Nging Tm and Individual rfrmn - Assignment Example

Name: Tutor: Course: Date: Маnаging Tеаm and Individual Реrfоrmаnсе Task 1 1.1 Explain the links between individual, team and organizational objectives. Team management and individual performance play an important part when it comes to realizing the objectives of a group or organization. Effective leadership within a group or team will determine how the members perform a certain task (Mumford 373). Therefore, realizing effective management in the group will take the effort of the leaders to create timely and attainable objectives that the members can relate. Setting up performance measures that highlight how the members will relate is an important role of the leader as it builds a staunch culture that is relevant for the members. Through determining the capability of people to realize timely deadlines and create success, a group or company is able to separate it from competitive organizations and focus on long-term success. Among the important factors that build the link between individual, team and organization is the role played by the human resource manager. As much as they communicate the goals of the company, HR managers play an important role in aligning the individual, team and organizational aspects to realize smooth and steady business processes (Mumford 374). The traditional role of the HR manager was to take charge of the organizational staff and group members. This comes as an important link that members may use to approach issues such as conflicts and employ strategic decision-making skills with the help of superiors. Similarly, through the human resource managers, effective communication is attained. 1.2 Identify the selection of individual and team objectives for agreement. In order to create smooth business processes, it is important to determine a selection of individual and team objectives that will benefit the group. Once the group members feel that they are valued, they are likely to perform more vigorously and work together to attain the goal. However, choosing the relevant individuals to formulate the desirable group may be a strenuous process. In most groups, the possibility of conflict tends to hinder them from realizing the objectives maximally (Mumford 389). However, with the desirable individuals, it is possible to blend elements and skills and distribute tasks evenly according to the expertise of each team member. In this case, performance is likely to be attained. To select the most competent individual and group, it is important to consider a number of factors. In the end, the selection of individual and team objectives for agreement is meant to ensure that the group can be managed efficiently and cooperation is achieved. In this case, any leader or human resource manager is required to evaluate the diverse aspects of a person such as the qualifications, skills, expertise, knowledge, values, criminal history and health records. With competent selection, the HR manager assures the company shareholders that they are competent enough to manage issues that may arise in business. 1.3 Identify areas of individual and team responsibility in achieving objectives In achieving objectives, the various areas of individual and team responsibility prove important in overall performance. However, individuals and teams need to realize the overall goals for existence before taking up any tasks. Similarly, the management in the organization needs to stress on the importance of individual performance if the team is to succeed. Most companies fail because the team members do not understand the implications of the mission and vision objectives of the desirable companies. It is the role of the team leader and manager to determine and issue responsibilities to the team members sensitizing on the performance objectives and desirable goals (Mumford 372). Task 2 2.1 Identify the need to create an environment of trust and support with others. Trust is an important aspect in any team or group if the desirable objectives are to be met. Managers that create and attain trust among the members are likely to benefit more through increased performance and realization of objectives. Similarly, trust builds group cohesion through ensuring that every member is at the forefront and aware of the team objectives (Hurley 113). Once members feel that they can trust the management and the other colleagues they are able to focus more on performance by maximizing on the effect brought by cohesion. Openness in the organizational and team procedures creates an avenue where continual improvement can be attained. For instance, openness helps to build group understanding and attaining interpersonal skills that are relevant in handling tasks. Similarly, trust among team members ensures that they are aware of each person’s strengths, abilities, weaknesses, and work to complement each other. When managers create a trustworthy environment for their group members, it increases the possibility of continued loyalty and commitment to the completion of tasks (Hurley 117). Arguably, trust levels increases the adoption of the individual and the team to the tasks allocated and are likely to perform maximally once they feel like their colleagues support them. HR managers build trust in their teams by leading as examples. Once managers allocate tasks, they need to oversee and not command if they are to acquire the trust of the members. Workers perform better under low supervision and pressure. Managers who do not trust their members are insecure and will follow up every minute without complementing. Through addressing relevant and issues timely and comprehensively, managers are able to share new information that is crucial in the business. Similarly, if the team is to succeed, leaders and managers need to follow up on the commitments they make to the members. It is a step towards building and earning the trust of the workers (Hurley 121). 