BSB506 – Workplace Effectiveness 2

Assessment 1

Trainers : Rajan Mehra

Mr. Jakkaphop Kaewwit 1313360

Ms. Somruethai Wonghan 1314380

Submitted by Mr. Jakkaphop Kaewwit 1313360

Activity 1
Answer the following questions:

Q1. What differentiates a group of people from a team?

 A group is two or more individuals who share common interests

or characteristics and whose members identify with each other due to similar traits.
 Teams and groups differ in five key ways: task orientation, purpose,
interdependence, formal structure, and familiarity among members.

Q2. How can roles and tasks are clearly allocated to team members so that problems do
not arise?

 Understand their roles

 Understand the roles of their team mates
 Understand how the roles interrelate in the achievement of the team's goals
 Have authority to coordinate activities with team mates

Q3. Describe the stages that a team goes through during its lifecycle.

Stage One:

The Establishment and Formation of the Group (Forming)

This can be a difficult time for people, as they begin to explore how to behave within the
group. There is a great deal of individual exploration, with members of the group getting to
know each other and discovering common interests.

Stage Two:

Group Conflict and Fragmentation (Storming)

Conflicts of power may occur and members may challenge the role and authority of the
leader. Individuals test and establish their roles, pushing boundaries to find acceptable
medians - this can be a highly turbulent and volatile stage.

Stage Three:

The Development of Group Norms (Norming)

This is a period of negotiation - working out the group norms - and can be a positive and
stable time, when members of the group begin to take on responsibility for the emotional
and social well-being of the group as a whole. This activity is called group
maintenance. From here on, the group can begin to centre its attention on the aims or
tasks of the group.

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Stage Four:

The Working Stage (Performing)

By now members will be working well together, with individual strengths and skills being
recognised and utilised to their best advantage for the group's wider aims.

Stage Five:

The Disbanding Stage (Adjourning/Mourning)

If the group's objectives are met, there may no longer be a reason to continue. For many
groups, this can be a time of sadness and mourning and often some members will be
reluctant to see the group break up.

Q4. Describe some techniques that could be used to help a team establish a culture and
ethos that will enable its member to achieve their performance expectations.

TECHNIQUE 1: Defining team objectives, success criteria and required outcomes. It is seems
obvious stuff but surprisingly is omitted or carelessly done by many teams and networks.

TECHNIQUE 2: Establishing Team Capabilities for the job and spotting the gaps
This technique identifies two things for each team member - Capability Areas and Capability
Types and lets them each self-assess using a matrix where they are. It can be used by an
individual.

TECHNIQUE 3: 360-degree team member review. This allows team members to comment
helpfully on different aspects of the other team member's performance, behaviour and
attitudes.

TECHNIQUE 4: Team Social Network Analysis. Most teams are highly dependent on external
relationships but do not have a way to identify and nurture these relationships so that they
are there when they are needed. You can't do this kind of thing on a 'just-in-time' basis.

Q5. Read the following case study to:

Define the sales team goals for the next 12 months. Ensure that they are SMART.

‘Yummy in your Tummy Lollies’ is aiming to: Increase turnover by 30% by:

• introducing 20 new products including a range of 6 ‘health’ lollies that have added
nutrients.

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Build market loyalty by specifically targeting ‘tweens’ as customers by:

• Designing new packaging, specifically designed to have greater appeal to the 7-12 age
group

• Introducing a club membership for ‘tweens’ that gives them free gifts for purchases over
specific amounts

Increase efficiencies by:

• Increasing average customer sales from $4 per person per visit to $6 per person per visit

• purchasing and installing a new computerised till aimed at tracking sales by each
salesperson

I’m thinking they have SMART goals.

Define the KPIs and standards for each goal.

Increase turnover by 30%

KPI - Sales staff to promote the companies products to clients, this includes any new
product lines.

KPI - assistants who make customers feel welcome, attend to their questions and needs
knowledgably and promptly.

Define the timeframe for each goal.

Select 1 goal and create an action plan which clearly documents how you will achieve this
goal.

Increase turnover by 30% by:

- introducing 20 new products including a range of 6 ‘health’ lollies that have added
nutrients
KPI - Sales staff to promote the companies products to clients, this includes any new
product lines.

KPI - assistants who make customers feel welcome, attend to their questions and needs
knowledgably and promptly

Timeframe- 12 months

Build market loyalty by specifically targeting ‘tweens’ as customers by:

- designing new packaging specifically designed to have greater appeal to the 7-12 age
group
KPI- Sales staff are to target identified groups for increased sales. 


