Managment of Individuals and Teams Assigment1to4WR

Wayne Radford Managing the Work of Individuals and Teams 02/09/2013

Contents

Job Analysis

Design of Job Description

Organisational Structure

Introduction
This assignment will analyse the organisational structure of engineering businesses and jobs which are
advertised within the sector. It will attempt dissect a job advertisement and show understanding and
reasoning around why certain information is put into a job advertisement.

Task One
Job analysis is a process which can be used to collate information and determine key attributes of the role its
duties, responsibilities, the required skills and outcomes of the position. A job analysis allows a Job description
to be put together.
Below is an example of a position within the engineering sector that may be analysed:

Rotating Equipment Engineer
As Mechanical Engineer you will ensure the safe, efficient, and reliable operation of all process machinery,
rotating equipment and mechanical handling equipment on the Tees-valley site. You will use your engineering
expertise to troubleshoot issues with solid waste, power generation and syngas equipment in a cost efficient
manner.

Role and Responsibilities:

Provide the first line of technical expertise on process machinery, rotating equipment and mechanical
handling equipment in support of the profitable operation of the plant.
Support the operating facility in addressing longer term problems with process machinery, rotating
equipment and mechanical handling equipment.
Review and analyse equipment to find methods to improve the reliability, efficiency and safety of the plant.
Make informed decisions to ensure that maintenance is done in a safe, cost effective manner and protects the
assets.

Experience and Qualifications:

Engineering degree and experience working in the field of rotating equipment in industries such as power,
chemical, steel, oil and gas.
Ability to troubleshoot and make good and timely decisions in a pressurized situation.
A good working knowledge of design, construction, and maintenance of process machinery.
A good understanding of fundamental engineering principals and techniques to support trouble shooting and
decision making.
Experience in plant operations preferably with gasification processes, blast furnaces steam and gas turbines.

1. The heading for the job description is the first key element; this should give the reader general idea of
the type of role the job advert is offering. Rotating Equipment Engineer gives the reader some
insight that they will need to have experience of specific type of equipment in this case rotating
machinery such as centrifugal pumps for instance.
2. The next part is a brief descriptions and more insight into the role. This advert is asking for a
mechanical engineer, this is information about the specific skills that the job requires at this point
someone qualified say as an electrical engineer may decide to move onto to another advert. It is
important for both the company and the prospective employees to be clear from the start of what
specialist skills are required within a role. The description also offers insight into where the job is in
the country Tees Valley, location is very important as although you may fit the required skills the
position may be too far away for to consider and it would be a waste of both the prospective
employees and the companies time if they applied to later find this out further down the selection
process.
3. The next part explains the responsibilities of the role . In this advert the advert is explaining that the
incumbent will need to be calm and clear headed to deal with making decisions in a pressurised
environment this helps people reading decide if that kind of situation is for them? The advert goes on
to give direct information of specific areas that the person who takes the roles will need to have
experience of for instance blast furnaces.
4. The final key part is to discuss the experience and qualifications the prospective employee will need
to have in order to be considered for the position, this helps the company target specific types of
people. This position is looking for a wide experience base from construction to chemical oil and gas.

Task Two
Job No. 12459
Job Title Plant Maintenance Technician (Mechanical)
Employment
Status
Full Time
Country United Kingdom
Location Coalville
Organization EU-Global Operations
Job Description
and Qualifications

We are looking for an experience individual to work within a plant environment
carrying out planned and unplanned maintenance over a three shift system. The
individual will be hard working with good time keeping skills. 8 years +
experience of large plant machinery and reciprocating pumping systems is
required.

A formal apprenticeship and qualified to HNC/D BTEC is desirable although those
with 12 year + experience may be considered please apply in writing with
photocopies of certificates to Mr Radford at Big Hire Plant Services.

Salary is negotiable dependent on experience with 25 holidays per year and
pension.


Task Three

Above is an organisational structure of an engineering company. The key responsibilities within these
companies are:
Regional Director : The regional director is responsible entirely for the running of a part business in an large
area of a country. They are responsible providing leadership and direction within the Region to assure that
organizational standards and policies are maintained and followed. This includes conducting annual
performance reviews, reviewing annual performance reviews conducted by County/Area Directors, conducting
performance counselling as needs arise, and assuring regional Program Development and Impact reporting is
achieved throughout the region in a timely manner.

