2.1 MissionBased on Yum! Brands’ mission statement Were buil.docx

2.1 Mission
Based on Yum! Brands’ mission statement "We're building the
world's most loved, trusted, and fastest-growing restaurant
brands in partnership with the best franchise operators in the
business", YUM has taken an important position in the global
fast-food industry. According to Statista data, YUM's sales in
the global market reached $20.32 billion in 2018. Yum! own
three global brands - KFC, Pizza Hut, and Taco Bell - which
reached $4.43B, $5.53B and $10.36B sales individually in 2018.
However, McDonald's is still the industry leader with $38.52B
sales in 2018. In order to compete with McDonald's and broaden
the customer base, YUM needs to focus more on market
segmentation and customer demand.
Theodore Levitt mentioned that companies should build
customer-centric products in the article "Marketing Myopia"
(1975). Based on data from Stat ista, more and more young
people are paying more attention to a healthy diet, especially
the absorption of organic food (2018). In addition, according to
the study by Snježana Gagić et al., organic food can not only
bring benefits to customer but also a way for a restaurant to
increase its prices (2015). Under this trend, YUM should build a
new brand that targets an organic industry that can expand its
product line and better compete with competitors.
The new brand, named Nutrition Express, will be built around
the three elements - nutrition, health and organic. Combined
Yum’s years of experience in operating and advanced cooking
methods, Yum! Brands can capture the global market share
quickly. YUM can push the business to zenith because the
industry is still a blue ocean.
2.2 Financial and Operation Objective
2.2a Financial Objective
As mentioned earlier, although YUM's global sales reached
$20.32 billion in 2018, according to the report from Macrotreds,

YUM's annual revenue showed a downward trend in the past
three years. We hope Nutrition Express can reverse the situation
and bring competitive advantages to Yum.
2.2b Operation Objective
We hope that YUM's new brand will become the leader in the
global fast-food industry. The marketing plan is divided into
two stages. In the first stage, 100 global direct sales stores will
be built in one year to develop brand awareness of Nutrition
Express. In the second stage, the franchisee will be our focus in
order to expand the global market. In five years, Nutrition
Express will open 5,000 stores around the world.
2.3 Target marketing & positioning
Our target group is students and business professionals whose
age is between 18 and 35. Each store is between 0.5 - 1.2 Acres
(management standards will operate in accordance with KFC's
model to reduce development costs). We will highlight the
decoration to the deeper the brand image. Green would be our
main color for our logo and decoration. When the customer
enters the store, the green wall and green plants would be the
first thing they notice. On the wall of both sides of the entrance
door, we will emphasize the importance of an organic diet with
nutrition experts’ quotes. All products and combos are made
with organic foods to emphasize the “organic” elements.
We designed a new logo for Nutrition Express. Green is the
main color since it usually represents healthy (Kendra, 2019).
We used green leaf and two hands as a symbol of trust for the
design of the middle part. The new green LOGO can also
distinguish the colors of other YUM brands such as KFC (red)
and PIZAA HOT (red) and TACO BELL (purple).
We also designed a print ad for Nutrition Express. We want to
emphasize the properties of our products deepen our impression
of our brand. We want to create the connection between
Nutrition Express and Health so we can be the top of their list
when they are looking for a healthy diet.
Product

The new brand Nutrition Express mainly uses organic
foods to meet the growing demand for healthy foods through
scientific nutritional methods and less oily cooking methods.
The products would be made with chicken, beef, fish, and
vegan. 4 main combos with freshly squeezed juices and
vegetable blends would be our specialties. At the same time, the
customer can complete the order by APP and take out food to
meet the fast lifestyle pace. The brain image of Nutrition
Express will line in with Yum’s strategy.
In addition to the materials we use, we will work with
nutritionists to create a package that is scientifically
proportioned. For example, our main package A consists of
350g chicken, 300g bread, 300g vegetables, and 200g fruit.
According to Christian Nordqvist’s article, It is exactly how
much protein and carbohydrates an adult needs to absorb in a
day (2017). Moreover, we will also focus on developing healthy
cooking methods. For example, we will use steamed cooking
instead of frying to reduce calories.
Segmentation is also the focus of our strategy. We will
create different menus based on three factors: countries, seasons
and demography. First, we will adjust the package according to
the region. For example, according to data from the US
Department of Agriculture (USDA), Americans usually
assimilate less potassium than they should (2016). In order to
balance the diet, the fruit will be added to the products because
it’s rich in potassium. Second, the Nutrition Express package
will be adjusted according to seasons. For example, in winter,
more hot soups will be offered to meet the demand. In reverse,
more cold drinks and meals would be added to the menu during
summer. Lastly, we will also design a package for some special
requests. For example, we offer sugar-free and salt-free
options. Which can help people with hypertension and diabetes
keep healthy.
Place
As a new brand, we want to expose our stores to big cities
to catch people’s attention. A city with a population no less

than 1 million such as New York, Los Angeles, Chicago is our
first choice for the launch of Nutrition Express. The location of
the restaurant will be chosen in urban areas, especially next to
subway stations, shopping centers or schools with high traffic.
Our target customer would-be college students and
professionals. According to Stastia, the people between 16-35
have a greater need for healthy food (2018). In addition, we will
provide a nutrition guide on our app along with the price and
pictures of our products. Delivery will be provided if the
distance is less than 3 miles.
Promotion
We will hire well-known nutritionists like Robin Vitetta-
Miller, Gillian McKeith, Ellie Krieger to jointly develop the
menus. Except for their role as the nutritionists, they are also
TV shows host who can promote our brand.
Customers will be encouraged to “like” our official
website and share our products on social media. For customers
who do share our posts, a 10% discount coupon will be
rewarded. The promotion will be our focus in the first six
months of the opening of new stores. We will also introduce a
membership system. Members can get coupons and join various
promotions from time to time, such as free trials of new
products, free products for members' birthdays, etc.
We also plan to invite Instagram celebrity Misty Copeland
as a brand ambassador. She has more than 1.7 million fans on
Instagram. And also she is the first black female dancer of the
American Ballet and the spokesperson of the Under Armour.
Her healthy and energetic image matches the image of Nutrition
Expresses. we expect Misty can leverage her influence on social
media into sales.
In addition to online promotion, we will also hold
activities and events. Within 6 months of opening, customers
will receive a 20% discount on a one-time purchase of 3
packages. Every employee who works for Nutrition Express has
one chance to surprise the customer with a free meal each

month. As Davies mentioned in the article "Reputation Gaps
and the Performance of Service Organizations", improving
employees' perceptions of the company's reputation is one of
the best ways to enhance future sales (2009). We hope to
increase employee perception of the brand's reputation and
ultimately improve the customer's impression of the company by
giving employees more power. In terms of events, we will set
the first day of every month as Nutrition Express DAY.
Customers can get a special vegetable drink for free for more
than $10 purchase.
Price
According to Statista, Americans spend between $9 and
$16 per meal (2018). Based on our offers with healthy and
organic ingredients. We decided to price the package between
$12.99 and $16.99. The price of freshly squeezed fruit and
vegetable drinks is between $3.99 and $5.99. This pricing space
allows us to use high-quality ingredients and ensure that the
nutrition of the package meets people's needs. At the same time,
we will have a special breakfast and special lunch prices of
$8.99 and $11.99, respectively.
4. Financial Forecast
4.1 Breakeven point
Need more data analysis to calculate the break-even point. Our
plan is the break-even the first 100 stores within one year (refer
to KFC operations).
4.2 Cost Forecast
The size of the new restaurant will be similar to existing
KFC standards. The cost per KFC store is between $695,000 and
$1.2 million including construction costs and equipment costs
(Hayley Peterson. 2015). In the first phase, we plan to open 100
direct chain stores which is 50% of YUM Group's 2018 profits
(YUM 2018 Form 10-K) in major cities around the world with
100 million dollars. We set our marketing budget to 100 million
dollars which is 30% of YUM Group's 2018 total advertising
promotion fee (YUM 2018 Form 10-K). Additional 50 million

dollars will be used to establish a special nutritional food
research institute to develop new products.
4.3 Sales Forecast
We plan to use the first phase to build brand reputation
and achieve breakeven. In the second phase, we hope franchised
stores can increase the sales to $15B in ten years. Through
Nutrition Express, YUM will become a global fast-food brand
that can compete with McDonald's.
BSBWOR502 Lead and manage
team effectiveness
Learner Guide
Contextualised from John N Baily 2010
Learner Guide Created Date: Dec 2012 Revised Date: January

2016
BSBWOR502 Lead and manage team
effectiveness
Version No: 2.0 Page 2 of 68
BSBWOR502 – Lead and manage team effectiveness
Author: John Bailey
Copyright
Text copyright © 2009, 2010 by John N Bailey.
Illustration, layout and design copyright © 2009, 2010 by John
N Bailey.
Under Australia’s Copyright Act 1968 (the Act), except for any
fair dealing for
the purposes of study, research, criticism or review, no part of
this book may
be reproduced, stored in a retrieval system, or transmitted in
any form or by
any means without prior written permission from John N Bailey.
All inquiries
should be directed in the first instance to the publisher at the
address below.
Copying for Education Purposes
The Act allows a maximum of one chapter or 10% of this book,
whichever is

the greater, to be copied by an education institution for its
educational
purposes provided that that educational institution (or the body
that
administers it) has given a remuneration notice to JNB
Publications.
Disclaimer
All reasonable efforts have been made to ensure the quality and
accuracy of this
publication. JNB Publications assumes no responsibility for
any errors or
omissions and no warranties are made with regard to this
publication. Neither
JNB Publications nor any authorized distributors shall be held
responsible for
any direct, incidental or consequential damages resulting from
the use of this
publication.
Published in Australia by:
JNB Publications
PO Box, 268,
Macarthur Square NSW 2560 Australia.

