as this is an important factor in being able to discipline a
worker for a breach of policy.
 If managers condone practices which do not fall within the policy, it could be argued
that disciplinary action against an employee who fails to follow the policy is unfair.
The consequence of any deliberate breach should be appropriate to the severity of the
breach, whether it be counselling; disciplinary action (e.g. a warning); or in serious
circumstances, dismissal.

8. XYZ currently has a formal feedback process that is documented in the performance
improvement and development plan template. Senior managers feel this process alone is
not appropriate as a mechanism to provide feedback to staff. Outline the leadership
techniques and strategies you would use to provide feedback to encourage, value and
reward the individual contribution of your team members.

The leadership techniques and strategies you would use to provide feedback to encourage,
value and reward the individual contribution of my team members at XYZ are.

Be problem-focused and specific: As well as telling the employee what they need to do
better, tell them why. For example, starting the conversation with “You need to be getting
into the office earlier” assumes that they know why punctuality is so important. Be clear
about the actual problem at hand (e.g. you don't want to keep your customers waiting), and
structure your feedback around it. Also, don't always assume that the employee has all the
background information they need. If necessary, tell them how the situation affects you and
the rest of the business. The more specific you can make your feedback, the more actionable
it will be.

Talk about the situation, not the individual: By its very nature, constructive feedback focuses
on outcomes and impartial observations rather than the employee's personal attributes. “Your
presentation put a lot of people to sleep” is likely to be taken as an attack that is motivated by
personal feelings rather than any objective facts. By discussing the situation, itself rather than
your personal opinion about it, you are showing that you are most concerned about fixing the
problem at hand, not the employee's own personality.

Give praise where it's due: Weaving some positives among the negatives can be a good way
to reassure employees that you haven't lost perspective. For instance: “I think you did a great
job with this account. Sales are up 13% since last quarter.” Then you can start talking about
the area that needs improvement: “However, we've had a few customers tell us that response
times have increased.” This tells the employee that you're not criticizing their overall
performance; just that certain aspects of their job need attention. Just be careful not to over-
emphasize the positives, as this can make you appear uncertain or insincere. Try not to use
technology such as email, text message or the phone to relay your feedback, as this can lead
to misinterpretation and make it seem less important than it really is. Find a quiet meeting
room where you can have an honest and informal one-on-one chat with the employee. At the

YUBRAJ TIWARI TS631

BSBWOR502 Lead & Manage Team Effectiveness

same time, try not to beat around the bush; whether it's positive or negative, constructive
feedback is most effective when you get straight to the point.

Be sincere: If your tone and manner don't match the context of the feedback itself, you could
send out a mixed message that confuses the recipient. If the feedback is positive, let your
emotions also indicate that you appreciate their efforts. For negative feedback, a more
concerned tone will show that you believe the problem should be taken seriously. Most
importantly, always try to avoid displaying negative emotions such as anger, sarcasm or
disappointment, as they are likely to be perceived as personal criticism. While giving
constructive feedback, make sure that staff are given a chance to respond. This shows that
you are prepared to listen to their concerns and their interpretation of events. It can also be
used as an opportunity for the employee to express their ideas and become part of the
solution.

Make it timely: Always try to give positive feedback when the employee's praiseworthy
achievement is still fresh in everyone's memory. The same applies to negative feedback –
with the exception that if they've done something that makes you feel genuinely bad, it may
be wise to wait until you've “cooled off” before taking it up with them. This will help to
ensure that your feedback is objective and not colored by emotion. The best type of
constructive feedback is that which focuses on behavior, not personality. It is given in a tone
and setting that conveys support and respect. Also keep in mind that we all thrive on positive
reinforcement, so don't assume that employees will always know when they're performing
well – come out and tell them. Be it positive or negative, providing staff with ongoing
constructive feedback is one of the most important and powerful employee development tools
at your disposal.

9. XYZ expects its retail outlet managers to lead by example. Outline three ways you
will ensure you serve as a role model for your team to enhance the XYZ company image
among the stakeholders.