Quality Assurance Manager: Quality managers aim to ensure that the product or service an organisation
provides is fit for purpose, is consistent and meets both external and internal requirements. This includes legal
compliance and customer expectations. A quality manager, sometimes called a quality assurance manager,
coordinates the activities required to meet quality standards. Quality managers also monitor and advise on the
performance of the quality management system, produce data and report on performance, measuring against
set standards. They converse with other managers and staff throughout the organisation to ensure that the
quality system is functioning properly. Where appropriate, the quality manager advises on changes and their
implementation and provides training, tools and techniques to enable others to achieve quality.
Regional Buyer: Direct and control purchasing staff to ensure that they are well motivated and trained and
that they carry out their responsibilities to the required standards. Implement corporate purchasing policies
and procedures to ensure that the company makes the best use of its purchasing power. Negotiate contracts
with local suppliers who meet the company's requirements to secure the most favorable terms of business for
the affiliate. The regional buyer keeps all contracts for the supply of goods and services under review to ensure
that they are being carried out effectively and renegotiate terms where necessary.

Contracts Manager: The position of contracts manager holds responsibility for contracts and ongoing
relationships with suppliers of materials or services to a company or organisation as well as the management
and supervision of a contract team and the delegating of tasks accordingly. Financial budget supervision and
ensuring the cost-effectiveness and value for money of contracts are other key tasks Applicants for this
position should possess excellent written and verbal communication skills and be able to develop and maintain
effective working relationships with suppliers.
Safety Officer: A safety officer monitors workplace activities to ensure that workers comply with company
policies and government safety regulations. The duties of this job vary by employer, but safety officers
typically have responsibilities to policy development, safety inspections, safety training and compliance with
the federal Occupational Safety & Health Administration, commonly known as OSHA. Some safety officers,
such as those in the construction industry, must have several years of field experience to qualify for this type
of job.
Managing Surveyor: The role of a quantity surveyor is to manage the costs relating to building projects. This
may include new builds, renovations or maintenance work. From early design costs to final figures, quantity
surveyors seek to minimise the costs of the project and enhance value for money whilst ensuring that the
project meets all legal and quality assurance requirements. The managing surveyor is in charge of all the
project and quantity surveyors below them.


Conclusion
This assignment has provided me with insight into how job descriptions are put together .The key
elements of a job description and why they are needed. I also research the organisational structure
of a company and the responsibilities of the key roles within them. The internet was a good source
of research information for this assignment.


References
http://humanresources.about.com/od/jobdescriptions/g/job_analysis.htm 2
nd
ofSeptember 2013
http://www.aub.edu.lb/hr/compensation/Documents/job_analysis_description.pdf2
nd

ofSeptember 2013

http://www.jobsite.co.uk/jobs/engineering/leicestershire2
nd
ofSeptember 2013

http://www.idrc.ca/EN/AboutUs/Careers/JobPostings/Pages/Regional-Director.aspx2
nd

ofSeptember 2013

http://www.prospects.ac.uk/quality_manager_job_description.htm 2
nd
ofSeptember 2013

http://www.jobisjob.co.uk/sales/contracts-manager/job-description 2
nd
ofSeptember 2013

http://work.chron.com/duties-safety-officers-13515.html 2
nd
ofSeptember 2013


Introduction
This assignment will explore and demonstrate the key factors within appraisal systems and how best to
implement and use an appraisal system.
Appraisals
A staff appraisal is a report on how members of staff are doing in their roles on an individual basis. This is
normally complete through periodic advisory meetings between members of staff and management. The
discussions allow agreements for objectives and the achievements of targets. It provides a structured way out
side of the daily work routine to discuss matters which may improve the employees productivity and may also
help them feel for comfortable with their working environment. It also allows for the employees performance
over the previous year to be assessed and a relating percentage of pay rise may be offered dependent on how
the employee has performed. Below are some key elements of an appraisal:
Set objectives: Clear objectives on what is required from the individual and agree those with them. If
possible set timescale for achieving those objectives
Manage Performance: Give your employees the tools, resources and training that they will need to
perform well.
Carry out the appraisal: Moniter and assess your employees performance, discuss those assessment
with them and agree on future objectives.
Provide rewards/remedies: Consider pay awards and or promotion based on the appraisal and the
employees scores.
Performance cycle

A staff appraisal form is used to record the information from the employee and the management team about
that employees performance. The form asks for general information on the employee before divulging into
more specific information and discussions with the manager who is taking the appraisal. It is important to keep
records of such meetings. This form is all about collating information from the individual about their previous
12 months of work (or set time period).Here is an appraisal form:

Staff Appraisal Form

Name:

Job Title:

Managers Name:

Date:

The purpose of the appraisal is to enable you to discuss your job performance and your future development
with your manager.