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BSBWOR502 – Lead and manage team
effectiveness
Contents
1.1 Consult team members to establish a common
understanding of team purpose, roles,
responsibilities and accountabilities in accordance with
organisational goals, plans and objectives. 10
1.2 Develop performance plans to establish expected outcomes,
outputs, key performance
indicators and goals for work team.
...............................................................................................
...... 14
1.3 Support team members in meeting expected performance
outcomes .................................... 17
2.1 Develop strategies to ensure team members have input into
planning, decision making and
operational aspects of work team.
...............................................................................................
........ 20

2.2 Develop policies and procedures to ensure team members
take responsibility for own work and
assist others to undertake required roles and responsibilities.
........................................................... 26
2.3 Provide feedback to team members to encourage, value and
reward individual and team
efforts and contributions.
...............................................................................................
....................... 29
2.4 Develop processes to ensure that issues, concerns and
problems identified by team
members are recognised and addressed
............................................................................................
32
3.1 Encourage team members and individuals to participate in
and to take responsibility for team
activities, including communication processes.
................................................................................... 37
3.2 Support the team in identifying and resolving work
performance problems ............................ 40
3.3 Ensure own contribution to work team serves as a role
model for others and enhances the
organisation’s image for all stakeholders
.......................................................................................... ..
44
4.1 Establish and maintain open communication processes with
all stakeholders. ...................... 49
4.2 Communicate information from line manager/ management

to the team ................................ 54
4.3 Communicate unresolved issues, concerns and problems
raised by team members and follow-up
with line manager/ management and other relevant stakeholders
...................................................... 61
4.4 Evaluate and take necessary corrective action regarding
unresolved issues, concerns and
problems raised by internal or external stakeholders.
......................................................................... 63
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BSBWOR502 - Lead and manage
team effectiveness
Description:
This unit describes the performance outcomes, skills and
knowledge required
to facilitate all aspects of teamwork within the organisation. It

involves taking a
leadership role in the development of team plans, leading and
facilitating
teamwork and actively engaging with the management of the
organisation. No
licensing, legislative, regulatory or certification requirements
apply to this unit
at the time of endorsement.
Employability Skills:
This unit contains employability skills.
Application of Unit:
This unit applies to managers and addresses the need for
managers to
facilitate work teams and to build a positive culture within work
teams. The
unit takes a systematic and planned approach to developing
teams. It
includes the soft skills as well as more structured approaches to
the
management of teams.
At this level, work will normally be carried out within complex
and diverse
methods and procedures which require the exercise of
considerable
discretion and judgement, using a range of problem solving and
decision
making strategies
Introduction
As a worker, a trainee or a future worker you want to enjoy

your work and
become known as a valuable team member. This unit of
competency will
help you acquire the knowledge and skills to work effectively as
an
individual and in groups. It will give you the basis to
contribute to the goals
of the organization which employs you.
It is essential that you begin your training by becoming familiar
with the industry
standards to which organizations must conform.
This unit of competency introduces you to some of the key
issues and
responsibilities of workers and organizations in this area. The
unit also
provides you with opportunities to develop the competencies
necessary for
employees to operate as team members.
This Learning Guide covers:
• Establish team performance plan.
• Develop and facilitate team cohesion.
• Facilitate teamwork.
• Liaise with stakeholders.
Learning Program

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effectiveness
As you progress through this unit you will develop skills in
locating and
understanding an organizations policies and procedures. You
will build up
a sound knowledge of the industry standards within which
organizations
must operate. You should also become more aware of the effect
that your
own skills in dealing with people has on your success, or
otherwise, in the
workplace.
Knowledge of your skills and capabilities will help you make
informed choices
about your further study and career options.
Additional Learning Support
To obtain additional support you may:
• Search for other resources in the Learning Resource Centres of
your learning
institution. You may find books, journals, videos and other
materials which
provide extra information for topics in this unit.
• Search in your local library. Most libraries keep information

about government
departments and other organizations, services and programs.
• Contact information services such as Infolink, Equal
Opportunity Commission,
and Commissioner of Workplace Agreements. Union
organizations, and public
relations and information services provided by various
government
departments. Many of these services are listed in the telephone
directory.
• Contact your local shire or council office. Many councils have
a community
development or welfare officer as well as an information and
referral service.
• Contact the relevant facilitator by telephone, mail or
facsimile.
Facilitation
Your training organization will provide you with a flexible
learning facilitator.
Your facilitator will play an active role in supporting your
learning, will make
regular contact with you and if you have face to face access,
should arrange
to see you at least once. After you have enrolled your
facilitator will contact
you by telephone or letter as soon as possible to let you know:
• How and when to make contact
• What you need to do to complete this unit of study

• What support will be provided.
Here are some of the things your facilitator can do to make your
study easier.
• Give you a clear visual timetable of events for the semester or
term in which
you are enrolled, including any deadlines for assessments.
• Check that you know how to access library facilities and
services.
• Conduct small ‘interest groups’ for some of the topics.
• Use ‘action sheets’ and website updates to remind you about
tasks you need
to complete.
• Set up a ‘chat line”. If you have access to telephone
conferencing or video
conferencing, your facilitator can use these for specific topics
or discussion
sessions.
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effectiveness

• Circulate a newsletter to keep you informed of events, topics
and resources of
interest to you.
• Keep in touch with you by telephone or email during your
studies.
Flexible Learning
Studying to become a competent worker and learning about
current issues
in this area, is an interesting and exciting thing to do. You will
establish
relationships with other candidates, fellow workers and clients.
You will also
learn about your own ideas, attitudes and values. You will also
have fun –
most of the time.
At other times, study can seem overwhelming and impossibly
demanding,
particularly when you have an assignment to do and you aren’t
sure how to
tackle it…..and your family and friends want you to spend time
with
them……and a movie you want to watch is on
television….and….
Sometimes being a candidate can be hard.
Here are some ideas to help you through the hard times. To
study effectively, you
need space, resources and time.
Space
Try to set up a place at home or at work where:

• You can keep your study materials
• You can be reasonably quiet and free from interruptions, and
• You can be reasonably comfortable, with good lighting,
seating and a flat
surface for writing.
If it is impossible for you to set up a study space, perhaps you
could use
your local library. You will not be able to store your study
materials there,
but you will have quiet, a desk and chair, and easy access to the
other
facilities.
Study Resources
The most basic resources you will need are:
• a chair
• a desk or table
• a reading lamp or good light
• a folder or file to keep your notes and study materials together
• materials to record information (pen and paper or notebooks,
or a computer
and printer)
• reference materials, including a dictionary
Do not forget that other people can be valuable study resources.

Your fellow
workers, work supervisor, other candidates, your flexible
learning facilitator,
your local librarian, and workers in this area can also help you.
Time
It is important to plan your study time. Work out a time that
suits you and
plan around it. Most people find that studying in short,
concentrated blocks
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effectiveness
of time (an hour or two) at regular intervals (daily, every
second day, once
a week) is more effective than trying to cram a lot of learning
into a whole
day. You need time to “digest” the information in one section
before you
move on to the next, and everyone needs regular breaks from
study to avoid
overload. Be realistic in allocating time for study. Look at
what is required
for the unit and look at your other commitments.

