BSBTWK502 Manage team effectiveness
Learner’s Guide
(
BSBTWK502
Manage
team
effectiveness
(Learner’s
Guide)
)
(
Learner’s
Guide
|
BSBTWK502
Manage
team
effectiveness|
Page
6
of
25
V
1.1:
July
2021,
Approved:
CEO,
Next
Review:
July
2022
Veritas
Institute
Australia
Suite
14,
Level2/10-24,
Moorabool
St.,
Geelong –
Vic
–
3220.
:
[email protected]
|
:
03
5221
0927
|
:
www.veritas.edu.au
RTO
Code
:
41406
|
CRICOS
Code:
03762M
)
First published 2021 RTO Works www.rtoworks.com.au [email protected] 0452 157 557
© 2021 RTO Works
This resource is copyright. Apart from any fair dealing for the purposes of private study, research, criticism or review as permitted under the Copyright Act 1968, no part may be reproduced by any process without written permission as expressed in the RTO Works License Agreement.
The information contained in this resource is, to the best of the project team’s and publisher’s knowledge true and correct. Every effort has been made to ensure its accuracy, but the project team and publisher do not accept responsibility for any loss, injury or damage arising from such information.
While every effort has been made to achieve strict accuracy in this resource, the publisher would welcome notification of any errors and any suggestions for improvement. Readers are invited to write to us at
[email protected].
Business Works is a series of training and assessment resources developed for qualifications within the Business Services Training Package.
Contents
Overview 4
Topic 1: Establish team performance plan 5
Topic 2: Develop team cohesion 10
Topic 3: Facilitate teamwork and liaise with stakeholders 18
Overview
The Learner’s Guide should be used in conjunction with the recommended reading and any further course notes or activities given by the trainer/assessor.
Application of the unit
This unit describes the skills and knowledge required to lead teams in the workplace and to actively engage with the management of the organisation.
The unit applies to individuals working at a managerial level who lead and build a positive culture within their work teams. At this level, work will normally be carried out using complex and diverse methods and procedures requiring the exercise of considerable discretion and judgement. It will also involve using a range of problem solving and decision-making strategies.
No licensing, legislative, regulatory or certification requirements apply to this unit at the time of publication.
Learning goals
Learning goals include:
· You are able to establish team performance plan.
· You are able to develop and facilitate team cohesion.
· You are able to facilitate teamwork.
· You are able to liaise with stakeholders.
Topic 1: Establish team performance plan
Goal setting is one of the first steps in reaching performance expectations set by an organisation. A team needs goals and clear objectives so that performance and achievements can be tracked. It provides:
· clear direction
· goal attainment
· increased productivity/profit
· teamwork
· clear objectives.
Image by Austin Distel on Unsplash
Strategic or business plans outline the general strategies to be followed to achieve an organisation's vision and mission statements. A business plan is typically used to look up to 5 years ahead, providing direction and focus for the organisation and employees.
Therefore, teams need to align their goals and activities to the organisation's business plan. Managers need to ensure that teams fulfil this role when undertaking projects to ensure they are contributing to the overall goals of the organisation.
(
Activity:
Group
work
Work
in your
teams:
Research a few examples of business plans, look at the headings used to identify the
primary purpose of the plan. Find one plan that the team thinks is the best example,
and
each
keeps a
copy for future reference.
Explore
how team
performance plans
link
to
overall
business objectives.
)
Team performance plans
Goals and objectives as above can be documented in a team performance plan. A team performance plan is a detailed plan that specifies team goals and objectives, as well as actions to achieve these, responsibilities (which team members are responsible for attaining actions),
(
Activity:
Read
Review information
about
team
performance plans
at:
http://www.crowe-associates.co.uk/teams-and-groups/team-plans/
Take
any
notes
to
summarise what
you
have read
and
keep
for
future reference.
)timelines for achieving actions and performance indicators that will be used to measure performance.
Team players
Teams will consist of people with particular strengths and weaknesses. Team members vary in the role that they play for example some could be practical and organised whereas others could be a good communicators or problem.
(
Activity:
Research
and
discuss
Using
the
Internet,
search
for
your
ideal
career
or
job
position.
Read
the
job
description
– did
it
match
your
expectations
of
the desired
role?
Make notes.
)
Belbin Test
Several different theories have been developed, which categorise the different types of roles and personalities people display. The Belbin test was designed to identify the different types of roles team members prefer precisely.