The discussion should aim to clarify:
The main scope and purpose of your job
Agreement on your objectives and tasks
Your training and future prospects

Discuss with your Manager why you think your job is important. How does your role fit into the organisation
and contribute to its goals?

Over the past 12 months, what have you achieved and how well have you achieved it? Consider any targets
which were set at your last appraisal.

What have you learnt in the past year and how have you improved the way you do your job?

What challenges do you face in your work? What, if anything, restricts you from performing to the best of your
abilities?

Please comment on your:
Timekeeping

Absences e.g. sickness

Dress Code

What parts of your job do you:

Do best

Do less well

Have difficulty with

Fail to enjoy

Describe your relationships with:

Other staff?

The children?

The parents/carers?

Your employer?

Targets for Next Year:
What is to be achieved, by when, and how will you know when its done?

Development Plan for Next Year:
What you need to learn, how you will achieve it and who will support you?

Career Plan: what are your career ambitions and how can your employer help you to achieve them?

Any other comments?


Signed (you)

Date

Signed (your manager) ...

Date

Signed (your managers manager)

Date

Once the appraisal has been completed it is then time to assess the information received and give the
employee feedback this can be a challenging part of the appraisal process as it is important to give
motivational feed back. Below is an example of how a feed back form may look. Please see in the boxes for
explanation of the category.

TO: Mr Green

FROM: Mr Radford

DATE: 09.09.2013

RE: Annual Appraisal Interview

I have met with Mr Green to discuss his appraisal on 28.08.2013. After our meeting and discussion I am
pleased to confirm I have evaluated all the information and am able to give feed back on Mr Greens
performance over the past year.
If You have any question regarding the feedback contained please do not hesitate to contact me .

Understanding of the job and the Higher Education Environment
Understanding of job duties, responsibilities and the practices which surround them, and the ability to keep
up to date on developments affecting the work environment :
In this section the manager should attempt to describe Mr Greens understanding of his environment at work in
a motivational way , constructively.
Volume of Work
Ability to deal with the volume of work satisfactorily, ability to respond to fluctuations in workload and
effectiveness in meeting priorities within realistic timescales

This section should attempt to describe how Mr Green has dealt with his workloads through out the year and
give any advice on how he may better deal with fluctuations in workload.
Quality of Work
The accuracy and reliability of Mr Greens work, including the ability to make effective decisions , this is also
the opportunity for the manager to give insight into how it may be possible for Mr Green to improve the
quality of his through training which the company may be able to provide.

Working Relationships
Maintenance of effective work relationships with colleagues within and beyond the immediate work area,
and with external customers

This section deals with how Mr Green manages his relationships at work and if appropriate to his position
customer relationships. It is important for an efficient employee to be able to develop good working
relationships.

General Attitude Towards Work
This is a final generalisation of Mr Green attitude at work overall.

Appraisal Guidelines
1. It is a good idea to make the appraisal process a two way meeting, with the appraiser asking for
feedback from the individual as well. This will allow the appraiser the opportunity to review their
working practice as well.
2. It is important that the appraisal be well researched before hand so there are no surprises. If an
employee has been unhappy for a lengthy period of time then this should already be known.
3. A friendly atmosphere should be created to make all parties feel comfortable during the appraisal
meeting.
4. Agree job objectives actions and targets for the coming year. Aim to set objectives and a timescale
which are realistic and achievable. Objectives should identify what activities are to be done, how they
will be achieved and how they will be measured.
5. Discuss the individuals personal development and how they wish to moved forward, see if the
company can offer any additional training.
6. Use supporting evidence when supplying the individual with possible negative information about
there performance.
7. Set clear start and finish times for the appraisal.
8. Allow the individual to produce their own supporting evidence during an appraisal.

Conclusion
This assignment has been informative about the procedure and development of an appraisal system. If a
proper appraisal system is in place it allows employees to fair and constructive feedback on their performance
at work.