Make up a study timetable and stick to it. Build in “deadlines”
and set
yourself goals for completing study tasks. Allow time for
reading and
completing activities. Remember that it is the quality of the
time you spend
studying rather than the quantity that is important.
Study Strategies
Different people have different learning ‘styles’. Some people
learn best by
listening or repeating things out loud. Some learn best by
doing, some by
reading and making notes. Assess your own learning style, and
try to
identify any barriers to learning which might affect you. Are
you easily
distracted? Are you afraid you will fail? Are you taking study
too seriously?
Not seriously enough? Do you have supportive friends and
family? Here
are some ideas for effective study strategies.
Make notes. This often helps you to remember new or
unfamiliar
information. Do not worry about spelling or neatness, as long
as you can
read your own notes. Keep your notes with the rest of your
study materials
and add to them as you go. Use pictures and diagrams if this
helps.
Underline key words when you are reading the materials in this
learning

guide. (Do not underline things in other people’s books). This
also helps
you to remember important points.
Talk to other people (fellow workers, fellow candidates, friends,
family, your
facilitator) about what you are learning. As well as helping you
to clarify and
understand new ideas, talking also gives you a chance to find
out extra
information and to get fresh ideas and different points of view.
Using this learning guide:
A learning guide is just that, a guide to help you learn. A
learning guide is not
a text book. Your learning guide will
• describe the skills you need to demonstrate to achieve
competency for this
unit
• provide information and knowledge to help you develop your
skills
• provide you with structured learning activities to help you
absorb the
knowledge and information and practice your skills
• direct you to other sources of additional knowledge and
information about
topics for this unit.

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effectiveness
The Icon Key
Key Points
Explains the actions taken by a competent person.
Example
Illustrates the concept or competency by providing examples.
Chart
Provides images that represent data symbolically. They are
used
to present complex information and numerical data in a simple,
compact format.
Intended Outcomes or Objectives
Statements of intended outcomes or objectives are descriptions

of the
work that will be done.
Assessment
Strategies with which information will be collected in order to
validate each
intended outcome or objective.
How to get the most out of your learning guide
1. Read through the information in the learning guide carefully.
Make sure you
understand the material.
Some sections are quite long and cover complex ideas and
information. If you
come across anything you do not understand:
• talk to your facilitator
• research the area using the books and materials listed under
Resources
• discuss the issue with other people (your workplace
supervisor, fellow workers,
fellow candidates)
• try to relate the information presented in this learning guide to
your own
experience and to what you already know.
Ask yourself questions as you go: For example “Have I seen
this happening

anywhere?” “Could this apply to me?” “What if….?” This will
help you to
make sense of new material and to build on your existing
knowledge.
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effectiveness
2. Talk to people about your study.
Talking is a great way to reinforce what you are learning.
3. Make notes.
Additional research, reading and note taking.
If you are using the additional references and resources
suggested in the
learning guide to take your knowledge a step further, there are a
few simple
things to keep in mind to make this kind of research easier.
Always make a note of the author’s name, the title of the book
or article, the
edition, when it was published, where it was published, and the

name of the
publisher. If you are taking notes about specific ideas or
information, you
will need to put the page number as well. This is called the
reference
information. You will need this for some assessment tasks and
it will help
you to find the book again if needed.
Keep your notes short and to the point. Relate your notes to the
material in
your learning guide. Put things into your own words. This will
give you a
better understanding of the material.
Start off with a question you want answered when you are
exploring
additional resource materials. This will structure your reading
and save you
time.
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effectiveness

1. Establish team performance plan.
1.1 Consult team members to establish a common understanding
of team purpose, roles, responsibilities and accountabilities in
accordance with organisational goals, plans and objectives.
Develop performance plans to establish expected
1.2 outcomes, outputs, key performance indicators and goals
for work team.
Support team members in meeting expected performance
1.3
outcomes.
1.1 Consult team members to establish a common
understanding of team
purpose, roles, responsibilities and accountabilities in
accordance
with organisational goals, plans and objectives.
Planning is an essential part of any team's activities. A
commitment to
thorough planning will involve all stakeholders in developing
team goals.
Managers and team leaders will communicate organisational
goals to the
team ensuring organisational goals and team goals are
integrated. A well
thought-out plan will cover functions and responsibilities of

team members as
they work toward team objectives. The consultation process
during the
planning stage is critical. Managers and team leaders will need
to consider
the consultation strategy. How will all stakeholders participate
in the consultation process?
What will motivate team members to contribute freely and
openly to the planning process?
Good planning will involve clear objectives that are agreed to
by team
members. These outcomes may take many forms but will always
indicate
whether goals are being achieved. Clear and realistic objectives
will provide
the yardstick to team and individual performance. Once
planning has taken
place team leaders and managers will begin the process of
organising how
the team will implement its goals and objectives. Resources will
be allocated
and action plans will be created. Managers and team leaders
will review
what factors will prevent the team from attaining their goals at
the same time
factors that support the team will also need to be identified.
To achieve team goals organisations, managers and team leaders
will need
to support team members in a variety of ways. Appropriate
training,
coaching and mentoring are just a few ways that team members
can be
supported. Other ways may be the updating of equipment or

systems and
procedures that facilitate the reaching of key objectives.
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effectiveness
Why are we here?
A clear and thorough vision is necessary when defining team
goals. Team
members must have a clear picture of their roles and
accountabilities in
reaching team goals. Their contribution is critical otherwise
objectives will not
be reached. Team members must understand how important their
contribution is to achieving team goals. `A chain is as strong as
its weakest
link', is an old saying but it is so relevant to team performance.
Team
members will
feel empowered
and valued
when they
understand the
vital importance
of their

contribution to
team objectives
and supporting
the
organisational
vision.
Smart Goals
A famous management guru once said an objective is nothing
but a goal with
a date. He wasn't wrong. The term goal is somewhat 'fuzzy'
when compared
to the characteristics of an objective. Goals need to be
quantified and qualified
if they are to be used as a benchmark for performance. When a
goal is
developed into an objective it takes on new characteristics.
SMART goals
when turned to real objectives will have the following
characteristics:
and achievable.
Many organisations divide their goals into short-term, medium-
term and
long-term goals. Short-term goals may be one to two years;
medium-term
goals could be three to five years and long-term goals five years
and
onward. It is much easier to convert short- and medium-term
goals into
objectives. Normally the shorter the goal the easier it is to give
it the
characteristics of an objective. In some cases it may be

appropriate for
managers and team leaders to convert company goals into
detailed
objectives. Larger organisations normally look well into the
future compared
to small businesses but it need not necessarily be the case.
Small
businesses need to establish good goal-setting mechanisms also.
Take the example of a short-term (and vague) goal: `The team
needs to
gain maximum sales as quickly as possible.' When converted to
a short-
term objective it may look like this: 'The team's objective in
year one of
trading is to achieve sales of $150,000.'
Good objectives are also realistic and attainable. Nothing is
more
demotivating than striving to reach an unrealistic objective.
Split your big
goals into smaller objectives. You will find that team members
will celebrate
reaching smaller milestones on the way to achieving bigger
ones.
S - Specific. A general goal would be to 'get in shape' but a
specific goal would be 'join a gym and work out three
days per week'.
M - Measurable How much, how many, when will I know when
I have
achieved it?
A - Achievable You have the resources to achieve the goal.

R - Realistic Don't bite off more than you can chew.
T - Tangible If it's tangible you can make it specific,
measurable
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There is also something self-fulfilling when a goal is written
down. It's one
thing to have a goal inside your head and another thing to write
it down on
paper. When a detailed objective is written down in the team's
plan it is well
on the way to being achieved.
What roles for the team?
Each member of a team will have a part to play in achieving
team and
organisational objectives. What each team member contributes
will be
determined by their technical skills and knowledge and
personality. The

critical factor will be how team member skills are blended to
achieve
maximum effect. You will find some team members are
conceptual, some
are practical and some are a combination of both. Some team
members will
excel in starting a project and others will be strong at
completing a project.
Remember that everyone has weaknesses and strengths. Team
members
with very specific strengths may have very definite weaknesses
but these weaknesses are
tolerated because their strengths are unique and critical in
achieving team objectives.
Conversely an individual who has many weaknesses and less
strength will not contribute to
team objectives and is unlikely to remain a team member.
An important point to make is the difference between team
member roles
and job functions. Roles refers to the factors listed below whilst
a job
function refers to what that team member does in terms of job
specification
and performance criteria. A team member may be a motivator or
a
collaborator but they will also have a job function to do.
• Leader: Takes charge of the team and subsequent team and
organisational
responsibilities.
• Networker: Builds relationships inside and outside the team.
• Conceptualiser: Thinks of good ideas and projects but has a

problem finishing
them and turning them into reality.
• Organiser: Implements ideas.
• Motivator: Inspires team members by concentrating on getting
the job done.
• Finisher: Drives the job to completion.
• Collaborator: Gains consensus within the team on goals and
objectives.
• Coordinator: Sees the value in and is able to coordinate action.
• Mentor: Listens and shows respect to diverse individual needs
and
circumstances. Looks at long-term scenarios.
• Coach: Inspires and assists.
• Communicator: Builds the communication between team
members, team
leaders and management.
• Planner/designer: Sees the practical aspects of a project or
problem.
• Problem solver: Good communicator, is hard on the problem,
thinks
systematically and laterally, and involves others.

