 Describe four strategies you would implement when managing a team to

ensure that all members are clear on their responsibilities and

requirements.

1. Build a positive company culture: Developing a corporate culture, and adding

clarity to the shared values and beliefs of your company can help to establish a
foundation for your unique working environment. Implement a mission
statement, express corporate culture verbally. One of the best ways to develop
the basis of your company’s culture is to have a clear vision and mission, and
motivate your employees by taking the time out to speak to them about it,
ensuring that they are all familiar with it, and support the ethos of your
company.

2. Address problems quickly

If you see a team member engaging in unhelpful behaviour, work to address it
quickly. Speak to the team member directly and invite him or her to reflect on
the behaviour and how it can be changed to support the team’s goals. Conflicts
can happen from time to time – even in the healthiest of teams – so encourage
open discussion of the conflict and help guide team members to a resolution,
allowing your team to return to a state of positive group dynamics.

3. Enhance team culture

Deliberately build a supportive team culture. Use team-building exercises to encourage
stronger relationships between individual team members. Create a workplace that
supports employee well-being, success and enthusiasm for work. Value diversity and
think about how you can build trust and respect among team members. Support open
communication, sharing of ideas through an inclusive work culture.

4. Build communication
Give your team tools to drive open communication and encourage team members to
communicate clearly to each other. Keep team members updated about project changes
and news, and they will feel included and alerted to what is going on. Make sure both
opinionated and quieter team members feel their voices are heard.

 Describe three different types of support you can provide members of your team
to ensure they remain engaged and committed to quality outcomes. For each
one, explain the advantages and disadvantages

Encourage Creativity

Supervising doesn’t mean controlling each and every step. It means making sure that all
the organizational activities are being implemented at the highest level. Give people the
freedom to find their own unique ways of solving issues. Challenge them to think out of
the box.

Give Each One Opportunities to Grow

If people know that everything is going to be the same way all the time, they will
definitely lose the motivation to put their maximum efforts in work. They should be
sure that the devotion and hard work will lead to new personal and professional
achievements.

Empower Each Individual

Very often people need just a little encouragement to believe in themselves and to
realize that they have a greater potential within. Always show your confidence in the
unique abilities and potential of your team members.

 Describe three communication methods you might use to communicate with

your team members and stakeholders. For each one explain at least one
advantage and one disadvantage.

1. Meetings – One of the most common ways to communicate. They can vary
from only 1 person to thousands based on message and audience
appropriate. It is up to you to maximize every minute of the time spent to
have dialogue. Make sure it is a dialogue and not a monologue. It is the best
way as you have the verbal and non verbal cues that enhance the
communication and avoid misinterpretation.
2. Conference Calls– These days this is the most common as it does not require
the time and expense of travel. The dialogue can take place though its
dependant on voice intonation and clarity of the verbal message. They only
require cost of phone call and there are many paid and free services that will
facilitate use of a conference call line for many people to dial into. Its also a
common way for classes to be recorded and replayed when its convenient for
you.
3. Newsletters/ Email/ Posters – This strategy is one way communication and
utilizes emailed updates, hard copy brochures, posters, newsletters mailed or
emailed. One of the weaknesses is that messages are delivered and you
cannot guage if they were read and understood, deleted as sometimes there
is no feedback. That immediate feedback is valuable for strengthening your
message and making sure impacts and feedback are quickly received.

 As a manager in an organisation explain how you would ensure you are viewed
as a positive role model.
 Managers are on stage every day. Employees, customers, vendors, and many others are
watching your every move and learning from your behavior. To be an effective role
model, you must exemplify these characteristics every day:
 Hard work. Effective role models work hard and pitch in when their staff needs help,
always demonstrating a commitment to company goals. No task is below you as a
manager. If the floor needs to be mopped and there is no one available to do it, do it
yourself, and do it well. Not only does that ensure critical tasks are completed, it also
shows employees that the “it’s-not-my-job” mentality isn’t allowed.
 Trust. Trust isn’t given, it’s earned. Show your team that you can be trusted by always
being fair, honest, and consistent. Don’t engage in gossip, and don’t tolerate it within
your staff. Employees need to know you have their backs, and you should take every
opportunity you can to prove it.
 Accountability. Role models take responsibility for their actions and inspire others to do
the same. If you make a mistake, admit it and let the team know how you plan to correct
the situation. Never blame others or make excuses.
 Respect. Always show respect for all individuals; customers, employees and vendors.
Respect is paramount in every situation, and is especially important during situations
when you have to correct behavior. Never criticize an employee in public, and keep your
feedback focused on the task at hand.
 Positivity. Business is nothing if not unpredictable. As a manager, you need to be
prepared to deal with high stress situations. Your team will be watching closely as you
handle challenges. If you overreact or get easily overwhelmed, your staff will be inclined
to do the same. Model the positive behavior you expect from your staff.
 Persistence. Steady persistence in the face of obstacles or difficulties means your team
can count on you in tough times. Don’t abandon tasks when times are tough, approach
them with a sense of urgency and resolve.
 Integrity. You must follow every rule you expect your staff to follow. Some managers
think their position allows them bend the rules here and there. Not so. Being on time,
staying productive, and following all company policies is critical to being an effective
role model.

