Leadership And Management

1

BSBWOR502 Lead and manage team effectiveness

Assessment Guideline

Assessment Task 1: Written questions Written answer question guidance

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Analyse: when a question asks you to analyse something, you should do so in detail, and identify important points and key features. Generally, you are expected to write a response one or two paragraphs long.

Compare: when a question asks you to compare something, you will need to show how two or more things are similar, ensuring that you also indicate the relevance of the consequences. Generally, you are expected to write a response one or two paragraphs long.

Contrast: when a question asks you to contrast something, you will need to show how two or more things are different, ensuring you indicate the relevance or the consequences. Generally, you are expected to write a response one or two paragraphs long.

Describe: when a question asks you to describe something, you should state the most noticeable qualities or features. Generally, you are expected to write a response two or three sentences long.

Discuss: when a question asks you to discuss something, you are required to point out important issues or features and express some form of critical judgement. Generally, you are expected to write a response one or two paragraphs long.

Evaluate: when a question asks you to evaluate something, you should put forward arguments for and against something. Generally, you are expected to write a response one or two paragraphs long.

Examine: when a question asks you to examine something, this is similar to “analyse”, where you should provide a detailed response with key points and features and provide critical analysis. Generally, you are expected to write a response one or two paragraphs long.

Explain: when a question asks you to explain something, you should make clear how or why something happened or the way it is. Generally, you are expected to write a response two or three sentences long.

Identify: when a question asks you to identify something, this means that you are asked to briefly describe the required information. Generally, you are expected to write a response two or three sentences long.

List: when a question asks you to list something, this means that you are asked to briefly state information in a list format.

Outline: when a question asks you to outline something, this means giving only the main points, Generally, you are expected to write a response a few sentences long.

Summarise: when a question asks you to summarise something, this means (like “outline”) only giving the main points. Generally, you are expected to write a response a few sentences long.

 

 

 

 

 

 

 

 

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Regarding plagiarism concern, please answer all questions in your own words.

1. Explain the origins and the concept of the term group dynamics.

Origins: who came up with this idea or who is believed to do so.

Concept: what is Group Dynamics and students use two sentences to explain it.

 

2. Explain three aspects of group dynamics that can have a negative effect on team performance.

e.g. Blocking when team members behave in a way that they do not participate in a discussion or a group activity.

Free riding:

 

3. Discuss in 3 to 4 paragraphs the phenomenon of social loafing in groups, its negative consequences and the effect of group size and culture.

1) what is social loafing- one paragraph required,

2) the negative consequence of social loafing- one paragraph required,

3) what impact of group size on social loafing, such as group of bigger size tends to experience more social loafing or less social loafing? What kind of culture (individualistic vs collectivistic ) registers more social loafing(students feel free to pick any point of view they think reasonable)?

Add reference if necessary

4. Discuss three strategies for preventing social loafing in groups.

Student can pick any three of the following strategies and discuss it in one paragraph for each strategy; Student is also encouraged to come up with your own idea:

Develop rules of conduct:

Create appropriate group sizes:

Establish individual accountability:

Encourage group loyalty:

Implement peer evaluation:

Write a team contract:

Choose complementary team members:

Minimize group size:

Establish ground rules:

Specifically define the task:

 

 

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Create personal relationships:

Highlight achievement:

Establish task importance:

Evaluate progress:

Manage discussions

Engage individuals:

 

 

5. Discuss in a paragraph the phenomenon of Groupthink.

 

6. Outline three advantages and three disadvantages of group decision-making.

Advantages:

Disadvantages:

 

7. Discuss three team-building techniques, using examples to illustrate your answer.

Students can pick any three techniques of the following and the response are not limited to the following:

Open communication

Acknowledge and reward initiative

Initiate a suggestion box.

Allow your staff to share the decision-making in your organization.

Demonstrate honesty, trust and integrity with all staff members at all times.

Don’t make promises you can’t keep.

Create a mentoring program for new staff.

 

8. Explain the concept of a team consensus.

 

9. Discuss two methods that can be used to assist teams to reach consensus.

e.g.