XYZ company managers are on stage every day. Employees, customers, vendors, and many
others are watching your every move and learning from your behaviour. To be an effective
role model, you must exemplify these characteristics every day

Hard work and trust. Effective role models work hard and pitch in when their staff needs
help, always demonstrating a commitment to company goals. No task is below you as a
manager. As a retail outlet manager of XYZ company, If the floor needs to be mopped and
there is no one available to do it, do it yourself, and do it well. Not only does that ensure
critical tasks are completed, it also shows employees that the “it’s-not-my-job” mentality
isn’t allowed. Trust isn’t given, it’s earned. Show your team that you can be trusted by
always being fair, honest, and consistent. Don’t engage in gossip, and don’t tolerate it within
your staff. Employees need to know you have their backs, and you should take every
opportunity you can to prove it.

Accountability and positivity. Role models take responsibility for their actions and inspire
others to do the same. If you make a mistake, admit it and let the team know how you plan to
correct the situation. Never blame others or make excuses. Always show respect for all
individuals; customers, employees and vendors. Respect is paramount in every situation, and
is especially important during situations when you have to correct behaviour. Never criticize
an employee in public, and keep your feedback focused on the task at hand. Business is

YUBRAJ TIWARI TS631

BSBWOR502 Lead & Manage Team Effectiveness

nothing if not unpredictable. As a manager, you need to be prepared to deal with high stress
situations. Your team will be watching closely as you handle challenges. If you overreact or
get easily overwhelmed, your staff will be inclined to do the same. Model the positive
behaviour you expect from your staff.

10. Develop a communication plan to share the progress of your team over the next six
months with each of the stakeholder groups outlined in the current XYZ operational
plan. Your plan should include who you will communicate with, what information they
will receive, the method of the communication and the frequency of the communication.

Who to communicate: XYZ company policy is to communicate within and among the team.
Two-way communication is important as employees and manages tend to communicate about
the progress of the team over the next six months. Team leaders will be able to have good
insights on whom to delegate various tasks to, among team members while helping every
individual employee to develop and improve his or her talents and skills. As such new
employees will be employed based on how they can blend with and be integrated into a
company’s workforce.

What information they will receive: The progress of the team will be shared which will
include various KPIs performance over time. Information and ideas are effectively shared and
exchanged around the company. Employees feel satisfied because they are sure that team
leaders, managers or supervisors will listen to their ideas and complaints. Therefore, a
company with effective lines of communication allows for free communication among peers,
colleagues, customers, and superiors. The importance of communication channels is to make
sure that apart from annual reviews, employees and management have a way of
communicating their individual faults, weaknesses, and strengths to each other. These
communication channels also ensure that employees can get feedback on what they're doing
wrong from their superiors and peers on time and management can get complaints relating to
their activities or the company culture and activities from employees.

Method of communication: XYZ has various modes of communication methods but email
and face to face method are the most frequently used in this as performance has to be
communicated over all team members. A communication channel is the medium, mean,
manner or method through which a message is sent to its intended receiver. The basic
channels are written (hard copy print or digital formats), oral or spoken, and electronic and
multimedia. Within those channels, business communications can be formal, informal, or
unofficial. Finally, communications can be rich or lean. A good internal communication
culture allows employees, leaders, and managers to enjoy strong lines of communication
ensuring that everyone is on the same wavelength, thinking and acting the same way towards
reaching business goals and sending a consistent message to clients and other external forces
like competitors

Frequency of communication: XYZ will organise regular meeting and staff briefing where
the progress will be shared. Staff meetings (organized monthly and quarterly) is a great
chance for sharing key information having to do with a company's goals, objectives, and
achievements among employees at all levels. Employers have to make staff meetings
interesting and enjoyable. They should also encourage public recognition of employee
accomplishments and innovative ideas such that at the end of the meeting, employees will
know what is going on in the company and they would be able to share their concerns and
complaints.

YUBRAJ TIWARI TS631

BSBWOR502 Lead & Manage Team Effectiveness

11. Outline how you will facilitate a two-way flow of information on team performance
issues between your team and senior management.

