Lead and manage team effectiveness

Learner Guide: BSBWOR502

Lead and manage team effectiveness

Section 3 Facilitate teamwork

BSBWOR502 LEARNER GUIDE 2 | P a g e Version 3.5

Version control

Version No. Date Dept. Change

1.0 11/11/2015 Training Original

2.0 03/03/2016 Training Re-write

3.0 16/05/2016 Training Re-write

3.5 13/12/2016 Training Updated content

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Contents Contents 3

Introduction to Lead and manage team effectiveness 5

Glossary of Terms 6

Section 3 Facilitate teamwork 7

3.1 Encourage team members and individuals to participate in and to take responsibility for team

activities, including communication processes 7

Teams 7

Encourage team members 7

Manage and Develop Team/Group Performance 7

Complementary skills 8

Technical and Functional Expertise: 8

Problem solving and decision making skills: 9

Interpersonal Skills: 9

Committed to a common purpose and performance goals 9

A team’s purpose and its performance are closely related. 9

A common, meaningful purpose sets the tone and aspiration. 9

A sense of mutual accountability 10

Communication 10

Open communication 10

Face to face communication: 11

Telephone communication: 11

Non Verbal communication: 11

Barriers to communication 12

Language 12

Environmental 12

Emotional 12

Physical: 13

Encouraging innovation in teams is particularly important. 14

3.2 Support the team in identifying and resolving work performance problems 15

Support the team 15

Identifying and resolving issues. 15

3.3 Ensure own contribution to work team serves as a role model for others and enhances the

organisation’s image for all stakeholders 16

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Liaise with stakeholders 16

Who are Stakeholders and what is their connection to the team. 16

References 18

Websites 18

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Introduction to Lead and manage team effectiveness This is one of the Units you require to competently complete to obtain your Diploma in Logistics.

When studying for this Unit there are several guidelines that will assist the student and the assessor

to ensure that the student has successfully completed the components deemed necessary by ASQA

to have fulfilled their knowledge acquisition of this Unit.

These components are made up of the elements of the study material, then the students must show

that they have knowledge and performance skills learnt during the study of this Unit. The table

below will identify for the students the elements they must become competent in and then the

performance and knowledge skills they must show.

If the student does not work within the industry at present, then these skills shall be identified with

Case study or Role play scenarios that the student must perform

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Glossary of Terms

The criteria for this unit of competency include understanding certain terms. Developing a glossary

of terms is a useful way to ensure you have the basic terminology correct. It is strongly

recommended that you develop your own glossary and add to it throughout this unit and the rest of

your study.

For further information, refer to your Learner Guide or www.businessdictionary.com

Accountabilities The obligation of an individual or organisation to account for its activities, accept responsibility for them, and to disclose the results in a transparent manner.

Cohesion Extent to which the members of a group find staying together to be in mutual interest.

Constructive feedback

Communication that brings to an individual’s attention an area in which their performance could improve, in a manner that helps the individual understand and internalize the information.

Consultation Seeking and giving of advice, information, and/or opinion, usually involving a consideration.

Key Performance Indicators

Key business statistics such as number of new orders, cash collection efficiency, and return on investment (ROI), which measure an organisation’s performance in critical areas. KPIs show the progress (or lack of it) toward realizing the organisation’s objectives or strategic plans by monitoring activities which (if not properly performed) would likely cause severe losses or outright failure.

Performance plans

The process by which a manager or consultant (1) examines and evaluates an employee’s work behaviour by comparing it with pre-set standards, (2) documents the results of the comparison, and (3) uses the results to provide feedback to the employee to show where improvements are needed and why.

Policy A policy is a guiding organisational principle used to set some form of direction

Policies are used to guide and influence decisions

Procedure A procedure is a particular way of accomplishing something, e.g., that which is contained within a ‘policy’

To be effective, it should be designed as a series of logical steps to be followed and reviewed

A procedure would likely have an approach or cycle to accomplish an end result

Responsibilities A duty or obligation to satisfactorily perform or complete a task (assigned by someone, or created by one’s own promise or circumstances) that one must fulfil, and which has a consequent penalty for failure.