Brainstorming

Multi-voting

 

 

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10. Explain four simple steps for resolving a workplace dispute.

 

11. Explain why is it important to have an effective dispute resolution process?

 

 

Assessment Task 2: Team performance planning project Submit

• Email to the team with the Operational Plan attached.

• Email to General Manager summarising workplace concerns.

• Email to the team with your completed team performance plan attached.

 

Scenario: please refer to student assessment task for more details.

1. Send an email to the team (your assessor).

The text of the email should be in grammatically correct English, written in an appropriate (polite, business-like) style.

It should introduce and summarise the contents of the Operational Plan, and ask them to review it.

The email text should also invite them to attend a performance planning meeting.

Your email should include the date and time of the meeting, as well as the duration.

You will need to send your email at least 5 working days prior to the meeting.

Attach your Operational Plan to the email.

Your team members will be organised by your assessor, and will include at least two other students as well as your assessor to represent the other FSEC positions.

2. Conduct a meeting with the team.

Prepare for a meeting with your team to discuss the new Operational Plan and to develop a team performance plan by reviewing the organisational information provided to you above, as well as the Operational Plan. Familiarise yourself with the Team Performance Plan Template, as you will be completing this document after the meeting.

As the Marketing and Communications Manager, you are required, as a minimum, to cover the following during the meeting:

• Provide an introduction to the meeting, including the purpose of the meeting.

• Indicate to all team members that it is important for them to take an active role

 

 

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in the planning meeting so that their ideas for implementing the strategic plan and associated goals for the upcoming 12 months will be taken into consideration and included in the team performance planning framework.

• Ensure that all team members have read the Operational Plan that you sent in the email.

• Run through the Operational Plan and make sure that your team understand:

o its purpose

o their role, responsibilities and accountabilities over the next 12 months

• Based on the information/results documented in the Operational Plan, provide positive feedback to your team in regards to where their efforts and contributions have been well received by the community.

• Give them the opportunity to ask questions if anyone needs clarification. You should explain to the team any parts of the Operational Plan that are not understood.

• Listen to your Operations Manager and team and discuss the concerns or issues they raise.

• Work with your team on each section of the performance planning template. Ask your team for ideas and write them up on the whiteboard.

• End the meeting on a ‘high note’, by making sure they feel encouraged, supported and ready to move ahead with their jobs for the next 12 months.

You will also need to demonstrate the following skills and techniques:

• Team building techniques including clear explanation of goals and outcomes

• An understanding of your role as the Marketing and Communications Manager and how you play a role in meeting the strategic and operational plan of the organisation

• Role modelling behaviour appropriate of a leader, including respecting and acknowledging the views of others

• Asking questions and listening to responses to:

o make sure your team understand what you are discussing and their roles, responsibilities and accountabilities

o that you have also understood what your team and the Operations Manager are discussing

o engage the team in planning activities

• Application of effective active listening skills

• Communicating with your team and your superior/supervisor (Operations Manager) by using appropriate protocols and conventions

• Ability to deal with conflict in a professional manner

• Non-verbal communication skills that encourage discussion and feedback, for example, nodding, smiling, eye contact

 

 

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• The ability to encourage and motivate your team.

No written submission requirement for this part.

 

3. Send an email to the General Manager (your assessor).

The text of the email should be in grammatically correct English, written in an appropriate (polite, business-like) style.

It should summarise the meeting, and explain the workplace concerns in a few paragraphs.

Provide your solutions in an appropriate way.

The assessor will respond to the concern in a return email.

As for the workplace concern, the following are some points that students have to pay attention to:

The following two issues have been raised during the meeting:

• While the team works well together, there have been some communication issues in the past. Some verbal instructions/guidance etc has been given and either forgotten or misinterpreted.

• There is some concern about the special event days for girls – is there a way to perhaps avoid having a gender-specific event (there is an objective to increase the participation of girls, however are there other ways to do this that still encourages others to participate and not ‘discriminate’ in terms of gender).

 

Choose at least one Workplace concerns from the list below for yourself:

• The allocated budget is too low to achieve the required marketing outcomes. There are not enough staff to fulfil the operational plan requirements.