References
http://managing-employee-performance.com/performance-appraisal-how-to-give-feedback-on-
performance/
http://www.smallbusiness.co.uk/running-a-business/employing-staff/23579/how-to-conduct-staff-
appraisals.thtml
http://www.google.co.uk/url?sa=t&rct=j&q=&esrc=s&frm=1&source=web&cd=1&ved=0CDIQFjAA&
url=http%3A%2F%2Fwww.rca.ac.uk%2FDocs%2FAPPRAISAL%2520GUIDELINES.pdf&ei=nR8mUqj6O5
CRhQfP8YD4Dw&usg=AFQjCNEvt6qXola_Ac3v6Rm6LuYGQdPdMw&sig2=A31YkBHRY_BaB5DBYMLW
FA&bvm=bv.51495398,d.d2k
http://www.rcpsych.ac.uk/pdf/Good%20Practice%20Guidelines%20for%20Appraisal%20(Feb10).pdf


Contents

Type of Teams

Team Members

Case Studies


Introduction
This assignment will look at the different types of team there are and the type of individuals which
will join those teams. The report will take a look at three project scenarios and select the type of
team and members of those teams which is believed to be the best to complete the project.

Types Of Teams
1. Permanent teams- These teams perform on a permanent basis and are not dissolved once the task is
accomplished. Let us understand the concept with an example. They are primarily responsible for
promoting their brand and designing marketing strategies to generate maximum revenue for their
organization. They work to achieve their targets well in advance, the team is always in place and
never dissolved. Their organization never asked them to leave. Such teams are called permanent
teams. Work or no work, the human resources team, operation team, administration team always
function effectively throughout the year and hence are permanent teams.
2. Temporary teams - Unlike permanent teams, temporary teams lose their importance, once the task is
accomplished. Such teams are usually formed for a shorter duration either to assist the permanent
team or work when the members of the permanent team are busy in some other project.When
organizations have excess of work, they generally form temporary teams which work in association
with the members of the permanent team for the accomplishment of the task within the stipulated
time.
3. Task Force - Such teams are formed for a special purpose of working on any specific project or finding
a solution to a very critical problem.. The task force explores all the possible reasons which led to a
severe problem and tries to resolve it within a given deadline.
4. Committee - Committees are generally formed to work on a particular assignment either
permanently or on a temporary basis. Individuals with common interests, more or less from the same
background, attitudes come together on a common platform to form a committee and work on any
matter. To organize any cultural event, organizations generally make committees to raise funds, invite
celebrities and all the major tasks involved to successfully organize any event. The committee
members work together, design strategies to successfully accomplish the task.In educational
institutes, various committees are formed where students with a common interest join hands to
organize cultural events and various other activities required for the all round development of
students.
5. Organization/Work Force -These groups are formed in organizations where team members work
together under the expert guidance of leader. A leader or a supervisor is generally appointed among
the members itself and he along with his team works hard to achieve a common goal. The leader all
through must stand by his team and extract the best out of each team member. He must not
underestimate any of his team members and take his team along to avoid conflicts.
6. Self Managed Teams - Self Managed Teams consist of individuals who work together again for a
common purpose but without the supervision of any leader. Here as the name suggests every
individual is accountable for his individual performance. The team members of self managed teams
must respect each other and should never lose focus on their target. No leader is appointed and the
team members have to take their own responsibility. Individuals take their own intitiative.
7. Cross Functional Team -. Ideally the employees should be more or less on the same level to avoid ego
hassles. Individuals from different areas come and work together for a common objective to form a
cross functional team. In such teams, people from different areas, interests and likings join hands to
come out with a unique idea to successfully complete a task.

Ref;(http://www.managementstudyguide.com/types-of-teams.htm) 04/09/2013

Individuals in Teams
In the nineteen seventies Dr Meredith Belbin at the Henley Management College began to observe
teams to see if problems could be resolved when joining them together. Belbin predicted that it was
intellect that decided the success of a team but in fact a result showed that it was behaviour and
people from a mixed back ground which had more to do with the success. Through this experiment
Belbin initially created eight team roles with a ninth to be later introduced. These were;
The Plant; The individuals are planted in a team as they are highly creative and have
excellent problem solving skill.
The Monitor Evaluator; These people are able to stand back and make impartial judgments
about situations.
Coordinators; Are able to keep the team focused and delegate work to the correct people.
Resource Investigators; Research on projects and ensure that the teams work will be
acceptable outside of the team.
Implementers; Build and carry out effective work strategies.
Complete Finishers; Are used at the end of a task to scrutinise the work and make sure it is
finished and does not need improving.
Team Workers; Often missed as a very important part of the team as they help the team to
gel together and this is not always realised until they are absent. They also complete work
on behalf of the team.
Shapers; Provide focus and drive to keep the momentum going.
Specialist; This team member was not recognised until later in the research. This team
member had specific knowledge around the projects goal but have tendency to be narrowed
minded towards their own field of expertise.
(www.belbin.com)