As a retail outlet manager of XYZ company, I will facilitate a two-way flow of information
on team performance issues between your team and senior management through the
following ways.

Communicate Regularly: Find ways to communicate regularly without making it tedious,

particularly if you have younger employees who find routines difficult. You can have regular
staff meetings without making them weekly. Pepper them with one-on-one meetings
throughout the month. Use online social media sites and email alerts. Ask employees if they
would like to get updates via text messages on their smartphones. Getting routine
communications – such as sales figures – in addition to “breaking” news like snagging a new
client, helps employees feel engaged with the company as a whole and understand how their
roles fit with the company’s mission. This facilitates two-way communication and lets
employees know their ideas are important. Managers gain new ideas, as well as insight into
employees’ jobs. For example, while one employee may be responding to incoming
complaints per company policy, another employee may actually have a solution to the
problem causing the complaints. A feedback system ensures that valuable employee
suggestions are received and implemented.

Listen Closely: Listening is as much a communication skill as speaking or writing. As a

manager, when you set aside time for employees, do not answer telephone calls or glance at
email notifications during your conversation. Let the employee speak without interrupting,
even if you know you are going to disagree with his position or you have personal biases. The
better your reputation as a good listener, the more comfortable employees will be about
communicating. Remember that without this communication, you may not be aware of
problems brewing until they become more difficult and costlier to manage.

Lead by Example: Employees need to know that their managers are credible and will follow
through on what they say. Management can establish credibility by promising only what they
can deliver and admitting when they’re wrong. Employees should be credited for their
contributions and never mocked for their ideas, particularly in front of others. Managers also
need to be mindful of their communication style, including non-verbal signals. Everything
from how they stand to their facial expressions indicates an openness and willingness to
communicate.

12. One of your team members is concerned that they will not be able to achieve the
KPIs you have set and that they will probably get sacked. Explain what you will do to
address and resolve their concerns, including referring to and following up with senior
management and other relevant stakeholders.

If the team member is concerned about the set KPIs, I would immediately go and talk to the
employee respecting his right for privacy. Sometimes, a new hire begins work with little
understanding of what's expected of them. This can vary from the new hire's written job
responsibilities, since a supervisor or manager may have additional expectations of what
someone in a new position should be doing. In such cases, it's imperative to provide a

YUBRAJ TIWARI TS631

BSBWOR502 Lead & Manage Team Effectiveness

comprehensive outline of the employee's job functions and responsibilities. Communicating

this as early as possible (ideally during the interviewing process) is also a best practice.

I would draw up a roadmap to improvement before going to senior management. Employees

who consistently underperform need help to determine how to do their job better. A detailed
performance roadmap with clear, manageable goals might be the best way to get them on the
path toward greater productivity. With the employee's input, draw up a roadmap with clearly
delineated small steps. As these are achieved, it's likely they will feel more engaged and
readier to tackle any bigger work responsibilities remaining. Most importantly, emphasize the
positive in these interactions, so the employee feels inspired, rather than discouraged or
alienated.

Provide ongoing, constructive feedback. It's often impractical to wait for an annual or semi-
annual performance review to offer feedback to an underperforming employee. Instead,
schedule ongoing meetings where the focus is on an objective assessment of the individual's
progress toward improvement. Emphasize what the employee is doing right and then address
shortcomings in a respectful manner, with a focus on solutions and/or changes in behavior
that can lead to success.

Make sure employees have the tools they need to succeed. In some cases, underperformance
could be linked to a lack of access to training, tools, or technology. Make sure to identify any
resources that employees may be missing, and make it a priority to provide them as needed.
You may also want to consider offering training on how to better leverage these tools to aid
in their overall performance. Barring any behavioral issues, even underperforming employees
want to become better at their jobs. Approaching the issue in a positive, collaborative way
can keep the overall work atmosphere upbeat and encouraging, and it is far more likely to
produce the desired results.