• Job descriptions are outdated and do not clearly reflect tasks to be completed by each staff member.

• The staff feel that the General Manager is not sharing information from meetings that he regularly attends with other football associations to get ideas. Staff would like to know more.

 

So when you summarise the workplace concerns, you are supposed to summarise these thee issues and your solutions.

 

 

 

 

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4. Complete your team performance plan.

Following the meeting, complete the Team Performance Plan Template, incorporating the feedback that you received from the other meeting participants. Provide detailed information at each section – bullet points are not acceptable.

Team Performance Plan Name of Team FSEC work team Plan timeframe 12 months Name of Manager Student name Date of performance planning discussion Insert relevant date Date of mid cycle review discussion 6 months after the date of performance planning discussion Date of end cycle review discussion 12 months after the date of performance planning discussion Complete the following table to identify how the team will achieve the strategies as set out in the Operational Plan. This information will relate to the discussions held during the meeting at Assessment Task 2. Sample responses have been provided below based on information as per the Operational Plan and the scenario information. For each Kea Result Area(1.Membership Growth 2.Programs and Events 3.Volunteer Development), an objective and KPI is required.

Goals and objectives KPIs

1.To increase participation of girls in community football (5–18 years)

Members in this demographic to increase by 2%

2.

3.

1. Outputs, projects and deliverables: What will your main work be this year? What elements of your work area’s Operational Plan will you be responsible for or contribute to? Assist in achieving strategic goals of increasing total number of players by 4% through strategies to grow members including:

 

 

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• Conducting market research to better understand population demographics and conduct targeted marketing based on identification of key target groups.

• Increase participation of girls at the club • …………

For Q2-Q5, in terms of answer length, two or three sentences are sufficient 2. Conduct and behaviours: How will you do your work and interact with others this year? Organisation values are respect, collaboration and innovation. We will respect all other staff by listening to their views, regardless of whether we agree with them or not. ………… 3. Knowledge and skills: What do you need to do your job well this year? What learning and development activities will you undertake this year and how will your new skills and knowledge be applied on the job? e.g. Social media marketing training Two or three activities at least. 4. Support needed to do my job well? Are there any changes to the work environment or arrangements that would assist you to do your job? e.g. Increase in budget Human resources and physical resources can also be in discussion. 5. How do I know if I am performing well? What will be happening if you are performing well? (e.g. my customers are happy, I have good working relationships, my work is completed on time, my work is accurate)

• We achieve positive trends in participation in soccer • ……

 

5. Send an email to the team (your assessor).

The text of the email should be in grammatically correct English, written in an appropriate (polite, business-like) style.

It should introduce and summarise the contents of the attachment.

The email text should also include:

• A request for feedback on the team performance plan.

• A schedule of meetings for the next 12 months to support the implementation of the actions documented in the performance plan. The schedule should commence following the meeting date and for the next 12 months. You can decide on the frequency of the meeting(meeting can be on monthly basis, or quarterly basis).

 

 

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• An outline of the actions you intend to take to address workplace concerns, including the feedback that you received from the General Manager.

• A brief overview of the training and development activities that you intend to implement over the next 12 months to address training needs identified in the team performance plan. You should include the details of at least two activities that you have identified for the team as a whole and include the title of the activity, as well as the date and location and outcomes of completing the activity.

Attach your team performance plan to the email.

 

 

Assessment Task 3: Professional development policy and procedure project Submit

• Email to your assessor with your professional development policy and procedures attached.

Scenario Football South East Coast does not currently have a professional development process in place and would like to introduce one to ensure the professional development of all staff members.

A budget of $1,000 per annum is to be allocated to professional development for each staff member.

 

1. Develop professional development policy and procedures for Football South East Coast.

Conduct research by identifying and reviewing a range of professional development policies and procedures that have been developed in similar scenarios.

The document should be approximately 2 pages.

Your policy and procedures should include, as a minimum, the following:

• Purpose of the policy

For example, to support and assist employees in their professional development as an integral part of their employment with FSEC.

• Scope of the policy – who it applies to

You have done this a lot before

• Types of professional development that may be undertaken

 

 

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For example, workshops, conferences, short courses, mentoring.