 As a workplace leader, describe how you would ensure that your team were
actively involved in decision-making processes.

We’ll explore a few techniques we can use to ensure all team members is given a say in
the decision and feel valued. This way, it becomes easier for team members to
compromise and find a central point of agreement, leading to the final decision.
Have you ever had one of those team meetings where a certain member pitches ideas
more assertively than the rest? This can often result in a skewed conclusion, which can
have negative repercussions on the company.

To reduce the likelihood of this occurring, you can introduce the Stepladder
Technique during team discussions.

To summarise, this method begins with each member thinking about the problem
individually. Then the leader calls for them — one at a time — and asks for their input
in a one-on-one setting.

The outcome of this method? Members will feel heard and acknowledged. Members’
opinions won’t be influenced by the opinions of those around them, and they’ll feel
more confident about their conclusions than they would in a group environment where
others’ opinions may be extremely different from theirs.

2. Introduce Multi-Voting

We’re all familiar with this method, having lived through elections and company
meetings. Voting is useful when you’re served with many options — but what happens
when all options get an equal amount of votes? You get no conclusive decision.

The solution to this dilemma? Multi-voting. Each member of the team is given a certain
number of votes with different weights. Each member then goes through all the options
and assigns a weight to each solution.

This encourages group members to think through each option more thoroughly and the
use of weighted votes decreases the chance of a stalemate.

4. Involve the Team in Developing a Solution

When you are working with people with diverse personalities and viewpoints in a
complex project where the solution is not clear, sometimes it’s difficult to arrive at a
well-supported decision.

By using Hartnett’s Consensus-Oriented Decision-Making model, all the members of the

team is involved in developing a solution, making them feel ownership of the final
decision, boosting their ability to think of creative ideas without fearing judgement.
  Explain why it is important to keep lines of communication open with your own
manager at all times when working with a team.

Communication is key in any relationship.

What separates good teams from great ones isn’t talent or skill, but the ability to work
together towards a common goal. As a leader or manager of a group, it’s your
responsibility to ensure that everyone tracks toward the same purpose through open
lines of communication. Below are three benefits of strengthening communication to
keep your team on the same page.

Encourages Collaboration

Sometimes the best work comes out of a collaborative discussion between team
members, where ideas can be bounced off of one another until the right one is
uncovered. Fostering an environment where members of the team are able to voice
their ideas and understand that their ideas will be taken into consideration, will create a
stronger, more positive work environment. It’s easy to get sucked down in the day-to-
day client work, but be sure to set aside time for creative brainstorms about
prospecting strategies or growing the business.

Allows for Proper Motivation

Communicating effectively and transparently with your team allows you to understand
their needs and desires. In order to lead effectively, you have to know what motivates
those under you. While Gen Xers may be motivated by money and Millennials seek
positive affirmation and the feeling of being a valued team member, each person is
motivated for different reasons. Schedule one-on-one meetings with each team member
and dig deep to understand what drives them. As a manager, this will help you manage
each team member effectively, and also provide the appropriate feedback and rewards.
For example, some team members would prefer a bonus, while others would prefer
additional vacation days. Your team will appreciate the effort you put forth and the
transparent line of communication will allow for motivated and loyal team members.

Enhances Problem Solving Possibilities

The most essential benefit of good communication is its ability to resolve issues before
they snowball into major problems. Incorporating yourself in the conversation as your
team brainstorms solutions helps establish a productive method of problem-solving.
However, let your team identify a solution first before you chime in and make a
recommendation. It helps to oversee the conversation or brainstorm so you can
participate if necessary, but allow your team to do the heavy lifting. This gives your
team the opportunity to think strategically on their own and work together to come
across the appropriate solution.

Communication is essential for effective teams and creates efficiencies by; motivating
employees, encouraging open dialogues, and fostering an environment of collaborative
problem-solving. It’s not always easy to engage with your team members, but the
rewards are well worth it. If you don’t have a culture of communication among your
team, establish one today to ensure for a positive future for your business.

Describe the five stages of group development.

This process of learning to work together effectively is known as team development.

Research has shown that teams go through definitive stages during development. Bruce
Tuckman, an educational psychologist, identified a five-stage development process that
most teams follow to become high performing. He called the stages: forming, storming,
norming, performing, and adjourning. Team progress through the stages is shown in the
following diagram.