2.2 Examine the causes of conflict, and strategies used to minimize or prevent conflict. Conflict is a major issue that has affected companies and teams over the years. However, people have tried to come up with management strategies that will prove relevant in minimizing and preventing the occurrence of team misunderstandings (Hurley 171). People understand the objectives of the team differently that may cause variations in approaching issues. For in stance, team members may approach issues from an individual point of view that ensures they benefit more from the rest. The overall performance of the team therefore drops down to an individual therefore resulting to partial performance. Teams and companies employ different strategies and skills to counter the effects brought by conflicts. Conflicts decentralize the group, which is likely to perform below the required standards. Considering the diversity in teams, effective communication is among the major strategies employed in companies. Communication ensures a smooth flow of ideas, challenges, issues and complaints that any team member may have regarding a process. It also ensures that the team tries to employ effective communication skills to handle misunderstandings among them without the incorporation of the manager. Task 3 3.1 Evaluate individual and team performance against objectives. The individual and team is an integral part of achieving the company objectives. Once a company allocates task to an individual, they are able to measure performance based on the desirable objectives (West and Markiewicz 76). Although individual performance may accelerate success of the organization, group performance helps the team to realize maximally the objectives highlighted. Before choosing a team or individuals to handle a task, it is important to consider a number of factors apart from the personal attributes and characteristics. For instance, the past performance information on a person or a group is likely to provide relevant information on the future performance. It sheds light on the desirable changes and improvements that may be made with respect to the tasks and objectives if performance is to be enhanced. Constant audits may be done on the team and the employees to determine whether they are competent enough to perform exemplary. Information acquired from the audits may be used to determine the successful and unsuccessful teams and know how to distribute them for maximum performance. Similarly, the audits may prove relevant while dealing with issues f productivity and efficiency in the workplace. Individuals in a team who possess the same qualities are likely to succeed in specific areas but will not be efficient. Audits also enhance the ability of the company to develop training and development programs for the members that are lagging. Employees that have issues adapting to the environment and work setting will be oriented on how they can improve performance. A strengths, weaknesses, opportunities and threats (SWOT) evaluation may be used in such cases. 3.2 Examine methods of feedback to individuals and teams in relation to their performance against agreed objectives. Communication regarding sensitive issues to the individuals and team members will ensure that they are aware of any changes and improvements in business that are geared to increased performance. Feedback determines the procedures and measures a manager or team member uses to relay observable information regarding a colleague (West and Markiewicz 77). Feedback is used to relay the behavioral and performance of one member by another. It is required to be timely and well planned if it is to achieve the purpose of steering performance and self-improvements. There are four levels of feedback that may be availed by managers and leaders to their teams. Feedback regarding the tasks under consideration includes providing information on the errors and mistakes that prevent the team from attaining the objectives. Feedback on the task includes detailed insight on the quality, quantity, depth and comprehensiveness of a certain task. Task based feedback has proven relevant when dealing with corrections instead of omitted information. Comments regarding the process include approaches the team used to tackle a specific task. It questions the quality of performance against the relationship they have with the task. Feedback regarding the task may be translated by the process-based feedback but it takes utmost professionalism. Feedback that is self-regulated places concentration on the learning abilities of the team as well as their adaptation capabilities to a foreign activity. Team members may acquire feedback regarding the urgent need to expand their knowledge and learning skills towards a certain topic. Personal feedback relays the achievement capabilities that an individual possesses. 