Name Harpreet Kaur

Student ID VTI18T1232
Unit Name Lead and manage team effectiveness
Unit Code BSBWOR502

ASSESSMENT TASK1.

ACTIVITY 1.

Leadership techniques and strategies at JKL Industries

Strong and committed leadership is key to a successful company so successful leader crucial to know
strengths and weaknesses of your team members. It’s important to understand what styles of leadership
are most effective for the organization and there team members, for JKL industry I have chosen
transformational leadership style.

Transformational techniques inspire their staff through communication and collaboration. By creating a
natural environment of intellectual inspiration. If you work to enhance your team members’ morale—
and, when successful, job performance you exhibit transformational tendencies. You most likely serve as
a role model that inspires and executes change with your team members.

Reason to choose this leadership style like, the report highlights the issues of policy conflicts in the
organization. JKL industries have some cultural issues, which affects the work performance of the
employees. The new manager has to resolve the issues. In order to resolve the issue, the manager has to
use emotional intelligence. Rigid organizational culture creates discrimination among the co-workers.
Discrimination in the organization creates communication gap in the organization. So transformational
leadership typically inspire staff through effective communication and by creating an environment of
intellectual stimulation.

To facilitate team cohesion and work outcomes: Effective teamwork requires all members contribute
equally in a sustained manner over a period of time. Teamwork requires members to share information
and consider different viewpoints to find solutions and make decisions. In some cases, it requires
individuals to put aside personal beliefs for the benefit of the entire team. Because the human element is
vital to the success of the team, you will need to allocate time to work on team building and team
cohesion. There are a couple of techniques that you can implement, such as team building exercises and
working to promote workplace unity. When applying these techniques, you should always aim to build
trust as the main and most important value. When employees trust each other, they are more likely to
talk to one another, and can form valuable connections and relationships that could benefit your
company. In addition, they are more able to share experiences and ideas that will increase efficiency
within a company. Managers can help this process along by implementing strategies that develop team
cohesion:

• Recruit with Care

• Agree on Goals and Targets
• Value Everyone's Contribution
• Develop Trust
• Empower Team Members
• Resolve Conflict Within the Team
• Celebrate Team Successes

Submission date: 10 November 2018

Name Harpreet Kaur
Student ID VTI18T1232
Unit Name Lead and manage team effectiveness
Unit Code BSBWOR502

Encouraging and fostering shared understanding of purpose, roles and responsibilities:

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 of the group project. Team leaders are the
link between management and its employees, the team members. A clear understanding of the goals,
plans and objectives of your organization is essential to ensure that you are able to help team members
understand and act toward meeting work requirements. This understanding has to be combined with an
ability to communicate well with team members.

At JKL Industries all staff will play an important role within the performance management system. The
Managing Director must be thoroughly committed to the performance management system and ensure
the workforce is managed in accordance with the policies and procedures of the performance
management system:

▪ Human Resources are responsible for the development and design of policies and procedures in
regards to the performance management system. The Head Human Resources Officer that has
been employed to oversee the HR Assistants for each division will be responsible for training the
HR Assistants in the new performance management system, ensuring all staff are competent and
fully understand the reason why they are doing what they are doing and the outcome desired.
▪ Operations Manager is responsible for guiding and managing the performance of the Service
Manager, Rentals Manager and Sales Manager. The Operations Manager with the support of the
Head HR officer develops performance objectives, provides feedback, appraise performance,
guide development and ensures the Service Manager, Rentals Manager and Sales Manager are
rewarded for good performance.
▪ Finance Administration Manager develops performance objectives with the guidance of head HR
for the Accounts Manager. Accountants Manager with guidance from head HR develops
performance objectives for Accountants.
▪ Employees are responsible for their performance and their participation in performance
management both formal and informal (Government of South Australia 2012).

▪ Supervisors are to manage the performance of the team and each individual team member.

Identifying and resolving problems:

It has been found that the organization is facing two major issues. Poor communication and poor
organizational climate: The organizational culture has been found to be negative. There is less team
cohesion and a large communication gap between the employees and the management.

