Lead and Manage Team Effectiveness - Task one

Team Performance Plan

The team performance plan helps in achieving two things such as outlines the vision, mission and objectives including performance measures and identifies the development activities. It also develops policies to make sure that team members are taking responsibility for their work (Jong et al 2016). Furthermore, the success of any team depends on the identification of necessary goals and objectives. The major purpose of teamwork is based on better management and required skilled personnel that focuses on attaining team goals through different strategies. Each organization should need appropriate information about legalization and maintaining the documents of goals and objectives.

Expected Outcomes, Output and Performance Indicators

The expected outcomes are linked with what the plans suggested. Furthermore, the outputs are functions of what must be done within the task appointed to them. The performance indicators suggested that major aspects linked with the fact that associated factors may improve the performance of the respective manager. The performance plan should focus on encouraging individual learning to develop innovative ideas (Innocenzo et al 2016).

Policy and Procedures

The policy will enable the partners to learn the essential elements of the team effectiveness and assess the organizations capacity to understand current team leadership strength and areas for development

Objective of Lead and Manage Team Effectiveness

To develop a high-performance team by encouraging shared commitment and responsibility towards common goals, purpose, value, and norms

The team building activities are specified below and all the participants must follow the guidelines:

It is recommended that staff utilize a minimum of one hour for team building activity

Information training sessions will be arranged to provide necessary guidance to the employees

Enhance the corporate culture whereby the decisions are guided by policies which are applied equally and fairly

Each team and group member to be empowered to support the team-building exercise within the group

Rationale
Improved staff working relationship
Aligned objective
Healthy and physically fit personnel
The culturally diverse and respected work environment
Break the barriers and enhance staff perception
Conflict resolution process

Lead and Manage Team Effectiveness - Task – part B

Team leaders always focus on providing support to the team members so that they can achieve the goals and objectives most effectually. It is the responsibility of team leader to provide better solutions to team members (Helmreich and Schaefer 2018). Furthermore, team leaders must provide proper training that can help create effective strategies. Also, leaders can identify the level of performance through KPIs that are related to performance indicators. It is highly effective in reviewing the work accuracy of team members. It is also necessary to resolve the conflicts as it may affect the productivity in the organization.

Policies and Procedures

A performance reward system can be introduced where if an employee has been able to perform his/her daily task properly, then a commissioned amount will be credited for the staff. This will keep them motivated to take responsibility for their work.

Policy and procedures are developed by top management to ensure that each team member takes responsibility for their work.

The purpose of this policy and procedure is to provide a suitable framework that helps managers to assess the performance of employees. This policy applies to all team members.

Builds strategies for annual evaluations’
Outlines informal methods of addressing concerns and queries
Develop a performance improvement plan
Address misconduct and policy violations’
Ensure fair and consistent treatment for all team members
Provide team leaders with a framework and guidance that will allow them to communicate the standards

Individual and group feedbacks are useful methods of inspiring and encouraging team members to work efficiently. It is significant to provide both positive and negative feedback. To value and recompense individual team efforts in the association periodical feedback session in a month can be approved where team performances can be grade based on their efficiency. Individual team members can be reviewed and provided with individual performance reports including both achievement and areas of development (Howard et al 2016). The most effectual team can be rewarded sufficiently in terms of their involvement in organizational accomplishment.

For issue resolution or conflict resolution, a different model of decision-making can be used. Whereas the Ethical Decision Making Model is mainly followed for minimum conflict, in a team only EDM cannot assist in solving different issues (Abrantes et al 2018). One of the significant plans of resolution is to avoid increasing worry with threats and hinder stimulating steps. It is also necessary to find the root cause of the issue. After that, it is vital to think about the perception and the view of the involved party by a third party who can assist in making impartial decisions for solving the dilemma.

It is necessary to monitor and identify the issue that may affect overall productivity. The manager can identify the issues through observation and discussion.

