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Lead the Work Team

  1. Identify ways in which you as the manager provide support to develop mutual commitment, cooperation, and group effectiveness within your workplace team, whilst ensuring that you meet the organization and community sector goals and objectives.

Answer: For building an effective team, the manager must focus on three key areas- leadership, ownership, and relationships to achieve organizational goals and objectives.

  • LEADERSHIP

For managing a team effectively, the manager needs to be an effective leader as well. He/she must clearly define team goals, outline ground rules for teamwork, communicate effectively, and should inspire the individuals to work effectively (Bake, 2019). He/she must delegate the duties among the members and ensure positive performance.

  • OWNERSHIP

It is significant for the manager to take ownership of tasks at every level. The manager must take ownership and ensure that team members know that they have his/her back whenever they face any problem and that he/she is ready to speak up for them may help in boosting their confidence (Bake, 2019). At the time of the discussion of goals and delegation, it is important to ensure that individuals understand their role in supporting the team's goals and provide them with the chance of ownership of tasks.

  • RELATIONSHIPS

The manager should pay close attention and must try to build positive relationships among the team members. The effectiveness of teams depends on the kind of relationship team members share. Hence, the manager must make use of team building activities, encourage bonding, and create a friendly work environment for everyone to work effectively (Cater, James, Kidwell, Camp & Young, 2019).

  1. Describe the processes you, as the manager, would take to identify staffing and resourcing needs.

Answer: People are considered as a company’s biggest asset who can help the business to achieve a competitive edge (Chiu & Fogel, 2017). Therefore, it is essential to identify and implement strategies for staffing and resourcing. Following steps can help me as the manager to identify staffing and resourcing needs:

  1. Determine the organizational goals and objectives
  2. Establish a complete picture of the current workforce
  3. Analyze people's patterns which will give a clear picture of people leaving the company and help to recruit and backfill these positions in advance (Chiu & Fogel, 2017).
  4. It is important to understand the skills and resources needed to achieve the business goals for the successful execution of the staffing process.
  5. Develop a future projection of staffing (Chiu & Fogel, 2017). With the complete knowledge of the current view of the workforce, it is a good attempt to create a long term staffing plan for the next 5-10 years.
  6. Build a strong employer brand to attract the right people you need and build an environment in which people enjoy working and put maximum effort into their work.
  7. As business needs evolve rapidly, therefore the plan must be reviewed and adapted to the current business needs (Ellis, Skidmore & Combs, 2017).
  8. Discuss the plan/actions you as the manager would take to address identified staffing and resource needs.

Answer: The staffing plan will be made using the following steps:

Step 1: Analyse the existing talent supply

Conduct a talent assessment based on factors such as current needs, the strength of the current team, availability of talent in the market, cost of acquiring new talent (Chiu & Fogel, 2017). This will save time, money, and help in the organization's success.

Step2: Consider your future objectives

Make a complete review of the plans and objectives. Based on it, analyze the competencies which are crucial for achieving future objectives.

Step3: Recognize the gaps

Compare and analyze the difference between the supply and demand assessments and identify the surplus and deficiencies of skills based on the future goals that need to be accomplished (De Winne, Marescaux, Sels, Van Beveren & Vanormelingen, 2019).

Step4: Find the required solution

Now work towards finding a solution for acquiring new talents required to achieve organizational goals. Assess the opportunities to train and develop current employees and start hiring externally to add talent and skills to the current team.

  1. Explain how you as the manager/team leader/ supervisor would determine and implement plans to meet the day to day task requirements of the team.

Answer: For being a leader, one needs to develop a certain set of skills and make use of new techniques and tools. Using these tools and techniques, the manager/leader manages the key management activities which include organizing, motivating, developing, and communicating with the team (Ellis, Skidmore & Combs, 2017). As a manager, I must be able to delegate the duties among the team members effectively. It is important to motivate people, train, and develop the team members and communicate freely with them about the tasks they need to accomplish for the organization's success (Inyang, Agnihotri & Munoz, 2018). I should manage the discipline in the team and check regularly if the team members are facing any difficulties or issues in their work which need to be solved.

  1. Who will you consult with to develop and implement strategies that maximize the work performance and outcomes of the team?

Answer: For developing and implementing a strategic plan, I will be open to communicate suggestions from the workforce. This will help me to find out how the employees are affected by that plan (Hui & Aye, 2018). If the management team can put themselves in the shoes of their employees and other low-level workers, they can view the strategy from the perspective of employees and I will be more willing to consider and make use of new and updated solutions to problems.

  1. How will you, as the manager, identify problems, barriers, and constraints and develop strategies to address them?

Answer: The success of the company depends on the manager’s level of effectiveness in solving problems (Joo & Huber, 2018). As a manager, I would keep a close look at the work done by the team, and this way I will be able to notice any deviation from a standard performance such as missed deadline, unmet targets, and the team's plans going off the rails. I will follow the below 4 step process to solve the problems:

  1. Identify and define the problem by constantly watching for signals or signs that indicate the existence of a problem and then describe the problem specifically (Panigrahi, 2016).
  2. Analyze the problem and define the root cause of the issue.
  3. Develop solutions using brainstorming, evaluating the time, cost, and technology involved to design a long term solution.
  4. Plan and act. After identifying the best solution, a solid implementation plan needs to be created.
  1. Locate the organizational procedure for monitoring and managing stress for emotional well-being. Provide a brief description of the personal and professional standards and the manager's responsibilities in managing stresses staff or self.