The report will now look at three case studies of projects within the engineering sector and
determine the type of team which would be associated with the project and the members of that
team and how they relate to each other.
Project One
Cylinder registration. This project involves the registration of assets. The assets include cylindrical
vessels for packaged gases, cylindrical tanks for cryogenic liquid transport and storage pallets for the
cylindrical vessels. All of these assets will have their serial number and a barcode link to each other
then uploaded to a database and linked into SAP. The project involves worldwide consultation is
ongoing and may take years to implement and will also require upkeep after it has started.
This kind of project is likely to need a temporary team whilst the setup is incurred and further down
the line a permanent team will be put into place to continue the project. This team may consist of :
Implementer, this person task would be to ensure that procedures are effectively in place
for registration of assets. They would need to make sure that objectives set to other team
members are met and make sure the project meeting milestones.
Monitor Evaluator, These people would check that the progress being made is acceptable
and that the assets are being registered correctly for instance operator training is being
completed effectively.
Team workers; These are operators who actually register the assets and are tasked with
complete their job with maximum efficiency and accuracy.
Shapers; These people would keep the momentum and drive of the project moving forward.
To manage performance on this project I would set KPIs for the registration rate of each asset so
that a certain amount of assets were being registered per hour.
Project Two
In this project the team are tasked with solving a particular problem which is that the pressure of a
container vessels pressure keeps rising beyond acceptable limits. The team I would recommend for
this is a task force to find a solution to a specific problem. It will consist of:
Resource Investigators; They will be needed to investigate the implications of possible
solutions to the problem on other stakeholders.
Specialist; This person will have specific knowledge of cylindrical vessels, pressure system
and cryogenic liquid phases. This person is imperative to finding a solution that works.
The Plant; A creative individual who will be able to work with the specialist to think of ideas
and ways of solving the problem.
Complete finisher; This person will look at the final solution to the problem and research for
outside implications and see if there is any improvement which may be possible to move
forward.
The performance on this team could be monitored by the minutes of their meetings and how well
planned their meeting are. Also you could see how well they work together rby the amount of ideas
they come up with.
Project Three
This Project involves the construction of a new building on an engineering site. This could be a work
force implemented team for a short period of time to coordinate construction of the building. This
team could involve:

Coordinators; Who will delegate duties to different members of the team and keep the
team focused on milestone throughout the building projects.
Team workers; These may be construction worker completing the actual building work and
are imperative to the completion of the project.
Complete finishers; Again these people will look at the work which has been completed and
evaluate if it has been done correctly.
In this project milestone would be the key to measuring the team performance and ensuring the end
goal is met.

Conclusion
Managing teams is a complex task which involves control and interaction with many different kinds
of people. There are also different types of team made up of a mix of different people which means
that the dynamics of the group will change and therefore the internal management of the team
must be different. It is important to research how different kinds of personalities will interact with
each other when forming a team for a specific project.


References
Books
Team Management Secrets by Russ Slater 2010

Internet

http://www.managementstudyguide.com/types-of-teams.htm 04.09.2013
http://washingtontechnology.com/articles/2011/11/29/bosc-marketing-bd-team.aspx 04.09.2013
http://www.arjanvanweele.com/29/text/35/files/Efficient_Purchasing-
Managing_effective_sourcing_teams.pdf 04.09.2013


Appraising a Team
It is important for a team to us teamwork to reach their objectives and goals. We evaluating the performance
of a team some of the key factors you will need to address are:
Accountability within the team, by treating the team always as a group it forces the members to keep
each other accountable and helps you get a good sense of the groups dynamics. If the team start to
pull away from each other there will be people mentioning other people not pulling their weight.
Problem detection and conflict resolution. It is important to that even if conflict starts within a team
that you ask them to sort it out between themselves to maintain the fact that they must always work
together as a team. If there are people in particular are causing a problem you may find that
supplementing periodic team assessment appraisals with individual supplement may be beneficial.
360 degree reviews. In a 360 degree review each team member evaluates their own performance
and the performance of other members of the team. It is imperative that it be explained that these
are comparative reviews and refrain from commenting on personality or work style.