Submission date: 10 November 2018

Name Harpreet Kaur
Student ID VTI18T1232
Unit Name Lead and manage team effectiveness
Unit Code BSBWOR502

Possible Solutions of the Problem: Transformational leaders are also often seen as authentic, self-aware
and empathetic. In addition, they handle conflict among team members well and hold both themselves
and their team members accountable. It is important to keep a good relationship with the employees of
the Company, so that the flow of work does not get interrupted. There some possible solutions can be
narrated in this respect:

Detailed discussion with the employees regarding the issue: It has been found that the employees were
feeling that they might lose their jobs. This thing has to be cleared out with each employee. In order to
achieve this target, it is recommended that the HR management shall call out a meeting with the
employees. In the meeting, the manager is expected to explain the issue to the employees and retain their
faith.

Considering possible solution to the problem: Based on the problems, it is also the duty of the
management to come with a solution. The possible remedy might be developing proper communication
with the employees and building a proper organizational culture in the organization (Bidwell et al. 2013).

Keep a track of the conversation: It is also important that whatever discussion is done between the
employees and the management should be recorded as the same can be used for the future prospects as
well .When records are kept, it becomes evident for the management to deal with the situation in future.

Promising better opportunity to the employees: The employees have to be convinced about the
importance of the restructure of the business and how it can be effective to each one of them. Their
misconception has to be removed by the HR management team. If this is made possible, then there is a
scope of early recovery of the problem.

The report mentions previous experience of the manager in this respect. The second answer is about
confrontation with the team in the meeting. The manager has responsibility to convince the team member
and the employees about the values of dynamic culture in the organization. The manager takes assertive
communication style to resolve the issue. The answer highlights different types of networking in a
business and their implications. A networking plan is developed to analyze the scenario. The networking
plan consists of networking activities, time schedule and rationale of the activities

Providing feedback to encourage, value and reward others:

To give positive feedback, the easiest way to start is to see employees doing something right and comment
on it. We coach the managers we work with to make it a practice to praise employees on at least one
specific item each week. Thanking them for a job well done will often result in the employees repeating
the behavior.

Providing Feedback on Performance

Submission date: 10 November 2018

Name Harpreet Kaur
Student ID VTI18T1232
Unit Name Lead and manage team effectiveness
Unit Code BSBWOR502

Formal Methods

•One-on-one meetings

•Department meetings

•Via regular status reports on projects/major tasks

•Small team meetings (such as when a few employees are working together on a task/project)

Informal Methods

•Coffee or lunch with individual employees

•“Popping” by an employee’s desk or workspace

•As a situation arises (such as immediately after a client phone call or a client meeting)

•Informal meetings (employee stopping by your office

By taking advantage of formal and informal methods to communicate with and engage employees, the
manager is provided a number of opportunities to provide feedback on performance and make
corrections immediately and provide positive feedback as soon as possible. Moreover awards are a great
way to give recognition for the whole team. Keep your eye out for awards which are relevant to your
business or your market. Just being nominated for awards is a great booster. Management are to plan
with staff annually from date of employment agreed upon goals that link with JKL’s organizational
objective and assure that these goals are specific, measureable, achievable, and relevant and have time
frames.

Role model at workplace: As a talented professional and a natural leader, you have the power to seriously
influence your team. Working alongside dedicated, driven colleagues makes your shift more enjoyable,
and allows the group as a whole to realize seriously impressive results. You’ve already earned the respect
of your peers, so now it’s time to step up to the plate and become the role model they deserve:

Treat Everyone with Respect: You don’t have to be best friends with everyone on your team, but you do
need to be kind to everyone. When you don’t see eye-to-eye with someone, simply respect their
difference in opinion and move on — or find common ground if it’s a work matter. Inspire your team by
showing them the importance of coming together and treating everyone with respect.

Take Pride in Your Work: Encourage the team to reach for the stars by always giving your work 100%
effort. When people have exemplary results to work towards, they have a reason to keep pushing their
limits

Submission date: 10 November 2018

Name Harpreet Kaur
Student ID VTI18T1232
Unit Name Lead and manage team effectiveness
Unit Code BSBWOR502

Follow the Rules: Sometimes workplace rules can be a drag, but they’re put in place for a good reason.
Keep morale high by showing up for your shift on time, taking only approved breaks and not clocking out
until you’ve been told to do so.