Answer: The managers help in reducing stress at the workplace by:

  • Setting clear goals and objectives for team members.
  • Encouraging mindfulness through meditation in the office.
  • Offering flexibility at work by providing flexible working hours and by not monitoring the employees all the time (ELLIS, 2016).
  • Allowing the employees to take breaks and move their bodies as they require and make them feel comfortable by taking a short 5 minutes-break every 2 hours.
  • Encouraging workplace recognition by appreciating the employees for their work (ELLIS, 2016).

Different stress management resources are offered by the organization to manage the stress of their employees at the workplace. The management may provide the employees with wearable technology such as Fitbit and promoting healthy habits at work such as offering free healthy snacks in the break room (Premalatha, 2016). The organizations also offer free check-ups for employees such as blood sugar, cholesterol, or blood pressure. They encourage meditation which can help to reduce the stress (Premalatha, 2016).

  1. How do you ensure that your leadership is in line with the organization's values, ethical guidelines, policies, and procedures?

Answer: Ethics programs are used by many organizations that help to guide the decision making and behavior of employees. The manager must make sure that he along with the team members show compliance with regulatory requirements and the policies of the organization (Serrat, 2017). Monitoring and maintaining compliance is not only important to keep the regulators happy but it is also an important way to maintain ethical health and support the organization's long term prosperity.

  1. Describe how you will seek formal and informal performance feedback and take appropriate actions in response.

Answer: Informal feedback is taken on a day-to-day basis and is taken in a verbal form while the formal feedback is a part of the structured assessment and it is usually in a written form. Taking feedback helps the manager to bring improvements (Giauque, Anderfuhren-Biget & Varone, 2019). Proper planning is required for obtaining feedback and it should be based on the corresponding situation.

  1. Identify how you participate in the recruitment process for staff.

Answer: In the hiring process, the HR department engages the hiring managers to have a better chance of finding the right employees (Serrat, 2017). I can get involved to create screening questions and communicating with the candidates throughout the hiring process. This way I can help the HR department to avoid any disagreement about whether the hired employees will be able to do the best work.

  1. Describe the process that is to be undertaken when the unsatisfactory practice of a colleague is identified in your workplace.

Answer: There are five ways which can help to overcome performance problems:

  • Provide the additional resources required by the employees.
  • Provide required training to keep the employee’s skills current.
  • Consider refitting the job to the person, check if there are any parts of the job that need to be reassigned (Rane, Sunnapwar & Rane, 2016).
  • If the revising and refitting does not help then reassign the poor performer but the reassigned job must be challenging.
  • If there is still no improvement, then the final option is to let the employee go.

References for Lead the Work Team 

Bake, M. (2019). The importance of leadership and employee retention. Retrieved from http://www.radiologictechnology.org/content/90/3/279.extract’

Cater, J., James, K., Kidwell, R., Camp, K., & Young, M. (2019). HRM practices and effectiveness: A comparison of US Hispanic and non-Hispanic family firms. Journal of Small Business and Enterprise Development, 26 (5), 1-15.

Chiu, H., & Fogel, J. (2017). The role of manager influence strategies and innovation attributes in innovation implementation. Asia-Pacific Journal of Business Administration, 9(1), 16-36.

De Winne, S., Marescaux, E., Sels, L., Van Beveren, I., & Vanormelingen, S. (2019). The impact of employee turnover and turnover volatility on labor productivity: a flexible non-linear approach. The International Journal of Human Resource Management, 30(21), 3049-3079.

Ellis, C., Skidmore, S. T., & Combs, J. P. (2017). The hiring process matters: The role of person–job and person–organization fit in teacher satisfaction. Educational Administration Quarterly, 53(3), 448-474.

ELLIS, P. (2016). What every manager needs to know about the impact of stress. Wounds UK, 12(4).

Giauque, D., Anderfuhren-Biget, S., & Varone, F. (2019). Stress and turnover intents in international organizations: Social support and work–life balance as resources. The International Journal of Human Resource Management, 30(5), 879-901.

Hui, F. K. P., & Aye, L. (2018). Occupational stress and workplace design. Buildings, 8(10), 133.

Inyang, A. E., Agnihotri, R., & Munoz, L. (2018). The role of manager leadership style in salesperson implementation of sales strategy: A contingency perspective. Journal of Business & Industrial Marketing.

Joo, J. Y., & Huber, D. L. (2018). Barriers in case managers’ roles: A qualitative systematic review. Western Journal of Nursing Research, 40(10), 1522-1542.

Panigrahi, C. M. A. (2016). Managing stress at workplace. Journal of Management Research and Analysis, 3(4), 154-160.

Premalatha, P. (2016). Role of manager-employee relationships in retaining knowledge workers in IT industry. Indian Journal of Industrial Relations, 418-431.

Rane, A. B., Sunnapwar, V. K., & Rane, S. (2016). Strategies to overcome the HR barriers in successful lean implementation. International Journal of Procurement Management, 9(2), 223-247.

Serrat, O. (2017). Building trust in the workplace. In Knowledge Solutions (pp. 627-632). Springer, Singapore.

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