Roles A prescribed or expected behaviour associated with a particular position or status in a group or organisation

Stakeholders A person, group or organisation that has interest or concern in an organisation.

Stakeholders can affect or be affected by the organisation’s actions, objectives and policies.

W.I.S.H. • WELL – Looking at what you do WELL as a Team

• IMPROVE – Looking at what needs to be IMPROVED in your team

• STRATEGY – What strategy do you need to develop to improve your teamwork

• HOW – Now that you have a strategy – HOW are you going to implement it into your team environment

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Section 3 Facilitate teamwork

3.1 Encourage team members and individuals to participate in and to take responsibility for team activities, including communication processes

Teams

“A small number of people with complementary skills who are committed to a common purpose,

performance goals and approach for which they hold themselves mutually accountable”

Encourage team members

Teams range in size from two to twenty-five people; however, the majority of effective teams have averaged about ten people. Some organisations have teams numbering fifty or more however, these are usually broken into smaller units or sub teams. The reason for this is that larger numbers of people have trouble communicating effectively, often disagreeing on specific actions and outcomes.

Ten people are far more likely to work through their differences, agree to a common approach or

plan and implement that plan. The simple logistics of a team larger than ten meeting is a

complication.

Manage and Develop Team/Group Performance

Being able to manage and develop your team and the group performance is essential when

planning. Some of the activities you may be required to do in order to manage and develop your

team include:

Identifying team objectives and developing plans to achieve those objectives in collaboration with

the team. It is important they have a role in identifying objectives so that they are involved in the

process right from the beginning.

Allocating tasks to team based on their capabilities, development needs and availability. We have

already identified that it is important allocate task based on skills knowledge and experience but

sometimes it is important to give people an opportunity to grow and develop in the workplace.

People may wish to undertake tasks that they have never done before to gain experience, they

should not be discounted because of this and mentoring, coaching and training activities can be

undertaken to support this.

Monitoring the progress of the team and taking corrective actions are required. When monitoring

activities with planning you may notice at times that things are not working out as they should be. As

a manager you need to interject and provide support to ensure that tasks are completed or action is

taken to implement contingency plans.

Providing encouragement and support to team members is essential. This can be done individually

and as a group. Maintaining open communication, being approachable and helpful can assist with

this.

Resolving conflict within the team is at times necessary. Ensuring that you are resolving conflict

appropriately and fairly is important for maintaining productive and morale in your team. Always

refer to your workplace procedures for dealing with conflict if you feel unsure.

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Promoting ethical conduct in the workplace at all times is a key management activity. In the planning

phase this can include maintaining privacy and confidentiality, identifying and dealing appropriately

with conflicts of interest, complying with organisational policies, procedures and legislation.

Providing information on safety such as in the areas of hazard identification, reporting and risk

control, fatigue, manual handling and equipment use, substance use and other safety issues.

The following is a great table that identifies some of the key management tasks involved in planning!

Match persons to task Use a variety of

feedback tools Keep people engaged

Meet learning &

development needs

Identify

training goals,

unmet skills

Agree working

roles &

responsibilities

Regular

review

meetings

Regular 1-2-

1 support

Rotate

leadership

role in

meetings

Share

expectations

at the start

Awareness workshop on

communication, learning & conflict

managing styles

Clear team

structure

(role)

Assign a project

coordinator

After action

reviews –

reflective

post mortem

Talk to

blocker

before

meeting

Persuading

team players

to take

ownership

Agreeing team

ways of

working e.g.

decision

making

Group coaching

on active

listening etc.