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- introducing a club membership for ‘tweens’ that gives them free gifts for purchases
over specific amounts
KPI- Sales staff are to include during sales transactions or whilst communicating with clients
(tweens) within the store joining our club memberships rewards scheme.

Timeframe- 3 month milestones over a 12 month period

Increase efficiencies by:

- increasing average customer sales from $4 per person per visit to $6 per person per visit
KPI- Sales staffs are to recommend buying other products during all sales transactions

KPI- Maintain the shop’s displays at all times.

- purchasing and installing a new computerised till aimed at tracking sales by each
salesperson
KPI- All sales staff will participate in the sales tracking system being introduced.

Timeframe- Immediately with monthly milestone follow-ups

Action Plan for Sales team.

1. Team members to find 1 newly completed shopping centre in their region. Resources
needed: Sales Team Members. Car, Phone, Laptop with Internet access. Map detailing Local
Government Council Offices.

2. Get “Yummy in your Tummy” Online sales activated and operational. Resources needed:
Company Website, with links to Products and Payment options. Company “Mainframe
Server”. Internet. Website Administrator.

3. Improve quality of products. Resources needed: Chemists/Cooks and Production

workers. Taste Testers. Improved recipes. Approved Budget for improvements.

4. Begin New Advertising Campaign: Resources needed: Approved advertising budget,

Approved Advertising Methods, Marketing Manager.

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Activity 2
Develop and facilitate team cohesion

Case Study

Consider the following scenario and answer the following questions in the space provided

You are the team leader for a busy, customer focused technology support centre. Nicole is a
long- standing member of your team. Her position requires her to answer the telephone,
handle face- to-face enquiries regarding technical difficulties, use her knowledge and
experience to solve problems and finally communicate solutions to customers.

Until recently you considered Nicole to be very capable. You received good feedback from
other staff and customers about her technical ability and customer service skills generally.
Recently, however, you have received a number of complaints about her from another team
member and from several customers. The complaints relate to her terse and harsh
interpersonal skills and her lack of responsiveness when dealing with problems. Things have
become so bad that it is having a negative impact on Nicole’s immediate team mates. One
has refused to work with her and another has complained that they are unable to complete
their work as Nicole is not feeding the paperwork through quickly enough.

Questions

Q1. How will you handle this situation now?

Answer
Talk with Nicole’s about problem that she has in the workplace and listening story
from the other staff and customers. Then getting together to resolve conflict.

Q2. What would you do to make sure that no one faces the same problem again in the
future?

Answer

- Meeting every in two weeks.

- Training staff to meet the company’s policy.
- Survey of the customers and the improvement.
- Evaluate the employees every month.

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Activity 3
Facilitate teamwork

Case study

Assume your organisation wants to create a new office layout that will give each
member of staff their own workstation. Ten members of staff will be affected by the
changes.

A task team has been called together to prepare a floor plan and to determine which
new furniture and equipment should be purchased. The team’s leader, Bryce, is the
assistant accountant. The members are the accounts clerk, Marion; the marketing manager,
jenny; and human resources officer, Tom.

Jenny does not want to be part of the team because she has a large project to complete
within the next two weeks.

Bryce is anxious to have the task completed and purchases made before the end of the
month.

Marion realises she will have to collect quotes and prepare the orders.

Tom wants the workstations to improve staff working conditions.

Questions

Q1. Briefly describe what aspects of the forming and norming stages will affect the team’s
success.

Answer

We have to prepare the team for a new market to conform to the new work,
whether it is the work of the conference room table can make all the individual members
can work to maximum efficiency.

Q2. Describe the role of the team leader and the team members in this situation.

Answer

Head to coordinate all aspects of the design that will not happen in this situation. The need
to explain to the team members understands the point that the organization needs.

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Team members need to understand the system that will have to happen because if no new
organization, we will not do a good job. Whether he will move to the point where it's
absolutely necessary that we have to act in his own best.

Q3. Identify any differences between the team members that may cause conflict and also
explain how would you resolve those conflicts?

Answer

- May be a conflict in the form of work in areas such as clients, each different enough to
make the move to find new customers discrepancy manager might move into the area to
work for each salesperson. In a way that is convenient for staff. May not understand each
step of the sales staff. Because everyone I have a client who is already a regular customer.
How To Fix The manager should explain everything step to recognize salespeople and
employees have the right to decide in the event. If salespeople want to sell the same space
at the same place and if he can maintain sales made on this issue, it will go away.

Activity 4
Liaise with stakeholders

Case study

Consider the following scenario and answer the following questions in the space provided

At “Global Mining Resources” your team of geologists have been busy creating the
feasibility study into

A new exploration site in northern South Australia. The work has been a very large projects
that started

18 months ago with the team spending 6 months on location taking drilling samples an d
analysing them.

