Managing team and individual performance Introduction. This unit is about understanding how all team members contribute to the achievement of an organisation’s overall objectives, and how to plan and monitor performance so that everyone understands their responsibilities and receives regular feedback on performance both as a team and an individual. However, in the case that they are not able to do so, please use the below scenario: -You are a manager, leading a department in a medium sized company.
Identify the factors you need to take into account when agreeing objectives for your department or work area and when agreeing objectives with individual team members. Given that objectives link together and often overlap, there is a need to agree individual and collective responsibilities for the part everyone will play in their achievement. Identify how you would organise the agreement of responsibilities with team members and colleagues, using examples where possible, and acknowledge the potential pitfalls when this is not done well. Guideline word count: 4. A. C. 1. 1 – Explain the links between individual, team and organisational objectives. A. C. 1. 2 – Identify the selection of individual and team objectives for agreement A. C. 1. 3 – Identify areas of individual and team responsibility in achieving objectives.
Task 2: Examine three different circumstances when conflicts can arise in the workplace. Use practical examples where possible. For each situation outlined, describe what would be your strategy to manage the conflict and restore mutual trust.
Describe internal and external resources that may be available to assist you in this activity. Explain why it is important to build an atmosphere of trust and support and identify some of the activities you would undertake in order to achieve this aim. Identify strategies you could employ as a manager to minimise or prevent conflict. Guideline word count: 4. A. C. 1. 4 – Identify the need to create an environment of trust and support with others. A. C. 2. 3 – Examine the causes of conflict, and strategies used to minimise or prevent conflict. Task 3: Evaluate recognised processes for monitoring and evaluating the performance of individuals and teams, identifying the various stages and how often a review should take place.
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Evaluate individual and team performance against objectives. A. C. 2. 2 – Examine methods of feedback to individuals and teams in relation to their performance against agreed objectives. A. C. 2. 4 – Explain recording systems for performance assessment for individuals or teams. Task 4: Describe three indicators that might suggest to you as the manager that the performance standards of a member of your department were becoming unacceptable. Examine how the performance improvement cycle can support an individual and the team to improve upon their performance.
A. C. 3. 2 – Discuss the indicators of poor performance. Half L I E 2 Lost Coast Brewery. A. C. 3. 3 – Evaluate a range of methods that support performance improvement Task 5: Discuss your organisation’s disciplinary and grievance procedures, and the current legislation that applies to these. Identify the responsibilities of line managers in disciplinary and grievance processes and describe the skills required in order to deploy the procedures effectively and within the legal framework. Guideline word count: 6.
Office of Personnel Management. Accountability means being held answerable for accomplishing a goal or assignment. Managing for Results. The challenges that organizations would face in implementing these activities. Managing Human Resources Assignment. MANAGING HUMAN CAPITAL ASSIGNMENT. It has been found that jobs which are not integrated with the work activities of others tend. Archives for September 2015. Please look over the results of your two assessments and. The person who can do the best job of ordering and managing inventory. When managing many different activities. In this assignment. Through these activities results.
A. C. 4. 1 – Discuss the organisation’s disciplinary and grievance procedures. A. C. 4. 2 – Examine the role of the manager in implementing both a disciplinary and a grievance procedure.