Team activities

to engage all

learning styles

Communicate

to team the

scope to their

responsibility

Discuss team

member

strengths &

assign roles

Implement a

constructive

/ specific

feedback

process

Anonymous

feedback &

suggestions

box

Recognise & reward effort

& achievement

Include informal

gatherings

Agree goals & plan (&

enemy)

Match communication

mode to person

Recognition –

reward

chosen by

team

Celebrate team

achievements

together

Building trust

through

teambuilding

activities

Meet with

shared food

Documented

& agreed

goals, aims &

objectives

Consensus of

team’s: vision,

value & ethos

Structured

communication

e.g. regular

email updates

Regular multi-

channel

communication

Acknowledge

good work by

team

members

Proportional

share of reward

Engaging

activities to

galvanise

team

Have a

social

element

Identify a

common

opponent

Adequate

physical

resources e.g.

money

Weekly email

updates

Leave the

office!

Brainstorm

roles &

goals

Workshop to

agree roles

What are practical ways to build effective teamwork?

(Source: http://www.rsablogs.org.uk/wp-content/uploads/2011/11/Building-effective-teams.jpg)

Complementary skills

Teams must develop the appropriate mix of skills to complete the tasks assigned to that group. These skill requirements fall into three categories:

Technical and Functional Expertise:

Teams must contain the skills necessary to complete the task at hand. For example, a product development group with only marketing experts is less likely to succeed than a group comprised of marketing experts and engineers. The complementary skills of both groups will enable the team to function.

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Problem solving and decision making skills:

Teams must be able to make decisions and identify the onset of a problem or opportunity, evaluate the opportunity and decide on an appropriate course of action. Team members usually possess some level of these skills and develop them more on the job.

Interpersonal Skills:

Skills which enable effective communication and management of any conflict arising will enable the team to develop common understandings of purpose and function. This could include risk taking, helpful criticism, objectivity, active listening, giving the benefit of the doubt, support and or recognising the needs of others.

A team simply won’t work without these basic skill

components. The challenge for any team though is to strike

the right balance between selection based on existing skills

and those, which might be developed as a result of team

membership.

Committed to a common purpose and performance goals

A team’s purpose and its performance are closely related.

Without a common purpose a team will quickly break apart and operate as a collective of individuals or smaller teams.

A common, meaningful purpose sets the tone and aspiration.

Most teams shape their direction and purpose based on an external demand or opportunity. For example, management assigns a task, which must be completed by the assembled group.

Once a meaningful purpose is in place the team creates ownership and commitment to that purpose. Some teams are capable of creating their own direction by creating a meaningful purpose independent of management.

Usually though some form of direction from management creates the momentum for the team to begin operating. Groups that fail to operate effectively as teams have usually failed to develop a common purpose that is owned by the team.

This usually means that no measurable goals and outcomes have been formulated by the team.

Encourage team members and individuals to participate in and to take responsibility for team activities:

➢ Teams need to develop a clear working approach to ensure they work together to

accomplish their purpose. It is almost as important to develop their preferred working style

as it is to formulate team goals.

➢ In formulating an approach, the team must take into account the social, as well as economic

and administrative, details.

➢ The next step is for team members to agree on who in the team will perform specific jobs,

how schedules will be adhered to, what skills will need to be developed, how the group will

make and modify decisions and how continuing membership will be earned.

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The social role is often overlooked in teams however it is an important role.

➢ The social role helps promote mutual trust and constructive conflict, which is necessary for

the team to succeed. In the best team’s different members assume the social roles at

different times and contribute their own unique method for energising and supporting the

team.

➢ These roles evolve over time to meet the needs of the team as necessary.

A sense of mutual accountability

Mutual accountability creates a team; until this is present the group will remain simply that, a group.

This accountability underpins two critical aspects of teams, commitment and trust. By holding

ourselves accountable to the team goals we earn the right to have a say in the team activities or

functional performance and we receive a fair hearing when doing so. This in turn creates trust

between participating team members.

Communication

Improve the quality of communication you have within your team.

Strategically implement a regular communication process.

How do we do this, here are some tips.