Task 2: Role Play

Outlet manager: Hello everyone. Welcome to the meeting. How are we all doing?
Team Member 1: Good

Outlet manager: Thank you for attending today’s meeting. The topics that we will be
discussing are key roles, responsibilities and accountability, as well as, some briefing about
performance development plan.
Team Member: Really excited to get into it now and get more information

Outlet manager: The purpose of creating teams is to provide a framework that will increase
the ability of employees to participate in planning, problem-solving, and decision-making to
better serve customers of XYZ. XYZ has categorized roles and responsibilities of various
levels of management to staffs depending on the need of the business. Senior management
team is mostly involved in decision making such as to increase sales by 15 percent annually
Team Member: Great to know that, can you tell me more about how communication plan
will ensure confidentiality of the employee?

Outlet manager: XYZ company has existing strategies to meet the targets within the next 6
months. There are various strategies specifically designed to meet KPIs over the next six
months. The first plan is to establish Performance Plan and coaching. Team leaders must take
responsibility for the team’s guidance, monitoring and control

YUBRAJ TIWARI TS631

BSBWOR502 Lead & Manage Team Effectiveness

Team Member: Yes, we are eager to work towards the achievement of goal. Can we know
briefly about the policy and procedures for these.

Outlet manager: Great to hear that. Policies and procedures are an essential part of any
organization. Together, policies and procedures provide a roadmap for day-to-day operations.
They ensure compliance with laws and regulations, give guidance for decision-making, and
streamline internal processes. XYZ currently has no policies or procedures around allowing
and encouraging employees to take responsibility for their own work and to assist others to
perform their roles and responsibilities within the team
Team Member: Thank you so much for briefing.

Outlet manager: The strategies XYZ will use to encourage team members to participate in
and to take responsibility for team activities, including communication processes, and to raise
any issues or concerns are mostly reward system and motivation. Actively encourage and
support team members to participate in team activities and communication processes and to
take responsibility for their actions. Support the team to identify and resolve problems which
impede its performance
Team Member: Great to hear about the strategies.

Outlet manager: Any questions you have in mind?

Team Member: Just wondering how XYZ will implement these plans and strategies.

Outlet manager: XYZ will organise meeting for consultation. Consultation should ensure
that every person in your workplace understands the importance of company policies and
procedures and why they need to be implemented effectively. When developing your policies
and procedures, you must consult with all relevant stakeholders.
Team Member: Thank you so much for this.

Outlet manager: Wonderful, thank you for participating.

Team Member: Thanks a lot for your time.
Task 3: Written Questions

1. It is important to consult team members when establishing the team’s performance

plan that will contribute to organisational goals, plans and objectives. When consulting
with the team, why is it important for them to have a common understanding of:
● Team purpose?
● Roles?
● Responsibilities?
● Accountabilities?

In work teams, having a common purpose and a clear understanding of the roles,
responsibilities and individual goals within the team dynamic is essential to ensuring a
quality outcome. In this case, quality refers to more than just a positive outcome in relation to
the prescribed goals; it also means the cohesion of individuals within the team environment
and the lasting impressions of the success (or otherwise) of the group project. As a leader,
aligning the focus of the team helps to enable the team members to achieve goals. Important
issues to consider include facilitating a shared understanding of: • the purpose of the
organisation, who its customers are and the team’s role with the customers • what the
organisations goals are, and how your team will help achieve them

YUBRAJ TIWARI TS631

BSBWOR502 Lead & Manage Team Effectiveness

It is important to understand that a group of people does not necessarily make a team. There
are a number of critical factors that make a group of people a team, such as the size of the
team, appropriate knowledge/skill mix, defined purpose and goals, a common approach and
joint accountability. The mission and objectives are statements that help you establish what
will be achieved by setting measurable goals and objectives. The mission is an overarching
statement covering the project scope; for example; ‘to create a new manufacturing process for
the widget division’. Following the mission, the objectives should be stated clearly and
concisely. Detail of specific goals should be written by ensuring the objectives are numbered
and time frames or deadlines are assigned to each. Mechanisms such as scheduled meetings,
bulletin boards, text messaging, shared computer network spaces, blogs, and even tweets and
other social media can be used to provide feedback to the work team in relation to outcomes
of any particular consultation.

2. Explain what a Performance Plan

● is used for,
● what it should contain,
● what it should align with and
● the types of goals it might include.

