Team Management Practical Explain the Group Dynamics - Management Assignment Help

Assignment Task:

Task:

Task 1 – Team Management Practical
Instructions to Learners:
This summative assessment can be completed in class or at any other convenient location.
Students are required to complete this task using digital tools and ensure to submit in an acceptable format, e.g. .docx, .pdf, .pptx, or as advised by your assessor.
Please use the following formatting guidelines to complete this assessment task:
Font Size: 12; Line Spacing: Double; Font Style: Times New Roman
Assessment activities can be completed either in real workplace environment or in a simulated environment such as your classroom. In both cases, appropriate evidence of the assessment activities must be provided.
Instruction to Assessors:
You must assess student’s assessment according to the provided Marking Criteria.
You must complete and record any evidence related to assessment activities including role-plays and presentations using appropriate forms which must be attached with student assessment submission.
You must provide students with detailed feedback within 10 working days from submission.Assessment must ensure access to appropriate documentation and resources normally used in the workplace.
You will be leading a team for an extended period. and your assessor may interview your team members and your supervisor. You will need to show that you have met all unit requirements above.
This task is to take place within a business you work in, have access to or a simulated business. The assessor will ask your supervisor whether you consistently work within your organization's goals, objectives and general plans, and follow the policy and procedures framework.
If possible, the assessment interview will take place in your workplace.  You should also bring the relevant workplace documents to the assessment (e.g. staff meeting minutes), although these will vary greatly according to the kind of industry you are in. You should bring your (written) teamwork plan, which might be contained in your training notes or your team meeting minutes.
Start the interview by showing the assessor around your workplace, and describing your organization and its goals. Use (or draw) an organizational chart to explain its structure.
The assessment interview will also test your knowledge of what you are doing. The key questions are below. You may prepare by writing notes of answers to interview questions.
Part A
Interview questions

• Explain your organization's key values.
• What are your organization's general expectations of team member behaviour?
• Show your teamwork plan and explain in detail how it was generated.
• Explain the different techniques you have used to build your team. Which worked best? Which didn't work?
• How do you and your team set team goals?
• How do you motivate your team? How do you know how well it works?
• How do you monitor you team goals so that your team meets them?
• How do you strengthen communications in the team?
• Explain five different styles of leadership.
• What are the strengths and weaknesses of each style?
• What do you think is your particular style?
• How have you arranged your work so that your particular style is effective for you?
• What are the main lessons you had to learn to be a leader in your workplace?
• If you were training a new manager, what would be the top five principles that you would want them to learn? Explain each of your five principles.
• What conflicts have you had to resolve?
• Explain three different approaches for resolving conflicts in the team.
• What steps to you take to resolve problems? (We understand that you will probably use different strategies for different kinds of problems.)
• What particular communication approaches do you need in potentially difficult situations?
• How do you get advice to ensure that your team is focused and on track?
• Name three instances where you have taken leadership and made decisions that led to positive changes in the workplace.
• How do you handle your mistakes?
• In what kinds of situation do you have to negotiate with staff?
• Explain the different ways you have of communicating information to your team and to your up-line manager. What kinds of situations best suit different kinds of approaches?
• Explain the group dynamics of your team:
• Which groups have power or influence?
• Which groups don't have power and influence?
• Who is a good influence and who isn't?
• What subgroups do they divide into?
• How does the group make decisions?
• All your team members are different from each other. Explain your strategies for handling individual behaviours and differences.
• Explain how you delegate and allocate tasks and roles. What works? What are the pitfalls?
• Note: Your assessor may also ask you a variety of "what if" questions.
• Part B
• Performance Improvement Plan
• Complete the following information:
• The Key Performance Indicator (KPI) that the performance issue falls under
• The specific skill to be improved or gained, knowledge to be acquired or behaviour to be modified.
• The steps to be taken to bring about improvement.
• The people within the team or organisation who can assist in this process, or need to be involved from a procedural point of view.
• The timeframe within which an improvement should be achieved.
• The process for evaluating and measuring the performance improvement.
• KPI Skill/Area Requiring Improvement Action to be Taken Contacts for Assistance Timeframe for Achievement Evaluation of Performance
• Telemarketing Call Centre Operators are to make 50 outbound calls per day, with an average of five bookings per day.
• Selling B&B services to corporate customers. Develop sales techniques through team training sessions with sales training consultant.
• Team training to be followed up with individual support, from Team Leader, when making sales calls.
• Manager
• Training Department 20/09/2001
• Team Leader to monitor at least 10 outbound sales calls made by each operator.
• Results of call monitoring to be compared with monitoring results taken prior to training.
• Minimum sales (booking) achievement of 10% of all outbound sales calls made by each operator.

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