The Belbin test identifies the following roles that individuals adopt when working in teams:
· Shaper
· Plant
· Coordinator
· Monitor Evaluator
· Resource Investigator
·
Implementer
· Team Worker
· Specialist
· Completer-Finisher.
(
Activity:
Research
and
discuss
Visit
the
Belbin
website
to
view
the
explanations
for
each
role.
Research
the
various
roles
that
team
members
take
on.
Which
role
are
you
likely
to
be? Which
role
do
you
have
in
your
current class team?
Is
it
the same
role?
Activity:
Reflect
Complete
the
following
quiz,
which
will
help
you
to
identify
what
type
of
role
your
personality suits:
http://testyourself.psychtests.com/testid/3113
Is
this
the
same role
that
you
specified
earlier?
)
Supporting team members
By supporting the members of your team, a manager can ensure that goals are met. This can include:
· explaining or clarifying policies, procedures, instructions standards, codes of conduct and other organisational operations
· supporting team members to complete tasks on time
· helping others if you have completed your tasks ahead of schedule
· assisting with problem-solving
· providing encouragement
· providing constructive feedback to other team members when appropriate
· sharing and updating information
· allocating mentors or coaches for support and training if required
· using rewards such as positive praise, bonuses, vouchers or extra lunchtime break.
(
Activity:
Research
and
discuss
In
small
groups,
think
about
the
rewards
and
recognitions
that
you
may
have
received
in
the
past
that
they
have
found
most
beneficial.
This
could
be
either
in
a
work
or
non-work-related
context.
Brainstorm
ideas and
create a list
as
a
group.
)
(
BSBTWK502
Manage
team
effectiveness
(Learner’s
Guide)
)
(
Learner’s
Guide
|
BSBTWK502
Manage
team
effectiveness|
Page
26
of 25
V
1.1:
July
2021,
Approved:
CEO,
Next
Review:
July
2022
Veritas
Institute
Australia
Suite
14,
Level2/10-24,
Moorabool
St.,
Geelong –
Vic
–
3220.
:
[email protected] |
:
03
5221
0927
|
:
www.veritas.edu.au
RTO
Code
:
41406
|
CRICOS
Code:
03762M
)
Team performance and key performance indicators
As indicated previously, the team performance plan should include key performance indicators that can then be used to measure performance.
The purpose of a KPI is to provide an objective performance measure is a crucial activity. This enables managers to set and communicate their performance targets, and to measure whether or not they are being achieved.
KPI's can vary. However, there are common ones that apply to all activities such as KPIs related to timelines and budget.
When developing KPIs, it is essential to ensure they are SMART.
· S = Specific. They must state clearly what the organisation seeks to achieve.
· M = Measurable. The outcomes must be able to be measured so the business can calculate and quantify its progress towards them.
· A =Achievable. The objectives must be realistic such that everyone feels there is a genuine belief the outcomes can be attained.
· R = Relevant. The objectives have to relate to the direction the business wants to take in terms of its organisational development.
· T = Timely. The objectives need to have a start and finish date attached to them.
(
Activity:
Read
Read
more
about
KPIs for
teams
at:
https://www.projectmanager.com/training/8-essential-kpi-metrics-teams
Take
any
notes
to
summarise what
you
have
read
and
keep
for
future reference.
)
Regardless of the KPIs that are set, it is also vital that all team members understand the KPIs. As a team leader, it will be critical for you to communicate this.
(
Activity:
Group
work
Work
in
a group of
four.
Research the job descriptions of an event coordinator, marketing person, office
administrator,
and
marketing
manager.
Study
their
position
descriptions
and
use
the
information
to
build
a
team
performance
plan
for
a product
launch.
Pretend that you are the marketing manager and your team consist of event
coordinator,
graphic
artist,
office
administrator.
Your
team
needs
to
organise
an
event
to
promote
electric
cars.
Set objectives for the event, KPI's for the team, including the managers. Note:
stay focused on
planning
the
event and
not
the
car!
Establish a performance plan for the launch. Your plan must represent a
simulation of a real work example. It must include goals, objectives, start and
completion
dates, team
members
roles and
names, etc.
Submit
your
professionally
written
work
to
your
trainer for
feedback.
)
Topic 2: Develop team cohesion
Team cohesion is the extent to which each team members wishes to contribute to the group's ability to continue as a functioning...