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• Technical expert: Has strong technical skills and knowledge,
but sometimes is
not a good communicator.
Functions of a team member
Functions are what each team member does in the team on a
daily basis.
Functions may evolve over time or be set when the team
member joins the
team. They will be dependent on skills, attitudes and character.
All teams are
different in terms of the composition of functions but all team
members must
make a contribution to the team. Team member contributions
must be made
in a rapidly changing commercial environment. When the
external
environment changes sometimes there is a need to change the
internal team
environment. Flexibility becomes the key. Today multi-skilling
reflects a flexible workplace.
Team members can support each other in times of high
production demands and when

illness impacts on the team.
• Review your workplace team. Is flexibility a characteristic of
your team?
• Many would suggest that a team that is not continuously
reviewing functions is
not keeping abreast with changing conditions.
• Team member functions are not designed to hinder
development but rather to
expand potential where required.
• Team member potential may be unearthed during a function
review meeting.
Interaction and collaboration
Collaboration is at the heart of team performance. Teams
consist of many
types of individuals with varied personalities and backgrounds
however
most jobs and roles within the team environment are
interdependent. In
other words one team member cannot complete his or her
function without
the support or assistance of another team member. If effective
collaboration
is to be achieved team members need to interact with peers and
superiors
on role definition and team member goals and objectives.
Of critical importance in developing collaboration is consensus
on team
objectives. Consultation between top level executives and
middle and lower

level employees will create a collaborative environment.
Interaction
between varying levels of management will define team goals
and bring the
team together asking the question: 'how can we get the job
done?' When
team members and middle managers interact with the aim of
achieving
objectives real collaboration starts.
• Collaboration won't just happen, it needs to be encouraged and
supported with
systems.
• Collaboration is really about problem-solving. When team
members unite to
solve a problem true collaboration starts.
• Focus on solving the problem must override any personal
differences within the
team.
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Common Mistakes
One of the most common mistakes that managers and team
leaders make
is to misdiagnose the stage of development that their team has
reached.
How can managers and team leaders plan effective strategies
when an error
of judgment is made in forecasting team development? Teams
need time
and support to reach a stage when they can make effective
contributions to
organisational goals.
Consider the three stages of creating a team that many
management writers
consider vital stages: forming, storming, norming, performing
and mourning.
In the forming stage the team is more of a group than a team.
Team
members are forming their ideas and deciding what rules will
apply to the
team. In the storming stage team members start to develop their
place in
the team. Members throw ideas and concepts at one another in
an effort to
create a foundation to team goals. Team member functions and
roles start
to develop in this stage. In the norming stage team members
create the
norms and values necessary to achieve team goals. Cohesion
and sharing
ideas and information start to flow. When team members reach
the

performing stage they are a confident working team with shared
values, and
are comfortable in the team process. They are confident about
disagreement within the team environment. When teams begin
to break
down they are in the mourning stage. In this stage conflict may
be high,
disagreement and anger may be prevalent, and confusion about
team
efforts may become obvious.
Remember that planning needs to be appropriate to team’s
developmental
stage.
• Teams need to go through a process of stages before meshing
together as an
effective team.
• Even though a team is formed it does not mean it is an
effective team
• Considerable effort needs to be committed from managers,
team leaders and
team members before effectiveness contributes to goals.
1.2 Develop performance plans to establish expected outcomes,
outputs,
key performance indicators and goals for work team.
Team members will thrive in an environment where they are
supported in a variety of ways.
Support will take many shapes and forms. In may be training,

equipment, time or funds but it
will always be welcome. Nothing is worse than seeing a team
strive to attain objectives without
the required support. It is senior management's responsibility to
provide the support
necessary to achieve team objectives. In many cases teams are
blamed for not reaching
desired outcomes when the problem has really been that
management has not given much-
needed support. Resources will need to be identified in the
planning process so they come
on line as needed.
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Support may also be in the form of rewards and recognition.
These will
motivate and encourage team members to achieve team
objectives. They
need not be in the form of money. Not all team members will
respond to
monetary rewards, sometimes recognition from team members
and
managers will motivate more. Encouragement in the form of
verbal rewards
will also support an environment of goal achievement.

Feedback from team members
Managers and team leaders will need feedback from team
members on
what resources will be required to attain objectives. This will
achieve two
important concepts. Firstly team members will be involved in
the operational
aspects of attaining goals and secondly managers and team
leaders will
receive quality information on what resources are needed.
• Nothing will frustrate team members more than not having the
resources to
complete their tasks.
• Surveys may be conducted individually or in groups.
• Surveys need to be conducted as part of the planning process.
• Once the needed resources have been communicated to
managers or team
leaders they must be actioned.
Identify Training Needs
Perhaps the most important form of support that can be given is
in the form
of training. Good team leaders and managers will work closely
with team
members in identifying learning needs. Both technical and/or
people skills
may be required. By identifying training needs you will:
• Identify what skills and competencies are missing in your

team members.
• Identify what content needs to be included in training courses.
• Be able to provide sound reasons for future training •
Highlight the most
important things team members must know.
• Be able to develop a model that:
ensures training meets the identified needs
analyses and evaluates the impact of training and learning on
workplace performance
• A commitment to ongoing training is crucial to organisational
effectiveness. The
organisations that spend large amount of funds on training are
the most
successful.
• Self-assessed training/ learning is also important. Team
leaders should feel
confident in identifying what assistance they need.
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Consider a Coach or Mentor
Workplace coaches and mentors are now an accepted and vital
part of team
operations. Team leaders and managers will call on these people
when
support in training or behaviour modification is required. Good
coaches may
assist team members in specific skill improvement and a mentor
will support
team members in a variety of ways. Coaches and mentors may
be a
permanent part of the team or they may be utilised from outside
the team
environment. Whatever the case, coaches and mentors are
special people.
They can empower and give team members confidence in
completing the
tasks at hand.
• A mentor may oversee a team member’s progress over a longer
period of time.
• Coaches and mentors need patience and tie to achieve
improvements.
Review Equals Motivation

One of a manager's or team leader's key tasks will be to keep
team members
motivated. Each team member may respond to different levels
of reward.
Support your team with a reward program and you will watch
the results come
in. A reward may be as simple as two complimentary movie
tickets or
recognition at a team lunch or morning tea but it will always
support the team.
• Rewards may be verbal or monetary.
• Sometimes recognition is preferred to money.
• Recognition from peers may be very supportive and
motivational.
• How often do you reward your team members in some way?
Key Performance Indicators
It is crucial to company performance that team goals are
integrated with
organisational goals. A manager will have to dissect
organisational goals into
smaller team goals to ascertain clearly where the team can make
a
meaningful contribution to the organisation. Key Performance
Indicators, also
known as KPIs or Key Success Indicators, help an organisation
define and
measure progress toward organisational goals. Once an

organisation has
defined its goals, it needs a way to measure progress toward
those goals.
Key Performance Indicators are those measurements.
Key Performance Indicators are quantifiable measurements,
agreed to
beforehand, that reflect the critical success factors of an
organisation. A
business may have as one of its KPIs the percentage of its
income that
comes from return customers. A school may focus its KPIs on
the
graduation rates of its students. A Customer Service Department
may have
as one of its KPIs (in line with overall company KPIs),
`percentage of
customer calls answered in the first minute'. A KPI for a social
service
organisation might be the number of clients assisted during the
year.
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Whatever KPIs are selected, they must reflect the organisation's
goals, they

must be key to its success, and they must be quantifiable
(measurable).
Key Performance Indicators usually are long-term
considerations. The
definition of what they are and how they are measured do not
change often.
The goals for a particular KPI may change as the organisation's
goals
change, or as it gets closer to achieving a goal.
Organisational Goals
Key Performance Indicators reflect the organisational goals
An organisation that has as one of its goals `to be the most
profitable
company in our industry' will have KPIs that measure profit and
related fiscal
measures. `Pre-tax profit' and `shareholder equity' will be
among them.
However, ̀ percentage of profit contributed to community
causes' probably will
not be one of its KPIs. On the other hand, a school is not
concerned with
making a profit, so its KPIs will be different. Key Performance
Indicators like
`graduation rate' and `success in finding employment after
graduation',
though different, accurately reflect the school's mission and
goals.
Quantifiable KPIs
Key Performance Indicators must be quantifiable

If a KPI is going to be of any value, there must be a way to
accurately define
and measure it. For example, a KPI which states `generate more
repeat
customers' is too vague. A better KPI would be `generate 10%
more repeat
business'. Caution must also be taken not to include KPIs that
the
organisation has no means of measuring. For example, the KPI
used in this
example is useless without some way to distinguish between
new and
repeat customers.
Consider the implications of a mismatch between team and
company goals.
• Research what role communication plays in this process.
• Research what barriers exist, if any, that prevent you from
having a thorough
knowledge of company goals.
• Explore how several KPIs support the one organisational goal.
1.3 Support team members in meeting expected performance
outcomes
Performance plans developed by managers in consultation with
team
members will define key areas of performance. Performance
plans will need
to cover who is responsible for the task, when it is to be
completed, desired

outcomes and resources required to complete the task. Your
performance
plan may look something like this: Table 1: Performance Plan
example
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Action Desired
Outcome
Who Timing Resources
Required
Other
Factors

• Planning may ensure that outcomes are met and team members
are clear on
their roles and functions.
• Review all those who you would involve in the planning
process.
• Managers need to make and allocate time for planning.
Team Performance being measured
All organisations will be different in the ways that team
performance is measured. Teams will
have their own unique targets to achieve. These may be in the
form of Key
Performance Indicators, outputs, targets or outcomes, but all
will have one
thing in common: they will be the yardstick that measures team
performance.
Management and teams will work together to create specific
targets that will
indicate good performance or areas where performance can be
improved. If
targets are not created how will team members or management
know if they
are operating at maximum efficiency?