A performance plan is a great opportunity to discuss your development needs with your line
manager. You may be able to discuss the changing requirements of your role, as well as your
personal development aspirations (career development). Often these reviews are held
annually as a formal process. There is significant criticism levelled at this, mainly due to the
fact that the timing is too infrequent to be really useful and seems to be a ‘requirement’ of
Human Resource (HR) management rather than a particularly useful process. In order to
make sure the review process is useful make sure there are no surprises. If you have
something to say either as a supervisor or an employee, waiting a year to say it is not helpful!
It can however be managed well to be helpful. Both the employee and the manager need to be
well prepared. Reviews are an excellent way to provide opportunities for improvement and
feedback.
The first stage of managing an effective team is the planning stage. As a team leader you will
be required to administer performance plans for your team members. Performance plans for
individuals or teams generally contain: • performance measures such as KPIs • specific goals
to be achieved by each team member, or the entire group • the actions required to achieve
those goals • a schedule outlining how long it should take to achieve each goal • the methods
that will be used to monitor, evaluate and reward performance.

It may seem counter-intuitive to negotiate a KPI, but this process has several benefits.
Negotiation can highlight the strengths and weaknesses of individual employees or the team
as a whole. As a manager, you can allocate the right work to the right team member based on
the outcomes of this process. The benefits of collaborating in the development of KPIs
include an increased level of personal commitment and a better level of understanding of
team member perspectives by the manager. It allows for feedback and critical analysis of the
role and the performance measures applied to it. The following steps provide a guideline for
developing an effective performance plan using input and agreement with your team

3. Provide an outline of what you, as team leader, can do to support team members in
meeting expected performance outcomes? (200-300 words)

YUBRAJ TIWARI TS631

BSBWOR502 Lead & Manage Team Effectiveness

As a team leader, I can do the following to encourage my team members in meeting expected
outcomes.

Create a team vision and help people personalize it. A team can be committed and “get
along” and do great work, but if they aren’t moving in a direction that is the desired direction
for overall organizational success, they are less effective than they could be. Whether you set
the goals or involve them in setting them, no team can succeed without them. Goals alone
aren’t enough however. We must help people connect their personal work to the goals of the
team and the vision of the organization. Our role as leaders is to help make that happen.

Focus on relationships and encourage others to do the same. Often leaders make the
mistake that if people get to know each other, they will get along better and most, if not all,
team problems will melt like the Wicked Witch of the West. While many consultants make a
living based on this basic premise, it is short sighted and incomplete. That said, relationships
among team members matter and will aid in team development and success. If you want
highly successful teams, be a relationship builder and allow time and space for team members
to build relationships while they accomplish tasks.

Be supportive and encourage team members to support each other. Be supportive both of
the team as a whole, which we have already talked about in several ways, but also of the
individuals on the team. Remember that a team is made up of individuals, and when you
support them you are building their confidence and creating positive attitudes. Since you
know that confidence and a positive attitude and energy will improve individual (and team)
results, it is important that you not only do this, but help people do the same for each other.
Creating this upward spiral or support and encouragement will grow your team’s results as
fast as almost any other thing, and it starts with you.

4. Discuss the benefits of involving team members in planning and decision making.
(200-300 words).

Empowerment Improves Morale: Actively engaging workers in the decision-making

process increases overall company morale. Many companies have a distinct separation of
power between management and workers; however, active employee involvement lowers that
gap, opening the lines of communication between supervisors and employees. As a
functioning participant in the decision-making process, employees understand their ideas are
an important contribution to the company, and gives them the power to influence the outcome
of their work, leading to increased job satisfaction and a positive attitude, not only toward
their position but also to the company itself.

Taps into Internal Resources: Using employees in the decision-making process, rather than
outsourcing, saves money, time and offers the company long-term reliable assistance from
those who know the corporation well. Hiring an outside consulting firm is expensive and can
take up valuable resources in fees and the time spent updating outside consultants in various
aspects of the company. However, employees are already aware of these processes, offer
insightful knowledge of the company needs, and understand the policies of the company
overall.