Forming stage

The forming stage involves a period of orientation and getting acquainted. Uncertainty
is high during this stage, and people are looking for leadership and authority. A member
who asserts authority or is knowledgeable may be looked to take control. Team
members are asking such questions as “What does the team offer me?” “What is
expected of me?” “Will I fit in?” Most interactions are social as members get to know
each other.

Storming stage
The storming stage is the most difficult and critical stage to pass through. It is a period
marked by conflict and competition as individual personalities emerge. Team
performance may actually decrease in this stage because energy is put into
unproductive activities. Members may disagree on team goals, and subgroups and
cliques may form around strong personalities or areas of agreement. To get through this
stage, members must work to overcome obstacles, to accept individual differences, and
to work through conflicting ideas on team tasks and goals. Teams can get bogged down
in this stage. Failure to address conflicts may result in long-term problems.

Norming stage

If teams get through the storming stage, conflict is resolved and some degree of unity
emerges. In the norming stage, consensus develops around who the leader or leaders
are, and individual member’s roles. Interpersonal differences begin to be resolved, and
a sense of cohesion and unity emerges. Team performance increases during this stage
as members learn to cooperate and begin to focus on team goals. However, the harmony
is precarious, and if disagreements re-emerge the team can slide back into storming.

Performing stage

In the performing stage, consensus and cooperation have been well-established and the
team is mature, organized, and well-functioning. There is a clear and stable structure,
and members are committed to the team’s mission. Problems and conflicts still emerge,
but they are dealt with constructively. The team is focused on problem solving and
meeting team goals.

Adjourning stage

In the adjourning stage, most of the team’s goals have been accomplished. The emphasis
is on wrapping up final tasks and documenting the effort and results. As the work load
is diminished, individual members may be reassigned to other teams, and the team
disbands. There may be regret as the team ends, so a ceremonial acknowledgement of
the work and success of the team can be helpful. If the team is a standing committee
with ongoing responsibility, members may be replaced by new people and the team can
go back to a forming or storming stage and repeat the development process.

Describe how each item below can impact on the team’s performance.
_Someone likes to cause conflict:

Conflict can exist between factions or groups within a team, with a leader or manager,
and with other teams or departments within the company. It has been defined in
numerously different ways and has come to hold several connotations
There are two kinds of conflict that team can face:

Positive conflict
is the notion that a healthy discourse may exist in the disagreement among group
members regarding personality traits, styles, or characteristics or the content of their
ideas, decisions or task processes which involves a pathway towards resolution. Any
tolerable amount of conflict is vital to group success in order to avoid groupthink and to
generate more innovative ideas among potentially and vastly differing members of the
group. In addition, positive conflict generates buy-in and offers elements of ownership
and a sense of cooperation and enhanced membership to all of the group members.

Negative conflict

In diverse and heterogeneous teams, negative conflict has a tendency to emerge in

varying degrees due to the mere dynamics of having diverse individuals with differing
backgrounds, ideas, and potential agendas coming together. Negative conflict can arise
in several different arenas including the following:
• Conflict can arise between factions or groups within a team.
• Subgroups, or factions, can develop within a team. Each group has their own opinions
and will stick together and oppose other factions within the team. Organizations
can be greatly divided by such factions
• Conflict can develop between team members and the leader of the team.
Team members can disagree with the team leader. This can lead to refusal to follow the
direction of the team leader. There may be conflict with management because
management has not given clear goals to the team or may not be supporting the team.
The organization could have a culture that does not allow teams to work effectively.

Negative conflict is better if avoided and must be swiftly addressed and resolved when
it does present itself. Due to the dangerous nature and destructive effects negative
conflict has on productivity and moral, it may potentially lead to Human Resource
Management issues or even a lawsuit. In order to set the stage so that interpersonal
conflict is avoided or at least minimized, firms can prevent the establishment of in-
groups and out-groups, foster open communication and trust, understand the various
personality styles that comprise a group, and coach effective communication skills and
perspective taking skills to team members

 Someone has trouble speaking up and participating:

There are followings ways team leader can encourage team member to participate and
speak in the team meeting:

 Ask for their feedback. If someone knows that they're expected to participate,
they'll be more likely to do so. "To draw them out in a meeting, tell them in
advance how you would like him or her to contribute so they come prepared. In
conversations, open-ended questions are key. And specifically ask them for their
opinion or more assertive employees will dominate." The key is to pave the way
 for them to easily speak up, he adds: "You need to create space for a shy
employee to contribute to the conversation."