3.3 Explain recording systems for performance assessment for individuals or teams The performance of individuals or team members needs constant assessment to determine levels and areas of improvement (West and Markiewicz 76). The HR manager is in charge of determining the recording systems that apply for specific teams. Considering the diversity in teams and groups, having the correct and applicable personnel and practices to manage the recording systems at each stage may warrant the process successful. Among the process for recording systems includes compliance and regulatory files, content analysis documents and a file management plan. Task 4 4.1 Examine how the performance improvement cycle can support an individual and the team to improve upon their performance. The performance improvement cycle is a process that measures and assesses the levels of improvement on the strategies that a team uses (May 100). In the performance improvement cycle, the output of different business processes is evaluated and a counter strategy is designed to increase the overall performance. The analysis may take place on individuals or group members considering the diversity in processes. For the performance improvement cycle to apply in different levels, the performance objectives need to be quantifiable and measurable. Most teams desire continual improvement as it ascertains the ability to employ unique aspects of handling activities and resources geared towards attaining the objectives. Teams that experience performance improvement qualify as competent and effective. Arguably, the cycle may be implemented across a wide range of skills and competencies to support the individual and team improve performance. For instance, the design phase that is a stage where the main objective of the team is identified may be used to enlighten the importance of exemplary performance (May 105). Once the team members understand that the goal is the reason for existence, they are likely to work harder to achieve. In the measuring phase of the cycle, the members are updated on how the team has achieved the goals. This is used in case the degree of desire has not been attained and the need for improvement is required. The assess phase of the cycle focuses on setting the main priorities to be achieved by the team. Once ranking has been done, the manager is likely to focus on certain areas that may be lagging. In the improve stage, team members identify the areas that need innovation and work to achieve the goals. 4.2 Discuss the indicators of poor performance. Teams are always associated with exemplary performance owing to the ability to meet deadlines and achieve the objectives. However, because of various reasons, a tea is able to fail to meet a deadline or under perform because of various reasons. Team leaders and managers associate poor performance with lack of skills, negligence and misconduct of the members while handling tasks (May 109). The most common indicators of poor performance in business are the inability to meet the financial aspects through sales and service delivery. However, there may be diverse and undetermined indicators to poor performance such as employee lateness and misconduct. Employees that tend to appear late for work, are frequently absent and display low or no motivation for work are clear indicators of poor performance. Issues such as lack of enough job knowledge, undesired education standards and lack of communication skills are among the factors that lead to poor performance. The inability to manage team members and allocate tasks equally is a major indicator of poor performance in workers. Failing to display effective management and leadership skills, poor organizational culture and decision making, poor book keeping and record storing and reduced productivity are clear indicators of poor performance. In some cases, leaders fail to recognize that they are the sources of poor performance and blame it on the team members by threatening their jobs. A smooth work environment ensures that processes are complete and handled with utmost expertise to prevent poor performance. 4.3 Evaluate a range of methods that support performance improvement. A wide range of methods has been designed to support performance improvement. Such methods aim at ensuring that a team does not spend more on implementing performance strategies but gains more from changing their approaches towards attaining the objectives (Alvord 11). The leader or HR manager is in charge of meetings that aim at performance improvement. For individual improvement performance methods, the leader is required to hold an informal meeting with the individual and explain to them in detail the aspects that may be lagging. This will prove relevant while understanding why performance is impaired and design strategies that will render the member successful. Frequent and firm counseling is a popular method that HR managers and leaders use to enhance performance improvement. In this method, the specific problem is defined in detail and discussed to give the team member an opportunity to rectify the behavior. Through considering all the facts and exceptions, the member tends to realize that the poor performance is costing the team at different levels and they are required to improve. Similarly, the member needs to realize that time is limited and deadlines need to be met. Task 5 5.1 Discuss the organization’s disciplinary and grievance procedures Disciplinary and grievance procedures provide expensive information regarding the methods that managers and leaders may use in case of a breach in the relationship between team members and their colleagues (Gilmore and Williams 275). The procedures are designed to ensure that team members are treated equally and any conflicts are solved amicably. Team leaders and managers need to be trained on how