Focus on the Positive: Every work day is met with challenges, but it’s how you handle them that makes
all the difference. When the team is feeling discouraged about a mean customer or a new company policy
no one likes, rally everyone together and concentrate on the good things about your jobs. Keep their
spirits high by reminding them of all they have to be grateful for.

Create a Strong Sense of Team: The team you work with can make you excited to start your shift each
day or dread it, so use your sway to encourage the former. Practice open communication, encourage
creativity and create a supportive environment where people feel accepted and at ease with one another.

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ACTIVITY 2.

Develop policies and procedures

The report highlights the issues of policy conflicts in the organization. JKL industries have some cultural
issues, which affects the work performance of the employees. The new manager has to resolve the issues.
In order to resolve the issue, the manager has to use emotional intelligence. Rigid organizational culture
creates discrimination among the co-workers.

•Policies and procedures to ensure that line managers are monitoring performance regularly and that
intervention occurs to address poor performance and acknowledge excellent performance.

•Policies and procedures to address performance excellence.

•Policies and procedures that address unsatisfactory performance and, where necessary, termination of
employment as a result of ongoing unsatisfactory performance. This process conforms to existing
organizational and current legal requirements.

•Process to deal with any problems or grievances that arise from the performance feedback.

•Policies and procedures to ensure that the documented outcomes of performance management sessions
are accessible and are stored in accordance with organizational policy.

Submission date: 10 November 2018

Name Harpreet Kaur
Student ID VTI18T1232
Unit Name Lead and manage team effectiveness
Unit Code BSBWOR502

People also need to know clearly what their job roles and responsibilities are.

 Make sure that you have an up-to-date job description for each team member, and be as
detailed as possible about every responsibility that they have.
 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.

JKL’s policy of compliance with legislation requires each employee to understand the legislation relevant
to their position. Managers and employees of JKL are expected to conduct their operations in a manner
consistent with all relevant legislation. Relevant legislation is available for reference through senior
management, HR or via access to the internet. State legislation and summary notes are accessed on state
government websites.

Procedure:

• Management to conduct monthly meetings to determine whether there has been any change in
the responsibility of employees that may hinder performance.
• Formal performance assessments to be conducted every 12months from anniversary date of
employment.
• Management to notify employee in writing 3 working days before performance appraisal is
conducted.
• Employee to fill out employee satisfaction survey prior to commencing performance appraisal.
• Human Resources Assistant to distribute or make readily available all documentation required to
conduct performance assessment.
• After conducting performance appraisal employee and managers are to sign to say meeting has
taken place

All outcomes of the appraisal are to be approved by Senior Management. This includes proposals for
further training, further financial delegation, moving to a different position. These outcomes must be
addressed and decided upon in full 14 working days after meeting has taken place.

Submission date: 10 November 2018

Name Harpreet Kaur
Student ID VTI18T1232
Unit Name Lead and manage team effectiveness
Unit Code BSBWOR502

ACTIVITY 4

Liaise with stakeholders for each occasion on team performance plan and team performance
The most important element in stakeholder communications is identifying the target audience. Be
deliberate and seek out input from all known groups to find the unknown groups. It can be tough when
too late in the project a critical person or group is identified that has not received any of the
communication through course of project and has valuable links that need to be addressed. So make sure
you avoid this scenario and take all the steps early to create a document with all stakeholders you need
to manage communication with. Once you have that the ways below can help you keep communication
active, frequent and ongoing collaboration so there is strong support for you project.

Formal Methods for Communicating– If they don’t exist already, create them. Make occasions when info
should be presented.

1. Meetings – One of the most common ways to communicate. They can vary from only 1 person to
thousands based on message and audience appropriate. It is up to you to maximize every minute
of the time spent to have dialogue. It is the best way as you have the verbal and nonverbal cues
that enhance the communication and avoid misinterpretation.
2. Conference Calls– These days this is the most common as it does not require the time and expense
of travel. The dialogue can take place though it’s dependent on voice intonation and clarity of the
verbal message. They only require cost of phone call and there are many paid and free services
that will facilitate use of a conference call line for many people to dial into. It’s also a common
way for classes to be recorded and replayed when it’s convenient for you.
3. Newsletters/ Email/ Posters – This strategy is one way communication and utilizes emailed
updates, hard copy brochures, and posters, newsletters mailed or emailed.