Improves Workplace Relationships: Participation in the decision-making process gives

each employee the opportunity to voice their opinions, and to share their knowledge with
others. While this improves the relationship between manager and employee, it also

YUBRAJ TIWARI TS631

BSBWOR502 Lead & Manage Team Effectiveness

encourages a strong sense of teamwork among workers. The expression of viewpoints opens
dialogue between co-workers, with each worker bringing their individual strengths to a
project. It is also a good way to gather information about the employees as to how they work
in a team environment, and where training may be necessary, all of which leads to an increase
in effectiveness, and ultimately an increase in good teamwork and performance.

5. Provide reasons why policies and procedures ensure team members take
responsibility for their own work and to assist others. (80-160 words)

Policies and procedures are an essential part of any organization. Together, policies and
procedures provide a roadmap for day-to-day operations. They ensure compliance with laws
and regulations, give guidance for decision-making, and streamline internal processes.

 Consistent processes and structures: Policies and procedures keep operations from
devolving into complete chaos. When everyone is following policies and procedures,
your organization can run smoothly.

 Management structures and teams operate as they’re meant to. And mistakes and
hiccups in processes can be quickly identified and addressed. When your staff is
following policies and procedures, your organization will use time and resources more
efficiently. You’ll be able to grow and achieve your goals as an organization.

 When employees follow procedures, they perform tasks correctly and provide
consistent customer service. This enhances the quality of your organization’s products
and services. And, in turn, improves your company’s reputation. Employees can know
they are fulfilling their roles and take pride in their work

 When your staff is following policies and procedures, workplace accidents and
incidents are less likely to occur.
 This reduces liability risks for your organization and limits interruptions in operations.
Your employees can feel safe and comfortable in the workplace, knowing that their
managers and co-workers are looking out for their best interest. They can rest assured
that they’ll be taken care of if something does happen.

6. Explain the role of feedback in encouraging, valuing and rewarding individual and
team efforts. Provide some examples of how you can do this. (80-160 words)

The role of feedback in encouraging, valuing and rewarding individual and team efforts is
immense. Feedback keeps everyone on track, when done regularly. That’s beneficial for
everyone involved in any type of activities: working on a project, preparing for an event,
studying, etc. Feedback helps your team avoid major mistakes by creating a clear and honest
communication flow during any kind of teamwork. It saves you the time of correcting
someone’s work, reduces errors caused by miscommunication to a minimum, and prevents
regrets of those who feel like they failed. You form better relationships with the people on
your team by encouraging honest feedback. It often involves criticism, which is something
most people aren’t comfortable with. But when given in the right way, it can help them
evolve.

YUBRAJ TIWARI TS631

BSBWOR502 Lead & Manage Team Effectiveness

The best way to provide feedback is through constructive way. Constructive feedback
motivates people and boosts their performance. A friendly approach works well here. You
can not only help others see what they might be doing wrong, but allow them to use this as a
piece of advice, not judgment. Make them feel like you believe in them and just want to help
them reach the project’s goal sooner. That will make them even more motivated to do a good
job.

7. Outline two strategies that can support team cohesion, participation and
performance. (80-160 words)

Team cohesion is the strength and extent of interpersonal connection existing among the
members of a group. It is this interpersonal bond that causes members to participate readily
and remain motivated to accomplish the set goals.

 Hire with Care: There are two ways through which leaders can form teams. They can
either recruit members from their current pool of employees or hire new people from
outside the firm.

 Value Everyone’s Contribution: Once a leader has chosen the right members for his
team, the next step is to ensure that everyone participates. Teams experience greater
success by drawing from the expertise of each team member.

 Empower Team Members: Delegating authority to some of the team members also
helps to increase cohesion. Group members are more likely to work cohesively when
they feel that they have ownership of the issues and activities being proposed.

 Resolve Conflicts within the Group: Constructive conflicts that develop among team
members are an indication of a healthy group. It would be unusual if the group never
encountered a couple of challenges along the way. Ideally, no team member should
have to agree to a proposed idea just because he’s trying to avoid upsetting the team
harmony.