1. One day each week plan a morning meeting of the team to cover key issues relating to your

team direction and team goals

2. Then, each month conduct a personality analysis, so that people can get a better

understanding of their peers

3. Organise a document folder of information that relates to your team to be placed in a

central location or online through the office intranet or on each computer

Open communication

Good communication is essential in the workplace, particularly if you are going to be leading a team.

Communication is defined at the process by which information is passed form a provider to

recipient. The delivery of the information can be done in a variety of ways.

Open communication occurs when all parties are able to express ideas to one another, such as in a

conversation or debate. On the other hand, closed communication occurs when only one person is

actively communicating, like a lecture from your professor.

In order to achieve open communication, you can make use of techniques such as:

➢ Using open body language

➢ Having an open door policy

➢ Encouraging discussions

➢ Using open question techniques

➢ Actively listen to others

➢ Be open and honest in your dealings with others

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Some of different methods used to communicate in a workplace include:

There are a variety of benefits and limitations to all these forms of communication. When

communicating with others we need to choose the best form of communication that suits the needs

of the task and the people involved.

Some of the benefits and limitations of each form of communication include:

Face to face communication:

Benefits of this type of communication include the ability to be able to clarify understanding, hold a

two-way conversation with ease, it is instantaneous, and you can look at other factors such as body

language and tone.

Limitations of this form of communication include misinterpretations of information given, feeling

uncomfortable or uneasy when put in the spot. There can also be issues with language barriers and

lack of awareness of body language and tone.

Telephone communication:

Benefits of telephone communication include it being quick easy and instant. You are able to reach

the person easily even if they are not on site or near you. It allows business to be conducted

remotely.

Limitations include service issues, with phones dropping out or not getting reception. Tonality issues,

if you are not aware of the impact that your tone has on your communication over the phone. Also

some language barriers can be made even larger due to not being able to use body language, images

and gesture to convey your message.

Non Verbal communication:

Nonverbal communication can be both a positive and negative, depending on how informed you are

about the impact of body language and how you use it. The below diagram identifies the

percentages of words, tone and body language that contribute to communication.

Face to face communication – formal and information discussions, individual and team meetings.

Telephone communication – done throughthe use of landlines and mobile phone.

Letters, faxes and emails – are forms of written communication.

Non verbal communication – such as body lanuage

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The reason we show you this diagram is to make you aware of the impact of your body language and

tone, in effective communication.

Barriers to communication

Some of the barriers to communication in general include:

Language

Not sharing a common language is one of the biggest barriers to communication; whether this is due

to a cultural difference, limited proficiency in language or the use of unfamiliar jargon and slang.

Some of the ways of overcoming language barriers include:

➢ Using an interpreter or translator

➢ Using simple English

➢ Avoiding jargon and slang

➢ Using pictures, diagrams demonstration and other visual

aides

Environmental

Another barrier to communication is the nature of the environment that you are in. Often

particularly in warehousing you are in a noisy environment. Whether this is because of equipment,

machinery, other people speaking, this all contributes to creating a barrier for communication.

Some of the ways of overcoming environmental barriers include eliminating distractions before

entering into a conversation. This can be done simply by turning off machinery and equipment or

going to a quiet area to communicate with someone.

Emotional

Another barrier to communication is emotional factors relating to the people involved. The

emotional state of the sender and receiver of communication can influence its effectiveness. For

example, if you are angry you may communicate in such a way that makes the other person feel

uncomfortable or threatened, similarly you may be talking in such a way that is not coherent, either

what this impacts communication.

38% (Voice tone, modulation,

pauses…)

55% of the information is

derived from your body language.

38% in the tone your use, whether it is calm, excited,

happy, mellow, sad, or angry.

7% of the information received comes from the words that you

choose.

55% (Body movements,

face, arms…)

7% (Words)

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Some of the ways of overcoming emotional barriers include:

➢ Becoming emotionally intelligent and aware of your emotions.