Informal Methods – It is important to not only rely on formal channels but to utilize informal
communication as well. The impromptu channels are often more information rich and critical for
relationship building.

1. Hallway Conversations, Bathroom conversations – These meetings are great for one on one
communication, but also be clear and do not establish false expectations with casual comments
dropped.
2. Lunch Meetings, Drink at the bar after work – These casual environments can be great for
connecting, getting feedback, ideas, and work to build support.
3. Sporting events – tennis, golf, etc are an easy forum to get the input on what support exists,
feedback on ideas, brainstorming to strengthen your communication and build stakeholder
support.
4. Voice mail – this is often underutilized since email is so common but still shown to be more often
listened to than an email will be read.

Submission date: 10 November 2018

Name Harpreet Kaur
Student ID VTI18T1232
Unit Name Lead and manage team effectiveness
Unit Code BSBWOR502

Performance strategies explicitly delineate what the team intends to do and how they intend to
accomplish the required tasks. This includes:

•Prioritizing goals and objectives (short-term and long-term)

•Delineating a plan of action that will address each of the required tasks

•Defining the specific tactics that will be employed to achieve the team’s goals

•Contingency planning and developing alternative strategies to task completion

Ways to facilitate two way flow information between management and relevant to team
performance:
Downward Flow of Communication: Communication that flows from a higher level in an organization to
a lower level is a downward communication. In other words, communication from superiors to
subordinates in a chain of command is a downward communication. This communication flow is used by
the managers to transmit work-related information to the employees at lower levels. Employees require
this information for performing their jobs and for meeting the expectations of their managers. Downward
communication is used by the managers for the following purposes -

• Providing feedback on employee’s performance.

• Giving job instructions
• Providing a complete understanding of the employee’s job as well as to communicate them how
their job is related to other jobs in the organization.
• Communicating the organizations mission and vision to the employees.
• Highlighting the areas of attention.

Upward Flow of Communication: Communication that flows to a higher level in an organization is called
upward communication;

• It provides feedback on how well the organization is functioning. The subordinates use upward
communication to convey their problems and performances to their superiors.
• The subordinates also use upward communication to tell how well they have understood the
downward communication. It can also be used by the employees to share their views and ideas
and to participate in the decision-making process.
• Upward communication leads to a more committed and loyal workforce in an organization
because the employees are given a chance to raise and speak dissatisfaction issues to the higher
levels. The managers get to know about the employees feelings towards their jobs, peers,
supervisor and organization in general. Managers can thus accordingly take actions for improving
things.
• Grievance Redressal System, Complaint and Suggestion Box, Job Satisfaction surveys etc all help
in improving upward communication.

Submission date: 10 November 2018

Name Harpreet Kaur
Student ID VTI18T1232
Unit Name Lead and manage team effectiveness
Unit Code BSBWOR502

Evaluate and take necessary corrective action regarding unresolved issues, concern y internal and external
stakeholder

Taking corrective action is one of the three essential elements of the control process. If result of the
control process don't meet company standards, then it needs to be revamped to meet organizational
goals.

Managers are Problem Solvers: One key aspect of taking corrective action is problem-solving. Managers
need to understand the contributing factors of a problem and how it impacts key processes; they must
then figure out a workable solution. Once the solution is plotted, it is important to determine how best to
implement it. This problem-solving process is the central consideration for effective corrective action.

Identify the Problem: Step one in the problem-solving process is identifying the problem, which can be
hard to distinguish from symptoms of the problem: it can be easy to mistake repercussions of a problem
for the problem itself. Gathering information and measuring each process carefully is prerequisite to
pinpointing the problem and taking the proper corrective action.