• Process for identifying professional development needs

For example, through an individual performance review, or by completing a professional development plan.

• Criteria for determining whether the professional development opportunity is appropriate

Relevant criteria could be the relevance of the professional development opportunity to the staff member’s roles, the value of the investment given the available funds and workforce needs. Budget allocated to each staff member

$1,000 per annum

• Process for documenting and evaluating outcomes from professional development

For example, document on professional development register that requires employee to evaluate outcomes.

 

2. Send an email to the team (your assessor).

The text of the email should be in grammatically correct English, written in an appropriate (polite, business-like) style.

It should introduce and summarise the contents of the attachment, and the benefits to the team of participating in professional development.

Attach your professional development policy and procedures to the email.

 

 

Assessment Task 4: Reward and recognition project Submit

• Email requesting approval of a reward and recognition scheme.

• Email giving details of the reward and recognition scheme.

Scenario

After 12 months, data shows that your team has exceeded the percentage increase in the number of new football players, and you have decided to recognise your team for their efforts.

 

 

 

 

 

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1. Select reward and recognition schemes.

Using the Internet, research both informal and formal staff reward and recognition schemes and make notes on what you find.

Choose and develop at least five examples that would be appropriate for your team in the case study.

For example, post thanks note, gift cards, movie tickets, name a continuing recognition award after an outstanding employee, etc.

 

2. Send an email to the General Manager (your assessor).

The text of the email should be in grammatically correct English, written in an appropriate (polite, business-like) style.

It should introduce and summarise the reward and recognition schemes that you have identified, and seek their feedback and approval to move forward with the project.

Indicate which of the schemes you think would be most appropriate for the FSEC team as per the scenario and why.

You will be assessed on whether your email addresses the required content as described, as well as the clarity of your email.

The General Manager will reply to your email with authority to implement one of the schemes that you have selected.

3. Send an email to the team (your assessor).

The text of the email should be in grammatically correct English, written in an appropriate (polite, business-like) style.

It should thank them for their efforts in achieving the strategic goals, and give the details of the reward and recognition scheme that you are introducing.

 

 

Assessment Task 5: Managing underperformance project

Submit • Email inviting Jackie to a meeting.

• Email to Jackie summarising the outcomes of the meeting.

Scenario: please refer to p.27 of student assessment task.

 

 

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1. Send an email to Jackie (your assessor).

The text of the email should be in grammatically correct English, written in an appropriate (polite, business-like) style.

It should request her to attend a meeting with you to discuss the work performance issue.

Include the date and time of the meeting and summarise the issue.

Read the following guide about managing underperformance.

For this task you will be assessed on your demonstration of the skills referred to under ‘key points for employers to remember’.

http://www.fairwork.gov.au/about-us/policies-and-guides/best-practice- guides/managing-underperformance

2. Conduct the meeting with the Communications Officer (your assessor).

Conduct the meeting with Jackie, explaining to her what the problem is, why it is a problem, how it impacts on the workplace and why there is a concern.

At the meeting, you are required to:

• Role model behaviour appropriate of a leader

• Clearly explain the purpose of the meeting

• Explain to Jackie what the problem is by providing her with feedback

• Outline her work responsibilities and the need to achieve these

• Explain how this behaviour impacts on the workplace and why it is a concern. Ensure that you focus on the issue, not the person.

• Demonstrate your interpersonal and communication skills by:

o Keeping your communication open and clear.

o Carefully listening to Jackie and confirming and clarifying information shared

o Asking questions to confirm information gathered

o Use your interpersonal skills to gain her trust

o Emphasising Jackie’s strengths as set out in the scenario information

• Discuss and agree on a solution/s, using your skills to come up with realistic solutions that respect Jackie’s needs and those of the team, in order to maintain a cohesive workplace.

 

 

 

 

 

 

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3. Send an email to the Communications Officer (your assessor).

The text of the email should be in grammatically correct English, written in an appropriate (polite, business-like) style.

The email text should summarise the meeting, and the solution agreed to.

The email should be sent to Jackie within 1 day of the meeting.


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