➢ Being aware of the emotions of others and how this impacts their communication

➢ Looking for non-verbal information such as body language and tone to identify emotional

state, and using this information to adapt your method of communication.

Physical:

Physical barriers to communication relate to physical factors that can influence the effectiveness of

communication. Some of these include aspects in workplace design or something as simple as a

manager having their door closed.

Some of the ways of overcoming physical barriers include:

➢ Using equipment and technology to communicate if not in close proximity,

➢ Having an open door policy,

➢ Changing the design and layout of the workplace.

Poor communication in the workplace can negatively impact on the performance of your team and

in turn affect all aspects of the workplace.

Some of the issues that result from poor

communication include:

➢ Lower staff morale

➢ Lack of staff development

➢ Waste of time and money

➢ Lack of direction

➢ Increase in incidents and accidents

➢ Errors

➢ Lack of responsibility and accountability

➢ Decrease in staff involvement and motivation

Learning good communication is essential in being able to work effectively with others. Being a good

communicator, understanding others is one of the best ways to be able to identify and provide

support to members of your team. Having clear communication with members of your team can

identify and problems or issues in the workplace before they escalate.

Key skills relating to leadership and facilitating teams include being able to create a supportive and

innovative work environment. You can provide support to your team through activities such as:

➢ Sharing skills and knowledge

➢ Assisting with tasks and information

➢ Providing opportunities for mentoring and coaching arrangements

➢ Providing training

➢ Being available to listen

➢ Following through with what you are say you are going to do

➢ Encouraging ownership, responsibility and accountability

➢ Encouraging self-direction and innovation

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Encouraging innovation in teams is particularly important.

Looking at new and exciting ways of doing things can be of great benefit to the organisation.

Innovation can increase efficiency, productivity, morale and financial outcomes relating to all

aspects of business.

There are a number of ways to encourage innovation, this includes

➢ Creating a culture that promotes and supports innovation offering recognition, rewards and

incentives for new ideas and

➢ Following through with ideas from staff.

The most common barriers to innovation in organisations include:

➢ Leaders/managers who are not open to new ideas.

➢ Managers who listen to ideas but are reluctant to take them any further,

➢ Managers who disregard ideas before they are given a chance.

➢ Time and resources

➢ Innovation is seen to be too expensive and

➢ The organisation lacks direction in terms of innovation.

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3.2 Support the team in identifying and resolving work performance problems When dealing with Teams and characteristics involved within then can arise many issues requiring

support. To give the team this support we identify and resolve any work performance issues. The

following list gives us some hints into what to look for and how to deal with them.

➢ Identify the performance problem

➢ Determine if there are too many jobs

➢ Address the performance problems ASAP

➢ Determine if there are too few resources

➢ Use the time to discuss this in a positive way

➢ Ask the team to resolve and participate

➢ Are they: personal, performance, behaviour?

➢ Express concern for perfomance, not threats.

Support the team

Discuss with the team members who will know the

reasons behind any performance problems as they

are the people actually doing the work or tasks.

Discuss the problems with the team members and

support them in identifying what they think about

the issues.

Ask them for suggestions on possible solutions and if

possible give them the responsibility of implementing

the agreed solutions.

Identifying and resolving issues.

When we identify any issues we must develop ways to resolve these issues without harming the

Teams structure and cohesion.

Try to understand why the team members could not perform as expected. Do not assume that any

one person on the team is at fault until you and the team have had sufficient time in discussion.

Focus on the issue and the reasons behind it. Identify the reasons that may have caused this lack in

performance and find solutions to it.

After identifying the problem and discussing a suitable solution, it is time to take action in solving

the problem. Create a plan to implement the solution and regularly revisit the team to either check

milestones or make further changes if necessary.

Give support to your team members to understand the issues and overcome them.

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3.3 Ensure own contribution to work team serves as a role model for others and enhances the organisation’s image for all stakeholders

Liaise with stakeholders

Who are Stakeholders and what is their connection to the team.

A stakeholder is any person or party with a vested interest in an organisation.