Teams without objectives are akin to a ship without a rudder.
• Clear measurable objectives will foster collaboration.
• When benchmarks are realized celebration must follow.
• A direct correlation exists between motivation, achieving
objectives and reward
and recognition.
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Reporting to Senior Management on the Team Consultation
Process
Consult with your team on organisational goals and how they
will respond
as a team to meeting these goals. The team consultation process
will be a
foundation stone in achieving goals and objectives.
• What role does feedback from team members play in
allocating resources?

• Does senior management support the team with required
resources or do
budget-cutting philosophies get in the way.
• As a manager do you stand up for your team in gaining
valuable
resources?
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2. Develop and facilitate team
cohesion.
planning, decision making and operational aspects of work
team.
Develop policies and procedures to ensure team
2.2 members take responsibility for own work and assist others
to
undertake required roles and responsibilities.

Provide feedback to team members to encourage, value
2.3
and reward individual and team efforts and contributions.
Develop processes to ensure that issues, concerns and
2.4 problems identified by team members are recognised and
addressed.
planning,
decision making and operational aspects of work team.
Team cohesion is a critical factor in building effective teams -
but it won't just happen.
Cohesion will come as the team matures and evolves into an
effective team.
Involvement and consensus on objectives will provide a
foundation for the
further development of team cohesion. A characteristic of a
mature team is
that its team members understand one another's strengths and
weaknesses
and issues can be openly discussed in a mature non-threatening
environment. Input from team members is always welcome. The
team
environment is one of support for one another and for the team
leader.
Feedback from a manager or team leader must always be
constructive.
Communication between team members must be open, honest
and

straightforward. The need to play politics becomes obsolete. An
open
acceptance and responsibility for each person's job role will
assure that
quality work is passed onto other team members. 'It's not my
job' will no
longer be heard in an effective workplace team.
Systems, procedures and protocols will assist the development
of team
cohesion. Team members need structures that facilitate open
communication about issues, concerns and problems. Team
leaders and
managers will be committed to working through team member
problems in
a problem-solving culture.
Participation is a major team concept.
Team members want to contribute to team direction and
planning in an
environment where communication is free and open. Input is so
valuable to
the team. Without new ideas and concepts teams will stagnate.
There will
always be a better way of achieving team outcomes. A variety
of strategies
can be employed to give team members input into planning and
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decisionmaking. If team members feel that they have not
contributed to the
planning process it will be hard for them to take ownership of
the operational
strategies that will follow. Some strategies will also build
cohesion as well
as facilitate input. Strong bonds will form when team members
get together
for problem-solving sessions.
Teams Will Need to Meet Often
Teams will need to meet on a regular basis. Unfortunately
meetings have developed a
reputation as time-wasting activities. Keep in mind that
meetings are very
expensive activities when one considers the cost of labour for
the meeting
and how much can or cannot get done in them. So take meeting
management very seriously. It is true many meetings can be
non-productive
'talkfests' with no real outcomes or direction, but this need not
be so. Good
meetings will thrash out problems, focus the team and share
vital information
with all team members. A good meeting will be an opportunity
for mass
communication and results. A newly formed team will struggle
initially with

meetings but as the team develops meetings will become more
productive. When the
minutes are read they must reflect that information has been
shared, discussion has flowed
freely and decisions have been made on shared data. A mature
team will carry complex
issues over several meetings. Participation from all team
members is a must. A good
chairperson will utilise questioning and inquiry techniques to
involve all team members. The
golden rule in all types of group communication is 'there is no
such thing as a silly comment'.
In many cases the best ideas will come from team members who
may feel intimidated in
group meeting situations. Reticent team members must be
identified quickly and made to
feel comfortable at meetings.
The process used in a meeting depends on the kind of meeting
you plan to
have, e.g., staff meeting, planning meeting, problem-solving
meeting, etc.
However, there are certain basics that are common to various
types of
meetings. The following table outlines some key points for
meeting
management.
Figure 2:
Key points for effective meeting management:
• Develop an agenda.
• Decide who will attend the meeting according to what you
want to accomplish

in the meeting.
• Define the desired outcomes of the meeting.
• Inform participants beforehand of the desired outcomes of the
meeting.
• Consult with key participants when developing the agenda
prior to the meeting.
• Provide the agenda prior to the meeting.
• Design the agenda so that participants are required to be
involved right away
so that they come on time.
• Next to each major topic, include the type of action needed,
the type of output
expected (decision, vote, action assigned to someone), and time
estimates for
addressing each topic.
• Ask participants if they'll commit to the agenda.
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• Keep the agenda posted at all times.
• Don't overly design meetings; be willing to adapt the meeting
agenda if
members are making progress in the planning process.
• Always start on time; this respects those who showed up on
time and reminds
late-comers that the schedule is serious.
• Welcome attendees and thank them for their time.
• Review the agenda at the beginning of each meeting, giving
participants a
chance to understand all proposed major topics, change them
and accept
them.
• Note that a meeting recorder if used will take minutes and
give them to each
participant shortly after the meeting.
• Model the kind of energy and participation needed by meeting
participants.
• Clarify your role(s) in the meeting.
• Always attempt to adhere to the time limits set for the
meeting.
• Always end meetings on time and attempt to end on a positive
note.
• Consider distributing a copy of your ‘best meeting’ practices
to all other
managers and team members.

• If you abandon meetings as a strategy how else will all team
members
communicate with each other and you as a manager or team
leader?
Focus Groups Can Be Good
Special problems require special efforts. Focus groups can be
implemented
when a particular problem arises. The group is pulled together
specifically to
address the problem. Prior knowledge of the problem to be
discussed is
distributed to team members and a problemsolving approach is
adopted.
Focus group members are hard on the problem and contribute as
many
ideas as possible to find a solution. Once all options have been
covered and
a range of solutions considered, the group disbands. Team
leaders and
managers will follow up to make sure ideas are implemented.
• Focus groups are excellent when combined with brainstorming
or problem-
solving.
• Sometimes focus groups will need a strong mediator to control
and direct the
flow of comments.

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Brainstorming Is Great
Many creative organisations use brainstorming techniques to
include team
members in the planning process. The environment for creative
ideas must
be set. Brainstorming is another problem-solving method. It can
be very
similar to a focus group but brainstorming is a much more
frantic exercise.
Again ideas will come from where you least expect. The team
leader or
manager will need to appoint a writer who will note all the
comments made.
Sometimes team members will go off on a tangent. This is to be
encouraged. Sometimes
solutions are hidden behind `the way we have always done it'.

Brainstorming can be used
when:
• you want to generate as many ideas as possible, or
• when your team is stuck for ideas.
The golden rules for brainstorming are:
1. listen to others
2. never criticise - ideas or people
3. get lots of ideas - however wild or crazy
4. record all ideas - can everyone see them?
5. incubate and reflect - which ideas can we use?
6. build on how team members like to express themselves: some
communicate
best verbally, some by writing, and others by drawing pictures
7. move the session along quickly.
As the name suggests there should be a `storm' of ideas and
comments
flowing. Encourage all team members to build on ideas
suggested. Only
when ideas really dry up are you ready to move on to the final
analytical
stage. Team members will need time to consider all the ideas
that have
been suggested before proceeding.

The way to run a brainstorming session is to:
1. Clearly outline the issue or problem.
2. Write down a key question to be answered, e.g. `what do we
know about this
problem?'
3. Encourage all participants to toss out as many ideas as
possible.
4. Don't make any judgments or allow discussion of ideas - just
let them flow.
5. Let everyone build on each others' ideas.
6. Use a large whiteboard or sheets of paper to write ideas
down.
7. No one is permitted to evaluate or criticise any suggestion
during the process.
8. Select the best ideas and reduce the repeated ideas if
necessary.
9. Write down the finalised list of ideas.
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• Brainstorming will uncover many ideas that may never reach
the surface
otherwise.
• All team members must commit at brainstorming sessions.
• What training aids such as whiteboards would you have at a
brainstorming
session?
Leaving the Office
Many conferences are held away from the office for good
reason. The
strategy is to take team members away from a stale environment
full of
workplace distractions to one that stimulates free thinking and
the generation
of ideas. Relaxed and informal surroundings will contribute to
high levels of
input from team members. Conferences are not the only option.
A team lunch
or an after-hours function is a good idea so are a multitude of
other social
functions. This will not only stimulate input but also build team
cohesion.
Remember at all times that ideas are the foundations for success
and growth: one new idea

may revolutionise the organisation.
• Team members will not be creative when they are stressed.
• One cannot think of new ideas when the telephone is ringing.
• New environments may facilitate new ideas.
Team Recipe For Success
Many ingredients go into making a successful team. Talents and
characteristics are all blended together in creating a team that is
effective
and achieves organisational goals. Each team member brings a
unique set
of skills and experiences to the team. It will be the test of a real
manager as
to how those talents and skills are blended together to achieve
outcomes.
As teams grow and mature, successful characteristics should
evolve. If they
do not, a manager must ask the questions: why not? Is it a badly
planned
blend of people? Should some team members be eliminated for
the good
of the whole team? Is the company making a commitment to the
team?