Common Mistakes: Attempts at corrective action are often unsuccessful because of failures in the
problem-solving process, like not having enough information to isolate the real problem, or a decision
maker who has a stake in the process and may not want to admit that their department made an error.
Another reason why a decision-making process may result in an incorrect solution is that the decision-
maker was never properly trained to analyses a problem.

Outline Corrective Action Method: Once the problem is identified, and a method of corrective action is
determined, it needs to be implemented as quickly as possible. A map of checkpoints and deadlines,
assigned to individuals in a clear and concise manner, facilitates prompt implementation. In many ways,
the control process must also be a process. Its steps can vary greatly depending on the issue being
addressed, but in all cases it should be clear how the corrective actions will lead to the desired results.

Next, schedule an analysis of the effectiveness of the solution. This way if the corrective action doesn't
create the expected results, further action can be taken before the organization falls even further behind
in meeting its goals. Organizations may decide to discuss a problem and potential solutions with
stakeholders. It is useful to have some contingency plans in place, as employees, customers, or vendors
may have unique perspectives on the problem that management lacks that can lead to a more effective
solution.

Submission date: 10 November 2018

Name Harpreet Kaur
Student ID VTI18T1232
Unit Name Lead and manage team effectiveness
Unit Code BSBWOR502

ASSESSMENT TASK 2.

Question 1. Explain how group dynamics can support or hinder team performance

Group dynamics is defined as the process involved when people in a group interact with each other.
Interactions can be both positive and negative and altogether they can affect the performance of the
team. Poor group dynamics can damage morale, undermine productivity, and lead your team to make
bad decisions or possibly be left with unproductive and unsuccessful outcomes.

There are five different stages involved when it comes to how groups interact in terms of group
development or group dynamics. All necessary and inevitable in order for the team to grow, to face up to
challenges, to tackle problems, to find solutions, to plan work, and to deliver results. Those stages include:

Forming; Forming is when the group comes together in the beginning to figure out the goals of the group
and how this might be accomplished. Members tend to be polite during this period and everyone is trying
to figure out his/her role in the group.

Storming: Storming is a phase where leadership may be questioned and group members’ ideas may be
challenged. This is often the most difficult stage because this is where group members can feel
disconnected or overwhelmed and give up on the overall goal.

Norming: Norming is when the group starts to come together to formulate a single plan for the common
goal. Members will often give up their ideas for the better of the group and the individuals of the group
start to understand each other better.

Performing: In this stage the group is able to work together to accomplish the goal with little need of
outside supervision or input. They understand each other’s needs and are able to understand how to work
most effectively to accomplish the goal.

Adjourning: Adjourning is the dissolution of the group and the opportunity to reflect on successful or
unsuccessful outcomes and how those outcomes can help each member perform in future groups better
later.

There are specific behaviors that can prohibit a group or team from successfully reaching their goals. The
most common problems that may contribute to poor group dynamics:

Weak leadership: This occurs when a team or group lacks a strong leader and a more dominant member
of the group often takes charge. This can lead to a lack of direction, power struggles, or a focus on the
wrong priorities.

Submission date: 10 November 2018

Name Harpreet Kaur
Student ID VTI18T1232
Unit Name Lead and manage team effectiveness
Unit Code BSBWOR502

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

Blocking: This happens when group members behave in a way that disrupts the flow of information in the
group. People can adopt blocking roles such as:

The aggressor: A member who is who often disagrees with others or is inappropriately outspoken.

Question 2. Outline strategies that can support team cohesion, participation and performance.

There are some strategies to support team cohesion, participation and performance:

Recruit with Care: Team members may be drawn from an existing pool of employees or recruited from
outside the company. When appointing people to work in the team, you should consider how well they
will work with other team members

Agree on Goals and Target: Team members should all be working towards the same goals and targets. If
they do not have a shared vision, conflict and competition are likely to develop.

Value everyone’s Contribution: Teams are successful when they draw from the expertise of every team
member, with each person contributing different skills and experience. While some team members may
be technical experts, others may have vital organizational, administrative or financial skills.

Develop Trust: Trust is a key element of team cohesion. Without trust, it will be difficult for open and
honest communication to take place within the team. Team members may be reluctant to share ideas
and opinions for fear of ridicule or rejection. While trust can build up over time as people work together
and get to know one another.

