BSBWOR502B

Report
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Establish Team performance plan
Develop and facilitate team cohesion
Facilitate team work
Liaise with Stakeholders
People come together in lots of ways:
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Collection: individuals with no sense of identity or team
spirit is at one end of the scale.
A work group or team; with common goals and a sense of
identity. Individual contributors may work independently
A team with shared goals, and independent team whose
members share common goals a sense of purpose and
identity. Members need to work together to reach their
goals.
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Well led teams can achieve cost effective savings and
remarkable gains in productivity, innovation and
responsiveness to customer needs.
Organisations that have introduced team based
operations report over 40% gains in productivity and
improved customer responsiveness, and manufacturing
and design flaws cut by half.
Where are we going ?
Mission Statement
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A mission statement is a written organisational
statement that states your organisation’s purpose
and inspires and motivates your employees.
Vision Statement
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A vision statement takes the mission statement
one-step further and looks into your desired
future for the organisation.
Where are we going ?
Objectives and Goals
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The objectives or goals are not something that is
going to be written, and then simply left to gather
dust. They are living, breathing document that must
be referred to constantly throughout the operation
of your team and organisation
SMARTT
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Specific (Clear - Concise)
Measurable
Ambitious (achievable yet challenged)
Related to overall departmental goals
Time-framed
Trackable
Self Managed Teams:
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When work teams are empowered to make their own decisions,
manage their own budget and organise their work and the resources
they need, reorganise work systems and work flows, select their own
team members and so on.
Virtual Teams:
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Different locations, technology enables them to communicate easily
and work on documents in real time.
By knowing the SMARTT of your job role you will
endeavour to achieve your goals, targets and KPI’s.
K.P.I’s (Key Performance Indicators)
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The key performance indicators (KPIs) identify the purpose
and importance of the actual job functions in achieving the
purpose.
Supporting the Team
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Openness
Honesty
Productivity
Co-operation
Information
 Clear
 Complete
 End User
 Feedback
 Promises Made / Promises Broken
In every organisation, smaller groups form, made up
of departments, work groups and networks. Each of
these groups have subcultures or an operating code,
its own common language, dress, rituals, ‘hangouts’
and performance expectations.
Activity # 1
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List six things that spring to mind when you think about your
department or work group.
How do people behave in your work group?
Strategies
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Ask for input
Engage in reflecting listening
Greet employees when you see them
Make an effort to get to know team members
Provide forums for information
Establish eye contact
Recognise employees for their contribution
Schedule regular meetings
Show team members their opinions count
Consider supervisor’s ‘like gold’
• Poor performing teams
• High performing teams
• In personal danger
• Energetic
• Low self esteem
• Enthusiastic
• Low team identity
• Mutual trust
• Poor team image
• Secure
• Threatened
• Sense of fun
• Strong identity
Feelings
Feelings
•Low performing teams
•High performing teams
•Blaming
•Decisions are put off
•Active listening
focuses on solutions
•Game playing
•Open and honest
•Infighting
•Respect for individuals
•Lack of cooperation
•Self-discipline
•Some members withdrawing
•Win-win approach
•Personality clashes
•Energies
Behaviours
Behaviours
•Low performing teams
•High performing teams
•Dominate leadership
•Camaraderie
•Hidden agendas
•Creativity
•Lack of enjoyment
•Empathetic relationships
•Stereotyping
•Enjoyment
•Poor results
•Mutual acceptance
•Poor team spirit
•Task achievement
•Stress
•Healthy Team Spirit
Results
Results
Process
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The way a group of people work together, including absence or
presence of tension, communicating patterns and style, group
norms, and level of participation.
When we pay too much attention to the task and leave the way the
team works together to languish, the task itself ends up suffering.
Process has dramatic influence on task achievement. It is the oil
that keeps the team wheel turning. How clearly and openly team
members communicate with each other, how enjoyable and
supportively they work together, and how much they trust each
other sets the stage for how they share ideas and innovation.