8. Explain consensus decision making and provide two strategies for gaining consensus
for an idea or action within a team. (200-250 words)

Consensus decision making is a creative and dynamic way of reaching agreement between all
members of a group. Instead of simply voting for an item and having the majority of the
group getting their way, a group using consensus is committed to finding solutions that
everyone actively supports, or at least can live with. This ensures that all opinions, ideas and
concerns are taken into account.

By definition, in consensus no decision is made against the will of an individual or a

minority. If significant concerns remain unresolved, a proposal can be blocked and prevented
from going ahead. This means that the whole group has to work hard at finding solutions that
address everyone's concerns rather than ignoring or overruling minority opinions.

 Remove the sense of insecurity that comes with political process and lack of
information - ensure everyone has the same key information, with adequate time to
consider and the chance to discuss it as a group.

YUBRAJ TIWARI TS631

BSBWOR502 Lead & Manage Team Effectiveness

 See consensus decision making as a process not only an outcome. This means using
collaborative and open approaches to how we speak and work with each other, how
we handle conflict and how we address issues.

9. Explain Tuckman’s theory of team development in your own words. (200-250 words)

Forming stage: The forming stage involves a period of orientation and getting acquainted.
Uncertainty is high during this stage, and people are looking for leadership and authority. A
member who asserts authority or is knowledgeable may be looked to take control. Team
members are asking such questions as “What does the team offer me?” “What is expected of
me?” “Will I fit in?” Most interactions are social as members get to know each other.

Storming stage: The storming stage is the most difficult and critical stage to pass through. It
is a period marked by conflict and competition as individual personalities emerge. Team
performance may actually decrease in this stage because energy is put into unproductive
activities. Members may disagree on team goals, and subgroups and cliques may form around
strong personalities or areas of agreement. To get through this stage, members must work to
overcome obstacles, to accept individual differences, and to work through conflicting ideas
on team tasks and goals. Teams can get bogged down in this stage. Failure to address
conflicts may result in long-term problems.

Norming stage: If teams get through the storming stage, conflict is resolved and some degree
of unity emerges. In the norming stage, consensus develops around who the leader or leaders
are, and individual member’s roles. Interpersonal differences begin to be resolved, and a
sense of cohesion and unity emerges. Team performance increases during this stage as
members learn to cooperate and begin to focus on team goals. However, the harmony is
precarious, and if disagreements re-emerge the team can slide back into storming.

Performing stage: In the performing stage, consensus and cooperation have been well-
established and the team is mature, organized, and well-functioning. There is a clear and
stable structure, and members are committed to the team’s mission. Problems and conflicts
still emerge, but they are dealt with constructively. (We will discuss the role of conflict and
conflict resolution in the next section). The team is focused on problem solving and meeting
team goals.

Adjourning stage: In the adjourning stage, most of the team’s goals have been
accomplished. The emphasis is on wrapping up final tasks and documenting the effort and
results. As the work load is diminished, individual members may be reassigned to other
teams, and the team disbands. There may be regret as the team ends, so a ceremonial
acknowledgement of the work and success of the team can be helpful. If the team is a
standing committee with ongoing responsibility, members may be replaced by new people
and the team can go back to a forming or storming stage and repeat the development process.

10. Explain how group dynamics can support or hinder team performance. (150-200
words)

Team dynamics can strongly influence how a team performs. Interactions can be both
positive and negative and altogether they can affect the performance of the team. Poor group

YUBRAJ TIWARI TS631

BSBWOR502 Lead & Manage Team Effectiveness

dynamics can damage morale, undermine productivity and lead a team to make bad decisions
or possibly be left with unproductive and unsuccessful outcomes. Positive team dynamics
help teams get things done as team members know their roles and responsibilities and can
assist each other with completing activities.

The team dynamics are those psychological forces that affect the behavioural aspects of the
team members. The group dynamics can effect on the team performance with following
factors such as Profitability, Work environment, Employee retention rate, Individual
performance of the team members in the organization, and overall reputation of the
organization.