Empower Team Members: By delegating authority to the team and empowering it to make decisions, you
can increase team cohesion. Team members are more likely to pull together and work collaboratively to
achieve an agreed-upon outcome when they feel that they have ownership of the issues.

Resolve Conflict within the Team: Constructive conflict between team members is a sign of a healthy team.
Teams that operate without any challenge at all risk "group think," where mistakes happen because team
members feel pressured to agree with a course of action to avoid upsetting the team's harmony. However,
unhelpful arguments and conflict should be tackled.

Celebrate Team Successes: When the team achieves a milestone or target, you should encourage team
members to celebrate their success together. Simple, shared celebrations, such as a team lunch or drinks
after work, can help to build camaraderie and act as an incentive to reach the next milestone or target.

The right level of participation from everyone involved, even the best, most organized team may fail to
realize optimal productivity and performance. That's why every manager and team leader must take
every available step to maximize participation. Participation is the key to team results. In practical reality,

Submission date: 10 November 2018

Name Harpreet Kaur
Student ID VTI18T1232
Unit Name Lead and manage team effectiveness
Unit Code BSBWOR502

it takes a team to complete a project, solve a problem and brainstorm strategic decisions. Whether you
lead an individual team or an entire department, your ability to motivate that team to success is critical.
Along the way, you will have to provide encouragement, direction and inspiration.

Question 3. Explain strategies for gaining consensus.

Consensus gaining is a simple concept, producing a team agreement at the conclusion. Here are the major
steps involved in consensus gaining.

1. Brainstorm possible topics, issues or problems associated with your Six Sigma project. Make sure you
follow proper brainstorming rules so that team creativity isn’t limited.

2. Briefly discuss all brainstormed options. Limit discussions to a couple minutes per option.

3. Affinitive (combine) similar concepts so duplicates are removed from the list.

4. Add any additional topics, issues or problems that may have resulted during the discussion. It is
important for the team to realize that all input (regardless of when it was said) is needed.

5. Ask the team to discuss the options and select a single, selected topic, issue or problem from the list.

6. If consensus among the team members cannot be reached (that’s surprising!), a voting process should
be utilized. In addition, it is useful to inform the team that consensus is the primary decision process, with
voting being the fallback process if agreement cannot be reached. That way, everyone knows the process
before you begin.

Question 4. Explain issue resolution strategies.

1. Meet with all of the people involved individually: Based on your individual meetings you will now have
a clearer picture of the key issues, what each person considers important and the common ground.

2. Arrange to meet with both people: Encourage each person to summarize their view, uninterrupted.
This is essential as often people involved in conflict do not feel heard. Sometimes resolving workplace
conflict is as easy as providing a forum for people to express their views.

3. Pay careful attention to each person’s concerns: Sometimes people have shifted since your first meeting
with them. Do not bring up issues that they decide are not important at the joint meeting. They may have
changed their mind and this can create unnecessary conflict. Listen really carefully to all the issues so that
you can ensure that all the concerns raised are addressed. Take notes if you and the people involved are
comfortable with you doing so.

Submission date: 10 November 2018

Name Harpreet Kaur
Student ID VTI18T1232
Unit Name Lead and manage team effectiveness
Unit Code BSBWOR502

4. Summaries the key issues once you have heard from all the people concerned: Ensure that you pay
close and equal attention to everyone’s needs. Failing to do so may lead to others feeling that you are
biased towards one person or another.

5. Encourage the people involved to discuss options for resolution: Always try to get more than three
options on the table so you don’t just have their positions.

6. Reality test the options: Use “What if…” questions to help ensure that the proposed solutions are
practical and will work back on the job.

7. Negotiation: If people start freely negotiating at this stage, do not interrupt them. This is your chance
to sit back and listen. If they get stuck at any stage try summarizing what they have achieved so far and
remind them of the agreements they have reached.

8. Ensure everyone involved is satisfied before concluding the meeting: Check in with each person that
they feel heard and have had their needs met to some extent. Explaining to people at the outset that
resolution is often about meeting their most important needs, not all their needs, helps with setting up
realistic expectations.

Submission date: 10 November 2018