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Strategies For Team Input
Managers will need to create and adopt strategies that facilitate
the process
of team member involvement in all aspects of team operations.
Input into
planning, decision making and the day-to-day operations will be
critical if
team members are to feel empowered and a sense of belonging
to a real
team. Input will be forthcoming if team members feel
comfortable in being
able to say what they think regardless of the possibility of being
wrong. At
the same time team members will resist the temptation to
criticise other
team members who may be reticent in coming forward.
Remember many
personalities are represented in a team, some will be confident

and relish the opportunity
for input and others will be reticent to air their views in public;
however, all team members
should be able to make a contribution to all aspects of team
performance. Input may come
from formal strategies such as meetings or focus groups, while
other forms of input will be
less structured in the form of comments as the team performs its
everyday functions.
Usually planning and decision-making are more formal
processes whereas some
operational aspects may be developed in more informal ways,
such as comments from
team members that arise during performance of the team's
functions.
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2.2 Develop policies and procedures to ensure team members
take
responsibility for own work and assist others to undertake
required
roles and responsibilities.
Everybody Becomes Accountable

Everybody becomes accountable in a team environment. Once
responsibilities have been allocated and accepted the team
should progress
toward meeting team goals. It is imperative that for
accountability to be
accepted a clear understanding of who will do what and when is
required.
Effective team members will embrace accountability and strive
to achieve
team objectives. They will also have an intimate understanding
of where and when their roles
integrate to achieve objectives.
What procedures to use
All managers should be involved in the creation,
implementation and
review of policies and procedures as they relate to team leaders
and team
members taking responsibilities for their own work. These
procedures will
also identify where assistance from team members is required.
Many
effective managers would comment that if it's not subject to a
procedure it
will become overlooked. Policies and procedures need to be
documented
and made available to employees thus becoming an integral
aspect of your
organisation's communication process. Often such policies and

procedures exist but staff are unaware of them. It is important
that these become useful
working documents which support team member's
responsibilities. With such a framework
in place there is less likelihood of staff digressing from
responsibilities because they are
aware of what is required. All too often it is uncertainty that
slows down processes. When
we have a `map' of what is required we are able to steer a path
through our work.
Following are examples of procedural documents that will assist
you in
responding to this exercise. The first is a policy document that
outlines
adherence to company protocols and the second is a position
description
that includes procedural requirements from the employee.
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Figure 3:
Company protocols policy
Staff are required to adhere to the following company protocols
at all times:
• Demonstrate a clear understanding of Equal Employment
Opportunity relating
to discrimination, sexual harassment, physical abuse and respect
to
customers and other employees.
• Illicit drugs or alcohol must never be consumed in the
workplace or while
attending a work site and employees are forbidden to perform
work under the
influence of the above.
• Contribute to the growth of the company by maintaining an
open and honest
relationship with the directors, and should at all times seek to
improve

personal and company performance.
• Value the existing team environment.
• All paperwork to be submitted in a timely and understandable
fashion to
external and internal customers.
• Company property must be treated with respect at all times.
• Compliance with company's high standard of Occupational
Health and
Safety factors at all times.
Position Description including required procedures for
conducting work:
Employee Name:
Job Title: Heat Bank Installer
Reports to: Directors
Figure 4:
Heat Bank Installation Key Performance Criteria
• Successfully install heat banks by applying technical skills.
• To be able to follow installation instructions and directions

and to be able to
clarify with appropriate guiding personnel any questions
relating to
installation service and repairs.
• Report to customer in a professional manner with attention to
presentation.
The position requires a clean and tidy manner.
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• Follow up with customer after work has been completed.
• Paperwork including Service Reports and Orders to be
submitted to office on
a daily basis in a tidy and legible manner.
• Competent in ordering required parts for job completion.
• Liaise with support coordinator if additional assistance is
required.

• Compliance with a high standard of OHS at all times.
• Liaise with quoting person in a timely manner if problems
occur with the
installation.
Customer Relations
• Provide competent and professional installations, service and
repairs that
reflect high standards and a professional approach. The position
requires
that the incumbent be aware of the implications of working in
another
person's domestic environment. Respecting customer's
environment is a key
issue.
• Provide information to customer on installed equipment in a
clear way.
• Complete paperwork in a tidy and legible manner.
• Relate to customers' needs in a professional manner.
Inappropriate
behaviour including swearing and coarse language will not be
tolerated.
• Liaise with customers at all times during the process.

• Commission installed equipment.
• At all times demonstrate professional conduct to customer
service standards.
• Follow up with customer on installation.
• Provide feedback to directors on customer requirements,
satisfaction with
installation, market information and competitive activity.
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• Customer's permission must be gained at all times before
entry onto
customer's premises.
Remember you task here is to identify how policies and
procedures assist
team members to take responsibility for their own work. These
procedures
may refer to checking products before delivery or checking the

quality of
ingredients before the manufacturing process starts. Completed
checklists
for many team member functions may be appropriate.
• Developing clear and concise job descriptions may assist team
members to
take responsibility for their work.
• Quality statements may inspire a commitment to higher
standards.
• For a team to prosper all team members must be accountable
for work quality
and interpersonal relationships.
Internal Customers
Team members must understand and adhere to the concept of
the internal
customer. This will ensure that team members take
responsibility for their
own work and that work that is passed onto other team members
is of a high
standard. Work may go through many areas, departments or
work stations
before it is finalised. If sloppy workmanship is present at any
stage the team
will experience time delays and problems in the process. It is
also a potential
conflict generator when team members have to rework other
team members'
efforts. At each stage of production each team member must
accept accountability for their

own responsibilities. Each team member cannot shirk their
responsibility in completing their
work to a high standard. However this does not mean that
various team members cannot
assist in getting the job done. At difficult times team members
will ask for assistance from
other team members who must respond. In a team environment
there's no such thing as
`it's not my job'.
• team members not taking responsibility for their own work
will waste time and
resources creating more rework.
• If team members take responsibility for their work the end
result will be cost-
cutting and higher production.
• The quality of the product or service provided to the customer
will also improve.
• Team member conflict will be reduced if each team member
takes responsibility
for their work.
• Taking responsibility for one's own work and the accumulative
work of the
whole team is the key.
2.3 Provide feedback to team members to encourage, value and
reward
individual and team efforts and contributions.
Providing Effective Feedback

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effectiveness
Feedback is empowering. Providing prompt, accurate and
adequate
feedback about the outcomes of team participation and effort is
an essential
part of encouragement and reward and should form the basis for
further
improvement and direction. Feedback should leave all parties
with a sense
of respect and empowerment.
360 Degree Feedback
Feedback is the lifeblood of successful teams. Team members
will thrive on
properly planned and implemented feedback. Feedback may be
in all shapes
and forms but it should always be positive. Team leaders and
managers will
give and receive feedback from team members and senior
management.

Giving and receiving positive feedback is a learnt experience.
Constructive
feedback will always leave the recipient's selfesteem in place.
No-one should
leave feedback sessions with their selfesteem in tatters.
360 degree feedback will include all the following variations:
• team leader to team member
• team member to team member
• manager to team leader
• team member to manager
• manager to manager
• senior management to line manager.
Characteristics of Good Feedback
Two of the most important characteristics of good feedback are
to know when
to talk and when to listen. Remember you can't listen when you
are talking.
Listening is considered the most difficult but also the most
valuable
communication skill. A good listener is always appreciated by
team members
and management.