Policies
Develop policies to ensure team members take responsibility for their
own work.
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Attend all meetings
Attend training
Agendas
Keep team informed
Feedback
List of duties and responsibilities
Work to build effective communications
Feedback
Feedback matters.
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The only way for people to get better at what they do is for the
people they work for to provide candid, timely performance
evaluations.
In today’s environment, you have to evaluate what’s changing
and what’s staying the same, what’s working and what’s no
longer working.
Feedback
Feedback matters.
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The only way for people to get better at what they do is for the
people they work for to provide candid, timely performance
evaluations.
In today’s environment, you have to evaluate what’s changing
and what’s staying the same, what’s working and what’s no
longer working.
Feedback
Always get feedback on your feedback
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One reason candid feedback is so important is that most people are
great at self- delusion. It’s easy to think we are better at giving
feedback than we are.
There’s such a disconnection between managers ‘impressions of the
feedback they give and their employees ‘ impressions of the
feedback they get.
Most managers need a reality check.
Time to discuss these questions :
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How do we measure our teams success in working together
and achieving results?
How do we celebrate our success?
How do we want to communicate with each other?
How do we want to work with each other, individually or as a
team?
Do we wish to meet with each other and brain storm
concepts?
What makes it worthwhile for each of us to be part of a
team?
What must we do to achieve the team goals?
Tasks
 The work an individual or a team carries out to achieve its goals and
objectives
 Knowing each others roles and your own allows the team to work together
and support each other in the achievement of their roles and tasks.
 You can increase the teams task commitment by involving them in the
planning, decision making and other operational aspects of their work.
 The task refers to the goals the team is working to achieve, ensuring that
every person is clear on what to do
How leaders see their role :
“I work to build a team that works well together and helps each other out. I want
them to respect each other, trust each other and innovate and I want them to
have fun whilst doing it!”
“ I think it is important to emphasise the positive. To ‘catch people doing
something right’ as they say”
“ I work with my team. We work together to get the job done, solve problems,
make decisions and so on. I oversee the process but, basically, the way I see it is:
“We’re all in this together!”
“We’re in it together” is Simonds company motto and culture.
In groups discuss what this means to you and how you would describe how your
leader see’s their role within the organisation and how does this motivate or
impact your job role?
Task needs: The need
to succeed in reaching
set goals- achieving a
task
Team needs: The need
for the group to work
as a team – building
the team
Individual needs: the
need to feel satisfied
with your own work,
developing and
motivating individuals
Overlapping needs
Task needs
Team needs
Individual
needs
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Teams can also speed up the decision making
process, increase efficiency in other ways, as well as
reduce costs due to fewer layers of management
interaction.
Teams are an excellent way to benefit from people’s
skills and knowledge. They can increase morals,
stimulate innovation and improve job satisfaction by
providing people with more control over their jobs
and satisfaction of working collaboratively with
others.
Managed Teams:
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Managers form the organisations key functions and make up
management or leadership teams. These teams coordinate work and
strategy across the organisation.
Matrix Teams:
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Designed so that employees are members of two or more teams.
Each made up of different members from different functions.
Members of Matrix teams report to different managers for each
aspect of their job.
Merged Teams:
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Acquisitions, mergers and takeovers are common. Employees from
once competing organisations are asked to work together
cooperatively for the good of the newly combined company.
Mixed Teams:
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Full-time, part-time and casual workers, temporary and
contract employees and off site employees make up mixed
teams. Leading teams of various groups of workers presents
special challenges for managers
Multi-functional or cross – functional teams:
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Include people from various functions of an organisation and
are responsible for delivering an entire product or service,
from design to manufacture, marketing, delivery and after
sales service, or for undertaking a special project such as
developing and designing a new product. Their members
often report to their team or project manager as well as a
manager.
Problem – Solving and Innovation Teams :
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Popular type of temporary team made up of knowledgeable people
who meet to solve a specific problem, often through innovation, and
then disband.