However, various conflicts, misconducts and lack of trust can arise due to poor group
Dynamics. Poor dynamics can hinder the relationships among the team members and even
among the team members and the clients of the business as the old persons of the fitness club.

11. List two common positive and two common negative behaviors of a team leader that
can affect group dynamics.

Open communication is central to good team dynamics, so make sure that everyone is
communicating clearly. Include all of the forms of communication that your group uses –
emails, meetings, and shared documents, for example – to avoid any ambiguity. As a leader,
you need to guide the development of your group. So, start by learning about the phases  that
a group goes through as it develops. When you understand these, you'll be able to pre-empt
problems that could arise, including issues with poor group dynamics.

Group leaders and team members can contribute to a negative group dynamic. Let's look at
some of the most common problems that can occur:

 Weak leadership: when a team lacks a strong leader, a more dominant member of the
group can often take charge. This can lead to a lack of direction, infighting, or a focus
on the wrong priorities.

 Excessive deference to authority: this can happen when people want to be seen to
agree with a leader, and therefore hold back from expressing their own opinions.

12. Outline two strategies for improving group dynamics.

Understand the phases of group development; for example, Tuckman’s stages of forming,
norming, storming, performing and adjourning.

Adjust your leadership style to suit the stage and deal with problems quickly and fairly, and
provide constructive feedback.

13. Explain how a team leader can assist in preventing issues from arising within their
team. (150-200 words)

A group with a positive dynamic is easy to spot. Team members trust one another, they work
towards a collective decision, and they hold one another accountable for making things
happen. As well as this, researchers have found that when a team has a positive dynamic, its

YUBRAJ TIWARI TS631

BSBWOR502 Lead & Manage Team Effectiveness

members are nearly twice as creative as an average group. Open communication is central to
good team dynamics, so make sure that everyone is communicating clearly. Include all of the
forms of communication that your group uses – emails, meetings, and shared documents, for
example – to avoid any ambiguity.

Planning and organizational skills- Planning and organizing are two of the most important
functions of a team leader. Training skills- One of the best decisions you can make as a team
leader is to provide training and professional development for your team. Communication
skills- As a team leader, you will quickly learn the importance of effective communication
with your team. Effective team communication requires clear speaking ad active listening.
Conflict-resolution skills- Conflict situations are common in teams and, if managed
effectively, can actually have positive benefits in the form of increased knowledge sharing,
idea generation and innovation

14. Explain how each of the following options can be used as issue resolution strategies
a. Discussion b. Written Communication
c. Mediation d. Compromise
e. Voting (50-100 words each point)

Often, conflict arises simply due to a lack of communication. If you feel that your employees
are having conflict because they are not talking with each other, set up time for a discussion.
Encourage the employees to talk through the problem, particularly if you suspect that it
simply stems from the fact that they have failed to communicate effectively up to this point.

If an issue has escalated or one of the employees has a hot temper, written communication
may be a more effective way of breaking down the wall and resolving conflict. Ask each
employee to write a letter to the other, outlining the problem. By writing letters instead of
talking face to face they benefit from the opportunity to more carefully select their words.
They can also make sure that the exchange doesn’t erupt into a yelling match. Additionally,
letter writing provides a means to document this communication easily.

Sometimes, two individuals in a conflict simply can’t work it out together without the aid of
third party. If your workers’ conflict has escalated to the point where outside intervention is
necessary, set up a mediation session. Train a staff member in the art of mediation. Allow this
staffer to sit down with the feuding individuals and assist them in working through their
problems in a productive manner.

Ask each person to give a little and take a little by arranging a compromise between the two.
Ask both of the members to come to your offer and talk the problem through with them,
presenting potential compromises and allowing them to mull these options over. By arranging
a compromise instead of just selecting one member’s interests over the other, you can reduce
the likelihood that one staff member feels slighted by the way in which the conflict was
resolved. If you simply must put a conflict to bed, voting can be an effective method. If, for
example, two employees are arguing over a potential advertising campaign or other business
Endeavor, set up a vote and allow other employees to weigh in. The numbers will solve the
conflict and serve as a once-and-for-all answer.

YUBRAJ TIWARI TS631