Observation: It is necessary to observe the performance of team members to find any issues (Morgan and Stewart 2017). Observation helps to find any potential symptom that is affecting the performance of team members. However, observations are not a formal activity

Discussion: It allows the team members to raise any concerns and issues. Discussions are conducted through a formal discussion. With the help of discussions, the manager can appropriately find the issue.

For unsettled matter, distress and problems, it is significant to assess the problem and its impact on the team associate. Problems need to be resolve and if the problems had been unsettled then it is significant to make sure that the effect of the dilemma has been reduced (Hanselman et al 2019). The uncertain issues should be communicated graciously and formally with the assistance of team opinion report to the line executive and other pertinent stakeholders. It is significant to converse the problems to the pertinent body along with the issue faced by the team members due to the unsettled problems.

To turn out to be a role model it is significant to have more than just charismatic qualities. A role model needs to be action-oriented and the procedures need to replicate individual and managerial principles. Personal ethics and values of truthfulness, honesty and hard work are imperative for becoming a role model for others. It is imperative to admire others' backgrounds and principles and respect everyone's viewpoint. Behavior needs to be fair and pleasant rather than practical (Ribeiro, Silva, Duarte, Davids & Garganta, 2017). Furthermore, as a role model for others, it is significant to have effectual expertise in making fair decisions and replicate equality in managerial practice.

Changes take place in an organization to improve the performance and productivity of the organization. It is the responsibility of managers to provide information about the change. The leaders can arrange a face to face meeting to provide all the necessary information about the change process. Furthermore, an open communication strategy must be requiring resolving the issue (Shi and Fang 2017). It is an imperative factor that can be useful for the development of the team.

To make the team members attentive about the ordinary accountabilities, mutual companionship can be encouraged amidst them (Ran and Wang 2019). Also, a strict understanding of their roles will automatically bring out where they will be contented to take responsibility for other activities for the organizational benefits.

Reference for Lead and Manage Team Effectiveness

Abrantes, A.C.M., Passos, A.M., e Cunha, M.P. and Santos, C.M., 2018. Bringing team improvisation to team adaptation: The combined role of shared temporal cognitions and team learning behaviors fostering team performance. Journal of Business Research, 84, pp.59-71.

D’Innocenzo, L., Mathieu, J.E. and Kukenberger, M.R., 2016. A meta-analysis of different forms of shared leadership–team performance relations. Journal of Management, 42(7), pp.1964-1991.

De Jong, B.A., Dirks, K.T. and Gillespie, N., 2016. Trust and team performance: A meta-analysis of main effects, moderators, and covariates. Journal of Applied Psychology, 101(8), p.1134.

Hanselman, R., Parker, M., Nayak, S., Tyzik, S. and Sparks, A., 2019. A Coaching and Team Performance Evaluation Model to Build Capacity for High-impact Lean Improvement.

Helmreich, R.L. and Schaefer, H.G., 2018. Team performance in the operating room. In Human error in medicine (pp. 225-254). CRC Press.

Howard, L.W., Turban, D.B. and Hurley, S.K., 2016. Cooperating teams and competing reward strategies: Incentives for team performance and firm productivity. Journal of Behavioral and Applied Management, 3(3), p.1054.

Morgan, S.D. and Stewart, A.C., 2017. Continuous Improvement of Team Assignments: Using a Web‐Based Tool and the Plan‐Do‐Check‐Act Cycle in Design and Redesign. Decision Sciences Journal of Innovative Education, 15(3), pp.303-324.

Ran, B. and Wang, Z., 2019, June. Practice and Innovation of Team Performance Management Model in Power Supply Enterprises. In 2019 International Conference on Robots & Intelligent System (ICRIS) (pp. 517-520). IEEE.

Shi, Z. and Fang, F., 2017, May. Optimizing Peer Teaching to Enhance Team Performance. In International Conference on Autonomous Agents and Multiagent Systems (pp. 138-150). Springer, Cham.

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