Effective communication particularly when it involves
discussion of
performance must be clear and objective. Often we fall into the
trap of using
terms that describe a person's behaviour in a subjective way
thus diminishing the
communication to a judgment of the person rather than a
constructive commentary on an
action. In order for the positive goals of the communicative
process to be achieved, language
and the expression of it must be objective, constructive and
empowering and must relate to
the action rather than the personal characteristics of the person
or team that is undertaking
that action. For example balancing emotion with rationality can
be very difficult at times
especially if you work within a human services industry. Nurses
working in intensive care will
meet with highly emotive situations on a regular basis. Team
leaders and managers in that
situation must balance empathy with adherence to systems and
procedures.
2016
effectiveness

The following is a list of excellent feedback skills and tips:
• excellent listening skills
• showing empathy
• both parties showing respect
• be hard on the problem not on the person
• the environment must be open and trusting
• accepting of each other's differences
• be constructive at all times
• don't be hasty to judge
• balance emotion at all times with rationality
• record the progress in writing
• follow up where necessary
• equalise the power
• think creatively
• be gracious in compromising
• eliminate `hidden agendas'.
Good Feedback Won’t Just Happen

Feedback needs to be planned or it won’t happen. Formal
feedback
sessions with the team and individual team members should be
planned at
regular times throughout the year. These meetings may be one-
on-one or
within the team group. Feedback will be an important part of
team member
appraisals and team meetings.
• Feedback may be formal team member appraisals.
• Feedback can come from coaches and mentors.
• All team members should be able to give each other positive
feedback. Care
needs to be taken in giving feedback that is negative to other
team members.
• Team members need to get together with team leaders or
managers at least
twice a year for formal feedback sessions.
• Good records of formal feedback sessions need to be kept and
they must be
kept in confidence.
Informal Feedback Is Good Too

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effectiveness
Many managers and teams become caught up in the daily quest
of getting
the work done and in many cases managers and team leaders
miss the
opportunity to say `well done'. This is a great way to give
informal feedback.
It may also be the best way to say `hey lift your game'. Informal
feedback
can really work because it suits the environment and may be all
that is
needed to create an improvement. Nothing is more rewarding
than verbal
feedback from a manager who recognises that team members are
really
contributing. Team leaders and managers need to use this
strategy more
often. It can be very motivating. Team leaders and managers
should also
encourage team members to informally recognise each other's
performances.
• Sometimes informal feedback is the best way to make
comments on inferior
performance. A quiet and discreet comment can sometimes have
immense
impact whereas formally accepting criticism can be
intimidating.

• Encouragement and verbal rewards are all a part of informal
feedback.
Feedback Versus Criticism
The characteristics of effective feedback have their foundations
in a positive
approach sustained over a period of time. Feedback becomes a
positive
part of the culture. It is considerate of the receiver's feelings
and is directly
related to improved performance. Good feedback is normally
given in a
timely and quick manner so it can be related to improved
performance.
Criticism has the potential to be very negative. Criticism is
normally aimed
at an individual by beginning with the word `you'. It may have
connotations
of attack and the person being criticised probably will go on the
defensive.
It is very difficult to listen and learn when you are feeling
defensive. The
team member being criticised may attack or retreat - both
negative
behaviors. Communication is cut off and relationships are
damaged.
• Although it is unlikely, some team members may respond well
to criticism.
Some prefer a blunt ‘say it as it is’ approach.

• Words used in criticising have the potential to be hurtful and
harmful to long-
term relationships.
• Criticism may lead to internal team conflict.
2.4 Develop processes to ensure that issues, concerns and
problems
identified by team members are recognised and addressed
Teams and team members will always have concerns and
problems about
everyday workplace issues. Managers and team leaders will
need to adopt
policies and systems where problems can be recognised and
dealt with.
Sometimes specialist personnel may need to be involved. These
workplace
specialists may be human resource managers, occupational
health and
safety officers or specially trained contact officers in equal
employment
2016
effectiveness

opportunity. In all cases they will assist in solving team member
issues. A team member
must always be given the opportunity to raise concerns
otherwise issues will create
'mountains out of molehills' in the team member's mind. In most
cases when issues are
raised solutions are easily found. Nothing is more frustrating
for team members to feel they
can't `talk to somebody' about an issue that is worrying them.
• An environment of support and understanding is crucial to
addressing team
members concerns.
• Do you consider that you may need training in relating to team
member
concerns?
Open Forums Can Work
An open forum is where all team members meet in a no-holds
barred
communication with each other and a manager. Whilst open
communication
is encouraged the meeting should not allow the comments to get
out of
hand. The idea of the meeting is that anyone can say what they
feel without
repercussions. Management must not hold grudges and team
members
must not be vengeful against one another afterwards. This
strategy is

normally well suited to a team in the mature stage. A skilled
facilitator may
be employed to chair proceedings.
• Do any topics exist that would be ‘taboo’ at an open forum?
• It is important to record comments made for follow-up.
• How will you manage an open forum in terms of an agenda
etc?
Team Member Meeting Agendas
Many organisations encourage team members to actively
contribute to meeting agenda items.
This ensures that a team member’s concerns are going to be
raised.
As a team leader or manager how would you promote to your
team members
the importance of agenda issues? How would you suggest to
them the way that
they can ensure that issues that concern then are raised?
• Issues cannot be resolved unless they are identified and raised
at appropriate
venues for action to be implemented. All team members must be
committed to
creating agenda items.
• When issues are raised and minuted they have a better chance
of resolution.
• Once an issue is raised it must be addressed.

Notice Boards Work Well
Team members who may be reticent to raise issues in person
may feel more
comfortable posting concerns and issues on a team notice board.
These
issues are then gathered by managers and team leaders to be
raised at
meetings.
2016
effectiveness
• Notice boards may also be a way that managers and team
leaders can
communicate with team members.
• In some organisations notice boards are the centre of
communication.
They become a central hub that all staff gather around and read.
Grievance
Procedures

Effective organisations have grievance procedures in place.
Team members
need to be able to express their feelings through an unbiased
grievance
procedure. Sometimes it is important that a third party who is
not involved in
the issue is consulted. A grievance procedure will take a team
member's
concern through a series of pre-designated steps to resolution.
Appropriate
personnel will be stipulated throughout the procedure. Both
team member and manager will
adhere to the procedure until a resolution is gained. The
procedure should be unbiased and
impartial and at the same time create a mechanism where
concerns can be aired, addressed
and solved.
• Grievance procedures are often used in Equal Employment
Opportunity disputes.
• They may also be used in matters of staff promotion.
• The person who administers the grievance procedure must be
seen as
impartial and not influenced by management.
Experts May Assist
It will be of great assistance in solving team member issues if

relevant
experts in their field are identified. Managers and team leaders
may require
experts within or outside the organisation to assist with team
member
concerns. Experts may fit into the following categories:
• Human resource management
• Coaches and mentors
• Occupational Health and Safety officers
• Equal Employment Opportunity contact officers
• External consultants
• Counselors
• Legal and insurance experts.
• Middle managers and team leaders cannot be expected to have
knowledge in
specialised fields.
• Many companies enlist the assistance of experts to avoid
potential litigation.
• Experts can solve problems because they have the specialised
knowledge
required to solve problems.
2016

effectiveness
2016
effectiveness
Follow Up At All Costs
No matter what procedure is in place to deal with concerns and
issues the
most important aspect is follow-up. Once a resolution has been
agreed
upon effective managers will follow up to ensure that the
problem has been
effectively dealt with. Closure is a must. Follow-up may be
formal or
informal, written or verbal, but it must always happen.
• Where significant issues have been raised it will be necessary

to keep well-
documented evidence of the process and outcomes.
Plan a Problem-Solving Process
When problems within the team environment occur sometimes a
procedure
to work through will assist in creating solutions. Managers and
team leaders
should share the process with team members as they work
through the
procedure. Many procedures are available but most will
resemble the
following model which contains the following steps.
1. Define the problem. (Different people understand the problem
differently.)
2. Analyse the problem. (How big or small is the problem?)
3. Develop a set of criteria or standards by which to judge the
potential solutions.
4. List all possible alternatives. (Be creative, think laterally.)
5. Evaluate all solutions. (Measure them against outcomes.)
6. Choose the best possible alternative. (Could be a combination
of solutions)
The process of problem-solving combines several functions
including
research, creative or lateral thinking, choice and action or

implementation.
This should be followed by review or follow-up.
All processes need to be adapted to suit your organisation.
• Share your intentions with the team member at the start.
• Be hard on the problem, not the people involved.
Process Are Vital
Systems to ensure that team member issues and concerns are
recognised
and addressed will need to be enhanced by improving the
processes within
the system. Managers will have to have a keen understanding of
the factors
that influence the outcomes of processes. Effective managers
will strive to
improve their understanding at all times. The following factors
are critical
when applied to processes and systems:
1. Process flows need to be clearly identified and defined.
2016
effectiveness

2. Information regarding the key intended outcomes of all
processes should be
constantly assessed and improved.
3. All processes and systems that don't add value to the team
should be identified
and eliminated.
4. All processes need to be standardised and documented.
5. Key processes need to be standardised to consistently meet
team member
expectations.
6. Managers will utilise feedback from team members in
designing processes.
7. Each team member's role in the process needs to be identified
and
communicated.
8. Team members need training in the process.
9. Processes need regular reviewing with relation to the
business plan and overall
objectives.
• Both positive and negative attitudes of team members and
senior management
may impact on adopting new systems.