Out of the 6 geologists and 3 administration staff that currently form the team, one
geologist is new as is one administration person. All the others have been on the project
since its beginning. Up until now the team has got on well together, seemingly
communicating well together and resolving any differences with minimal efforts. However,
you have noticed lately that there has been some trouble. The difficulties in communication
seem to have started since the new geologist joined the team, management gave
indications that world affair might have a serious impact on whether the project could be
funded or not and you changed some allocation of team tasks.

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Specifically the communication issues have been:

1. The monthly progress report had a section missing and, when you questioned the
authors about it, it turns out that each thought that the other person had done it.

2. Two members have made comments to you that they think that the new geologist
“thinks that he knows it all” and very irritating to work with.

3. You have overheard comments from a couple of team members to the effort that there
is no point doing a good job on the report as management have already written it off.
Comments were also made that there was no point talking to you as you always sided with
management.

4. The new administration person is not completing his tasks on time and seems to be
overwhelmed by what he has to do. You have seen him ask the other administration staff to
help once or twice but despites his efforts; he is still very slow at his work and seems
reluctant to ask again. When you ask him if he needs help. He says that he is fine.

Some of your team are feeling unhappy about the direction they think the company will be
taking as a result of a world-wide slump in commodity prices. As a result, they are not
putting 100% into their report and their productivity has suffered. You have a reason to
believe that they might be actively seeking work elsewhere.

You have spoken to the individuals concerned and determined that they do have very real
concerns that came about from their own newspaper reading and interpretation of the
economic climate. Their concerns were also compounded by a throw-away comment that
the CEO made during last month’s staff meeting and a decision by executive management to
delay issuing the next financial year’s forecasts.

Despite your best effort to ease your team member’s fears, they will not be easily convinced
and you are very concerned that the team could fall apart. You decide to raise the issues
with the CEO.

Questions

Q1. What factors are affecting the communication within this team?

Answer

Specifically the communication issues have been:

1. The monthly progress report had a section missing.

2. Two members have made comments that they think the new geologist “thinks that he
knows it all” and very irritating to work with.

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3. A couple of team members made comment to the effort that there is no point doing a
good job on the report as management have already written it off. Comments were also
made that there was no point talking to you as you always sided with management.

4. The new administration person is not completing his tasks on time and seems to be
overwhelmed by what he has to do.

Q2. What can you, as a team leader, do to correct the situation and restore it to one of
open, effective communication amongst all parties?

Answer

As a team leader I will do:

First thing admits mistakes and need to say sorry for this situation and try to make two
members understanding.

Assigned to former employees made up.

To do effective communication amongst all parties :

Step 1: Prepare for Resolution

Acknowledge the conflict

Discuss the impact

Agree to a cooperative process

Agree to communicate

Step 2: Understand the Situation

Clarify positions

List facts, assumptions and beliefs underlying each position

Analyse in smaller groups

Step 3: Reach Agreement

After meeting situation we will talk about how to conversation and contract.

1. Limit Distractions and Listen.

2. Be Responsive.

3. Ask the Right Questions.

4. Make the Most of Meetings.

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5. Combine Communication Methods.

6. Focus each person roles.

7. Use the feedback from receives.

Q3. Describe What would you say and how you communicate and consult the subject to
the executive management in order to raise the concerns sensitively but also that result in
a satisfactory outcomes for all parties.

Answer

Prepare meetings and assigned to prepare a debate on the role of the individual.

Introduction Scope of the individual.

Offer to mentor to oversee the new team. The team will have to work his old job and new
responsibilities in each role.

Build a team schedule. The plans submitted the basic requirements are common.

Schedule a meeting Monday to follow up and deliver.

Understand all of the 6 geologists and 3 administration staff that currently form the team.

I will talk about issues and roll play situation.

Listening to and raising concerns

Everyone need to understand your role

Seeking information and sharing views

Discussing issues in a timely manner

Considering what is being said before decisions are made

Attending scheduled meetings.

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Assessment 1 – Marking Guide

The assessor completes this table during the marking of the student’s report to record score
and feedback.

Marking Summary
Course Name Diploma of Leadership & Management
Code BSB506C
Subject Workplace Effectiveness 2
Evidence Technique Portfolio of Class activities
Assessment No.: 1
Weighting 40%
Trainer Name
Competency Titles: BSBWOR502 – Lead & Manage Team Effectiveness

Student Name Student No: Final Mark

Allocated Achieved Comments

Criteria Marks Marks

Activity 1 9

Activity 2 9

Activity 3 9

Activity 4 9
Active participation Timely submission
Quality of work Attendance

Total Marks 40

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