The team can be measured on its internal group dynamics. These types of measures could address: how well
the team works together as a group; the effectiveness of team meetings; the ability of the team to reach
consensus; and the team's problem-solving techniques.
The team can be measured on its work results or products. These types of measures could include: the number
of cases completed; the use, acceptance, and understand ability of the team's final report, the number of
customer requests for the team's report, the subscription rate of the team's newsletter.
These types of measures can be applied with the three types of performance elements that can be used in the
performance appraisal process.
A critical element is a work assignment or responsibility of such importance that unacceptable
performance on the element would result in a determination that an employee's overall performance
is unacceptable. Because critical elements are limited to addressing individual performance, only the
individual level measures of contribution to the team and individual results could be used as critical
elements.
Non-critical elements can be a dimension or aspect of individual, team, or organizational performance
that is measured and used in assigning a summary level. In the past, "non-critical" meant "not as
important." However, programs can be designed so that non-critical elements have as much weight or
more weight than critical elements in determining the final summary level. Since it is only through
non-critical elements that group or team level performance can be factored into an employee's
summary level determination, using non-critical elements can be a useful tool for setting group goals,
planning group work, measuring group performance, and providing feedback on group performance.
Additional performance elements address a dimension or aspect of individual, team, or organizational
performance that is not used in determining summary levels. Additional elements are used for various
other purposes, such as setting goals, providing feedback on individual or group performance, and
recognizing individual or group achievements.
Ref; https://www.opm.gov/policy-data-oversight/performance-management/reference-
materials/historical/facts-about-measuring-team-performance/ 03.09.2013

Different Type of Teams
There are many different types of teams and these all have different criteria for performance measurement.
We will have a look at some of these below:
Functional Team : A team which is comprised of a manager and their employees whos are task with
specific work activities or solving specific problems. These types of teams can be monitored using KPIs
and milestones.
Problem Solving: A group of employees from the same department who meet at specific times to
discuss ways of improving quality, efficiency and the work environment. These team performance
may be measured by evaluating who they work together and organisation of their planned meetings.
Quality Circle: This team consists of around ten employees and supervisors who share an area of
responsibility who meet often to discuss quality problems and investigate the causes of problems ,
recommend solutions and take corrective actions. They do no have authority. The performance of
this team could be evaluated by measuring how many problems they solve and what improvement
they bring to the organisation.
Self Managed Work Team: These are a formal group of employees who operate without a manager
and are responsible for a complete segment of that delivers a product or service. This team
performance could be measured by how good the final product or service is.
Cross Functional Team : A team composed of employees from around the same hierarchy level who
are brought together to accomplish a particular task . The performance can be measured by how well
they work together as a team to complete that task.


Guidance Sheet for Team Performance Appraisal
Does the team have clearly defined steps to achieve it goals?

Does the team have the right resources? (time, money , skills)

Does the team have effective leadership?

Does the team moniter its progress by milestone and KPIs ?


Is the team the right size and does it have correct people involved?

Motivating a Team
If a team is motivated well it is more likely to achieve it objectives. It is not and easy task to motivate a team
and careful planning is necessary. You can start by explaining the positives of achieving the objectives and if
possible relate it to the members of how it may benefit them this is giving the members control of their own
future. Instead of boring task try to build a sense of curiosity within the team members minds and by doing
this the team will be interested in learning more and motivated to moving the project forward.
Use a plan of action that requires everyone to work together to achieve their goals. Make tasks that rely on
another tasks being completed by another team member to give the feeling of accountability with other team
members. Establish realistic goals and set up a tool such as a key performance indicator to measure that
distance towards their goal. Divide goals into step that can be check off along the way like bitesize chunks.
The team can then visual themselves reaching their goal.
Everybody likes to win, create a healthy competitive environment for your team members maybe introduce
incentives to inspire them. Be careful not to create a hostile environment. Inspire individuals to do well within
the team this helps to stop people hiding behind others effort because they are only being rewarded as a
team.

References
http://www.davidguest.com.au/blog/articles/team/teamwork-how-to-evaluate-and-appraise-team-
performance/ 03.09.2013
http://teamwork-dejest.tripod.com/id23.html 03.09.2013
https://www.google.co.uk/search?q=team+appraisal&source=lnms&tbm=isch&sa=X&ei=Iz0mUsWOOZCAhQe
3soCwBw&ved=0CAcQ_AUoAQ&biw=1024&bih=673#facrc=_&imgdii=_&imgrc=ciM74tw3OmSukM%3A%3BAF
OV6G4LeiGAkM%3Bhttp%253A%252F%252Fwww.robustpm.com%252Fimages%252Fteam_puzzle6.jpg%3Bhtt
p%253A%252F%252Fwww.robustpm.com%252Fprocesses%252Ftech_enabled%252Fprocess_man_prj_team.a
spx%3B400%3B280 03.09.2013


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