to follow the disciplinary regulations and procedures that are stipulated in their jurisdiction. Any decisions and formal actions that are taken to represent disciplinary consequences need to be investigated before they are issued. This will ensure that any action taken is fair and consistent. However, minor issues may be approached through informal deliberations and discussions considering the limited scope of effect that it may have. Records should be made and frequently updated in case of any future incidences. Grievances and reported issues should be approached professionally ensuring that they adhere to the law. The team leader needs to ensure that they account for any grievances they may preside over by keeping a record (Gilmore and Williams 277). They need to provide the members with the desirable course of action that will render the individual and the team at an advantage. For grievances that require formal input, team leaders need to provide an accessible point of contact and the input the necessary time and skills to handle such issues. Similarly, internal grievances need to be addressed internally avoiding any recourse that may lead to overall evaluation and audit of the team credibility. It is through the grievances and disciplinary procedures that the members determine the consequences of their actions. 5.2 Examine the role of the manager in implementing both a disciplinary and a grievance procedure. The manager plays an important role in ensuring that the disciplinary and grievances of the team members is ascertained through providing the appropriate environments. Team leaders and managers are in charge of communicating the major accepted procedures and current improvements in the disciplinary and grievances procedures. They make sure that each member has a copy of the updated information to remind them constantly of the consequences. Team leaders play an important role in acting credibly and professionally when prompted. They need to ensure that order is maintained and prevent unnecessary situations from occurring that would damage the team. To do this, managers need to act in accordance with the legal and organizational requirements highlighted in their policy documents (Gilmore and Williams 279). Team leaders are required to ask for advice when they identify that a situation may have gone out of hand. Seeking advice from experienced and advanced leaders will provide managers the opportunity to learn ore from their mistakes and work to rectify them. Similarly, they may involve a third party such as a specialist to shed light on the alternatives that are available for exploitation. Managers are also required to keep accurate, updated and complete records regarding their activities in disciplinary and grievance procedures. They may also monitor the situation and observe any inappropriate behavior by team members that may result to disciplinary action. Managers are allowed to make recommendations and amendments to any disciplinary and grievance policies that will ensure continual improvement. 5.3 Summarize key aspects of legislation to an organization’s disciplinary and grievance procedures. Legally, the three steps towards organizational disciplinary and grievance procedures include a drafted statement, a formal meeting and an appeal meeting. The statement is handed to the colleague or team member with whom the grievance is about before it is presented before the team leader or HR manager. However, the key legal aspects that apply to any disciplinary or grievance procedure include the establishment of the facts for each case before taking any action. In this case, the conflicting parties will be aware and acknowledge the presence of any issues among them. The meeting is designed to inform the team member of the complaint and provide them with an opportunity to rectify (Gilmore and Williams 275). If the team members fail to come to an understanding, they may file for an appeal with a tribunal. However, for disciplinary meetings, members are offered an opportunity to attend with a union representative or a colleague. Team members are also offered the opportunity to determine the implications that may have led to the appeal. The final step includes reaching an argument that establishes the resolution of the situation. In case one party is not contented with the outcomes of the meetings and tribunal, they have an opportunity to take the misunderstanding to mediation, conciliation, arbitration or employment tribunal. All these procedures are geared towards ensuring performance is enhanced to achieve the objectives. Works Cited Top of Form Top of Form Top of Form Top of Form Top of Form Top of Form Alvord, Brice. Creating a Performance Based Culture in Your Workplace. Wyomissing: Alera Publishing Group, Inc, 2012.Bottom of Form Gilmore, Sarah, and Steve Williams. Human Resource Management. Oxford: Oxford University Press, 2009. Hurley, Robert F. The Decision to Trust: How Leaders Create High-Trust Organizations. San Francisco, CA: Jossey-Bass, 2012. May, Bruce. Building a Performance Improvement System: Using the Baldrige Criteria ; a Manual for Transforming Organizations Through Performance Excellence. United States: Expert Knowledge Press, 2009.Bottom of For Bottom of For Mumford, Michael D. Handbook of Organizational Creativity. London: Academic Press, 2012.Bottom of Form Bottom of Form West, Michael A, and Lynn Markiewicz. Building Team-Based Working: A Practical Guide to Organizational Transformation. Malden, MA: Blackwell Pub, 2004.Bottom of Form Read More