Learner Guide: BSBWOR502
Lead and manage team effectiveness
Section 3 Facilitate teamwork
BSBWOR502 LEARNER GUIDE 2 | P a g e Version 3.5
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
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
Open communication 10
Face to face communication: 11
Telephone communication: 11
Non Verbal communication: 11
Barriers to communication 12
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
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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
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.
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.
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
“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
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
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
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 &
at the start
Awareness workshop on
communication, learning & conflict
Assign a project
to engage all
to team the
scope to their
Recognise & reward effort
Agree goals & plan (&
mode to person
goals, aims &
value & ethos
good work by
share of reward
What are practical ways to build effective teamwork?
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.
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
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
➢ 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.
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
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.
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
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:
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
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.
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,
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
55% (Body movements,
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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 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
➢ Lower staff morale
➢ Lack of staff development
➢ Waste of time and money
➢ Lack of direction
➢ Increase in incidents and accidents
➢ 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
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
➢ Funding bodies
➢ Union/employee groups
➢ 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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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)
www.businessballs.com : Businessballs – free resources including career help, business training and
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
- 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
- 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
- Open communication
- Face to face communication:
- Telephone communication:
- Non Verbal communication:
- Barriers to communication
- 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.
- 3.1 Encourage team members and individuals to participate in and to take responsibility for team activities, including communication processes