➢ Stakeholders can be both internal and external.

➢ Stakeholders are extremely important to achieving successful outcomes.

➢ A key stakeholder can greatly influence what you achieve or don’t achieve.

➢ A stakeholder is not only an owner or shareholder or investor, it is everyone with a vested

interest in the organisation or entity that you may be gathering information from.

➢ They can also be support services, product and service providers, sponsors, media, transport

authorities, police or other services.

➢ A stakeholder survey can provide useful feedback for an organisation or part of an

organisation that is involved in the process or activity of that organisation.

➢ A stakeholder therefore can be an individual or a group of people who have an investment

or stake in what you do.

➢ It is a broader definition than a customer who is someone who pays you to deliver a service.

Stakeholders may include: ➢ Board members

➢ Business or government

contacts

➢ Funding bodies

➢ Union/employee groups

and representatives

➢ Work team.

Much has been written on contributing to work teams.

Ensuring your contribution to a

work team serving as a role

model for others may not

necessarily fit the key

description of a team:

A sense of mutual accountability

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Congratulations!

You have now finished Section 3 of the unit ‘Lead and manage team effectiveness.

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References Virtual Team Success: A Practical Guide for Working and Leading from a Distance [Hardcover], Richard Lepsinger (Author), Darleen DeRosa (Author)

The Wisdom of Teams: Creating the High-Performance Organisation, J. R. Katzenbach, Douglas K. Smith (Authors)

Team Effectiveness and Decision Making in Organisations (J-B SIOP Frontiers Series) [Hardcover], Richard A. Guzzo (Author), Eduardo Salas (Author)

Group Cohesion, Trust and Solidarity (Advances in Group Processes) [Hardcover], S.R. Thye (Author), E.J. Lawler (Author)

Stakeholder Theory and Organisational Ethics [Hardcover], Phillips (Author)

Stakeholder Relationship Management: 1 [Hardcover], Lynda Bourne (Author)

Websites

www.businessballs.com : Businessballs – free resources including career help, business training and

organisational development

www.management.about.com About: management – basic information about management, viewed

www.managementhelp.org Free management library – provides free, comprehensive resources

about personal and business management

www.mindtools.com : further information, tools and training for management and training

www.skillsinfo.gov.au SkillsInfo provides comprehensive data on industry employment trends and

industry prospects in Australia. SkillsInfo also provides information and links on the Australian labour

www.jobguide.deewr.gov.au Job Guide provides an in-depth look at a range of jobs, and their

education and training pathways. market, vacancy trends, skills shortages, regional employment,

education and training.

www.isc.org.au: Provides information regarding the industry skills councils

www.training.gov.au: Information regarding training and apprenticeships

  • Contents
  • Introduction to Lead and manage team effectiveness
    • Glossary of Terms
  • Section 3 Facilitate teamwork
    • 3.1 Encourage team members and individuals to participate in and to take responsibility for team activities, including communication processes
      • Teams
      • Encourage team members
      • Manage and Develop Team/Group Performance
      • Complementary skills
      • Technical and Functional Expertise:
      • Problem solving and decision making skills:
      • Interpersonal Skills:
      • Committed to a common purpose and performance goals
      • A team’s purpose and its performance are closely related.
      • A common, meaningful purpose sets the tone and aspiration.
      • A sense of mutual accountability
      • Communication
      • Open communication
      • Face to face communication:
      • Telephone communication:
      • Non Verbal communication:
      • Barriers to communication
      • Language
      • Environmental
      • Emotional
      • Physical:
      • Encouraging innovation in teams is particularly important.
    • 3.2 Support the team in identifying and resolving work performance problems
      • Support the team
      • Identifying and resolving issues.
    • 3.3 Ensure own contribution to work team serves as a role model for others and enhances the organisation’s image for all stakeholders
      • Liaise with stakeholders
      • Who are Stakeholders and what is their connection to the team.
  • References
    • Websites