• When something goes wrong blame the system not the person.
• Many team members feel safe within the systems and some
team members
feel inhibited by systems.
3. Facilitate teamwork.
and to
take responsibility for team activities, including communication
processes.
Support the team in identifying and resolving work
3.2 performance problems.
Ensure own contribution to work team serves as a role
3.3 model for others and enhances the organisation’s image for
all stakeholders.
and to
take responsibility for team activities, including communication
processes.
Effective mature teams will embrace the responsibility of
improving their own
participation efforts and communication processes. They will
require varying
levels of support from management but management must not
interfere in a
team's internal processes unless expressly asked by line
managers or team

leaders. Team work will be facilitated as team members focus
on problem-
solving activities and socio-emotional skills are developed
between team
2016
effectiveness
members. Effective teams will accomplish team and
organisational tasks and secondly they
will do it in an environment where social and emotional factors
come into play. Team
members need the support of flexible managers as team
members address task-related
problems in their own individual ways.
Once task-related problems are identified managers and team
leaders will
provide support in finding solutions. Support may come in many
ways, it
may be resources or it may be emotional or practical support but
it will
always be welcomed by team members.
Line managers and team leaders must become role models for
team
members and must reflect an appropriate company image to all

internal and
external stakeholders. Managers must have an ethical approach
and
manage their role with dignity and integrity. Team leaders and
managers
will expect loyalty from staff members at all times. Loyalty is
not just a given;
it has to be won.
Utilise all the Talent
When team leaders and managers review the collective
intellectual property
and technical skills available in their team they are constantly
amazed at the
result. In total a team has an incredible amount of power in the
form of
knowledge and skills. It is the responsibility of managers and
team leaders
to harness that power in the drive to achieve organisational
goals. However,
consolidating all that knowledge and skill is not easy, first team
members
must feel they are totally participating in team activities.
Complete interaction
of team members is the ultimate requirement.
First talent must be discovered then it must be utilised and then
continually
developed in the participation process. What inhibits team
members from
letting other team members know what their skills and talents
are?

• Are there any ‘gaps’ in the team after completing this
exercise?
• In what ways can team members increase their participation in
and contribution
to their team?
Personality and Participation
Some team members thrive on making contributions to team
performance.
They are comfortable making suggestions and disclosing what
went wrong.
They accept other team members' mistakes and are always ready
to move
on. They accept their own and others' strengths and weaknesses.
These
team members are comfortable within themselves. They are a
pleasure to
have in a team. Two words to describe them are ̀ mature
extroverts'. Others
may not have the confidence or people skills to match these
mature
extroverts but that does not mean that they can't make a
significant
contribution to team goals. A real test of a manager's or team
leader's skills
will be how they can encourage these reticent team members to
participate more.
Managers and team leaders will need to be sensitive in terms of
how they handle
reticent team members. Consider the following case study. Case
Study

2016
effectiveness
Alice was always quiet at meetings. To get her to speak up Gary
first asked
her to give a report about something in her job he knew she
understood. He
checked with her before the meeting to see if she was OK with
this and
gave her a few days' notice to prepare. He let her know when
she would be
speaking by putting her name on the agenda. He sat opposite her
when she
spoke to give encouragement and good body language. He asked
her
questions in front of the group that he knew she knew the
answers to. Finally
he made sure that her supervisor gave her some brief and
positive feedback
after the meeting.
The case study illustrates a well thought through strategy to get
team
members to participate more. Gary's actions will facilitate
confidence and

empowerment in Alice.
• Most team members have the potential to contribute more.
• Sometimes dominant personalities overpower other team
members.
• Teaching team members to listen sometimes allows others to
express their
thoughts.
• Rules in meetings should dictate that everybody has a say.
• Good managers will be able to counsel team members.
Embrace Diversity
One of the most significant problems facing the massive
multiculturalism in
Australia today is, how do we get the best from our incredibly
diverse
workplace culture? Organisations have to develop policies and
procedures
that facilitate participation from all members of society. Team
members are
as diverse as the backgrounds they come from. Teams are now
represented by people with different languages, customs and
religions. Our
government has made the commitment that all these diverse
people have
the right to earn a living free of discrimination and harassment.
They have
citizenship rights to participate in the economic and cultural
wealth of Australia.

Extensive proof indicates that diversity has a positive impact on
organisations. The `way we have always done it' is being
challenged. New
ideas are streaming forward and diversity is complementing the
change
process. Diversity not only covers cultural aspects: it also
covers diversity
of ideas. In other words it may be an organisation's ability to
accommodate
team members who think differently that makes a difference.
The workplace
would be very boring if everybody thought the same way.
• Imagine the power of unleashed ideas in your team.
• Anything is possible when all members participate and
contribute.
• Participation should be verbally rewarded by team leaders,
managers and team
leaders.
• What forms of recognition would you introduce for increased
participation?
• Remember monetary rewards are not always the best way.
2016
effectiveness

3.2 Support the team in identifying and resolving work
performance
problems
Teams will encounter problems on a day-to-day basis. Some
problems will be
managed within the team environment using existing resources.
Others will
require management assistance and support in many shapes and
forms.
Sometimes support may be as simple as a suggestion from
management or it
may be more significant in the form of training or allocation of
funds or
equipment. Problem-solving will be a significant part of every
team's function.
Systems and procedures need to be designed, adopted and
implemented to
assist in the problem-solving function.
Team members must also address their decision-making ability
in the
problem-solving function. It is a necessary requirement of
solving problems
that decisions are made. A single decision may solve a
multitude of
problems. Some decisions need to be made quickly because the
organisation is in a time-challenged environment - emergency
wards of
hospitals are a good example. Other decisions may be delayed
because
the problem is not urgent. Whatever the case, a decision will

move the team
toward the selection of alternatives to solving the problem.
The process of problem selection will also assist in deciding
whether the
problem is too big for the team and help is required from
management. In
problem selection the following issues are addressed:
1. Does the team have the authority to work on the problem?
2. Do team members have the specialised knowledge to
understand the problem?
3. Can the team learn from tackling the problem?
4. What are the problems and implications of the team tackling
the problem on
other teams and the organisation?
5. Who is the problem important to: the team, the organisation
or management?
6. Can the problem be solved quickly?
7. Who will be impacted by the problem? Will team members'
jobs be affected?
8. At what levels can the team contribute to the problem-solving
process?
Once factors 1 to 8 have been discussed within the team a
decision can be made to handle
the problem or seek assistance outside the team. If support
outside the team
environment is needed managers and team leaders must move

quickly. At
this time management needs to be strategic about the levels of
support they
need to offer to assist in resolving team issues. Support levels
may vary
dramatically. Support may be in a multitude of forms. It may
cover the
following:
• training
• appointment of a coach or mentor
• expertise
• mediation
• funds
2016
effectiveness
• equipment
• raw materials
• new systems and procedures

• more time
• compassion and understanding
• more staff.
• Consider the position of a team leader or manager between the
team and
senior management. Can you please both interests all of the
time? If not, how
do you handle it?
• What is the impact on team members when support from
management is
denied?
Your Mentoring Capacity
Coaching and mentoring have become critical concepts in
supporting team
members as they resolve work performance problems. Managers
and team
leaders will utilise the specialist skills of a coach to improve a
team
member’s technical performance. In some cases a mentor will
be appointed
to oversee a team member’s performance with special emphasis
placed on
support and assistance.
• Mentoring a team member may involve a lengthy time

commitment.
• Coaching may be required in shorter time frames. Problem-
Solving and
Decision-Making
One of the major functions that teams will perform is problem-
solving. This
will require support and leadership from managers and team
leaders.
Several key concepts are at the foundation of successful team
problemsolving. All team members should be involved in the
process and
the team must have an agreed understanding of what it is trying
to achieve
before it can begin to solve a particular problem. Again
procedures form the
basis of the problem-solving strategy. Your problem-solving
process may look like the figure
below;
2016

effectiveness
Figure 5:
Normally problem-solving will involve making decisions.
Decision-making
criteria help a team to understand and agree upon what things
will be like
when the team has arrived at its objective.
In questions (a) to (d) you wrote about your decision-making
criteria. The
criteria for making a decision or solving a problem are the rules
or standards
by which you can judge whether the decision arrived at was a
good one or
not. The points to remember about effective decision-making
and problem-
solving are:
1. Have a list or criteria; this helps your team to know when
they have arrived at
a good decision.
2. Agree on criteria in advance but be flexible.

3. Prioritise your criteria.
4. If needed modify your criteria as you go.
5. Ensure all team members agree on the criteria as much as
possible.
2016
effectiveness
• A framework for decision-making will assist the process. It
will create a start
and a finish. It will also demand that follow-up is employed.
• Remember to involve all stakeholders in the process.
Support Problem-Solving With Facts
For teams to improve, team leaders and managers need to be
constantly
thinking about and analysing team processes to look for
improvements. It's

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