Project Teams:
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Another type of temporary team brought together to undertake a
specific assignment, such as launch a new product, design a new
procedure or system or to introduce a new technology. Project teams
are generally chosen across the organisation.
Characteristics of a Team
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There must be an awareness of unity on the part of all its
members.
There must be interpersonal relationships. Members
must have a chance to contribute, learn from and work
with others.
The members must have the ability to act together
toward a common goal.
Well functioning team
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Purpose: Members proudly share a sense of why the team
exists and are invested in accomplishing its missions and goals.
Priorities: Members know what needs to be done next, by
whom, and by when to achieve team goals.
Roles: Members know their roles in getting tasks done and
when to allow more skillful member to do a certain task.
Decisions: Authority and decision-making lines are clearly
understood.
Conflict: Conflict is dealt with openly and is considered
important to decision-making and personal growth.
Well functioning team
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Personal traits: Members feel their unique personalities are
appreciated and well utilised.
Norms: Group norms for working together are set and seen as
standards for everyone in the groups.
Effectiveness: Members find team meetings efficient and
productive and look forward to this time together.
Success: Members know clearly when the team has met with
success and share in this equally and proudly.
Training: Opportunities for feedback and updating skills are
provided and taken advantage of by team members.
Effective team
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Contribute ideas and solutions.
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Recognise and respect differences in others.
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Value the ideas and contributions of others.
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Listen and share information.
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Ask questions and get clarification.
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Participate fully and keep your commitments.
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Have fun and care about the team and the outcomes.
High performance team
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Participative leadership
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Shared responsibility
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Aligned on purpose
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High communication
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Future focused
Focused on task
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Creative talents
Rapid response
Resolving problems
The reasons these problems may be occurring can include:
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Lack of skills and/or knowledge
Miscommunication of information
Staff not coping with workload
Equipment failure
Personal issues
Tension within the team
Resolving problems
Ideas :
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Regular equipment maintenance and/or investing in
new equipment
Suggesting counselling for staff who have personal
issues – or even scheduling some time off for them.
Acting as a mediator to resolve issues between staff.
If you expect a standard of behaviour in the workplace from your
team they should be able to expect the same form you in return.
Resolving problems
Ideas :
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Staff training – either as a group or individuals
Analysing your current communication channels – are
they effective? What is the best method of getting the
correct message to your team?
Looking at staff workloads – are they over-loaded or is
a lack of skill causing the problem?
Stakeholder management is an important
discipline that successful people use to win
support from others.
It helps them ensure that their projects
succeed where others fail.
The benefits of using a stakeholder-based approach
are that:
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You can use the opinions of the most powerful stakeholders to
shape your projects at an early stage.
Gaining support from powerful stakeholders can help you win
more resources – this makes it more likely that your projects
will be successful.
By communicating with stakeholders early and frequently, you
can ensure that they fully understand what you are doing and
understand the benefits of your project – this means they can
support you actively when necessary.
The benefits of using a stakeholder-based approach
are that:
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You can anticipate what people’s reaction to your
project may be, and build into your plan actions that
will win people’s support.
Identify stakeholders
Prioritise stakeholders
Understand key stakeholders
You now need to know more about your key stakeholders. You
need to know how they are likely to feel about and react to your
project. You also need to know how best to engage them in
your project and how best to communicate with them.
Understand key stakeholders
Key questions that can help you understand stakeholders are:
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What financial or emotional interest do they have in the
outcome of your work? Is it positive or negative?
What motivates them most of all?
What information do they want from you?
How do they want to receive information from you? What
is the best way of communicating your message to them?
Unresolved issues
As a leader of people you may not be able to resolve every
issue. Workplace issues, concerns or problems that remain
unresolved need to be communicated through the correct
channels to the correct people. These may include:
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Line managers
Human resource department
Union representatives
Other stakeholders
ASSESSMENT
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