 Thank them for sharing. If someone who is shy does share publicly, a simple
"thank you" will reinforce the behavior. "Saying things like, 'Thank you for
sharing, excellent thought,' will have a positive effect and spur them on to
continue to contribute to the conversation

 Point out the risk of not speaking up. As a manager, you have to deal with
employees who aren't meeting expectations, and that includes those who aren't
adding to the conversation. "Get them to understand their impact in two
different scenarios. For example, 'Paul, this is the impact of your speaking up...
and this is the impact of you not speaking up.' Doing this will reinforce that they
may be putting the team at risk when they withhold their wisdom and input.

 Encourage them to learn public speaking. recommend introverted employees

enroll in a program like Toastmasters training. "Toastmasters teaches you to do
things off the cuff, when you're put on the spot. This will provide practical
training and experience to help them become more comfortable speaking in
front of others. I've seen a lot of people come out of their shell in this kind of safe
learning environment.

 Someone passes blame and cannot take responsibility for their mistakes:

A ‘blame culture’ is common in all different kinds of offices, and can lead to a lack of
productivity, wasted time, and hard feelings being created. There are many different
reasons that can lead to the development of a blame culture, but all of them are
reversible with the use of proper management techniques and some logical thinking.
It is important for a successful

manager to first be able to identify the existence of the blame culture in order to be able
to eradicate it. Following are three common warning signs that a culture of blame is
starting to develop within a professional setting.
• Arguments regarding responsibilities. If there are consistently discussions (or
arguments) regarding who is responsible for specific tasks between employees
of the same level, a blame culture might be taking root. Employees are fighting to
carve out their niche, rather than working together toward a common goal.
• Critical Emails to managers regarding co-workers. A healthy office will see employees
discuss among themselves how to improve a process or project without having
to ‘tell’ on one another. When there are emails being sent to supervisors in
private complaining about the work of others, this is a classic indication of the
blame culture.
• Mistakes are blamed on a specific person. Often, there is a scapegoat that develops
and takes the fall for anything that goes wrong. In the absence of quality analysis
of the situation, a manager may just choose to make an example of someone.
With the situation identified, the manager needs to be able to effectively change
the culture to one that promotes teamwork and unity rather than division. The
first step down the road toward accountability is for the manager to take
responsibility for the part they played in the situation.

 Someone avoids sharing information:

Employees who refuse to share knowledge, either by playing dumb, being evasive, or
saying that other factors are to blame, undermines the cooperation, efficiency and
effectiveness of organizations. Understanding how perpetrators and targets view the
damage from knowledge hiding is an important step in preventing this behaviour.
Following things needs to be done:-
 Be aware. Many managers and executives may not be aware that knowledge hiding is
even a problem. It might be assumed that employees, as no doubt instructed and
encouraged, are working as teams and sharing knowledge as appropriate. The first step
is monitoring for uncooperative behaviour.
 Increase perception of trustworthiness. One reason knowledge is not shared can be a
lack of trust among colleagues. As with team building in general, you can increase the
perceptions of the trustworthiness of colleagues by emphasizing a shared identity. We
are all in this together.
 Enhance a sharing climate. Employees (and managers) are naturally influenced by the
environment and culture of the organization. It’s important to enhance the sharing
climate by emphasizing the vital importance of knowledge sharing and rewarding it. If,
for example, employees find themselves under fire for knowledge they shared, that
knowledge in the future is going to stay hidden.
 Open the lines of communication. As shown above, perpetrators are not fully aware of
the consequences of different types of knowledge hiding on the other. Increasing the
social action and communication between parties will help perpetrators understand the
negative impact of their behaviour, and lessen the desire of targets to retaliate.

 Someone dominates discussion:

When someone dominates discussion following things to be done as a leader:

1. Set the tone. First, let’s talk about your role. If you’re the person who is given
the responsibility of moderating the conversation, it’s your responsibility to
manage the flow of voices. Someone has to be in charge of moderating, or what
you will have is chaos, not conversation. Conversation and discussion are
environments to be cultivated, and facilitators are responsible for that first and
foremost. (Everyone else is responsible for that, too, but you have to set the
tone.) As the moderator/facilitator, you are already going to be speaking more
than most others. Be sure not to overstep your bounds, and leave plenty of room
for others to contribute.

2. Discourage a back-and-forth exchange. To foster a steady flow of many voices,

discourage a back and forth exchange between two people. Note: this also
includes YOU as the moderator! As a general rule, two back-and-forth exchanges
are plenty. If they’re particularly long, that might even be too much. After that, be
sure to open it up to others and ask the two back-and-forth conversationalists to
cede the floor.

3. Know when to cut off someone’s comment. Sometimes people go off on

tangents. Sometimes they go on too long. As moderator, it’s your job to help keep
the conversation moving forward. Sometimes this means you’re just going to
have to cut someone off. I’ll talk about how in the next point, but first I’ll talk
about when. There is no hard and fast rule of when this should be, but you will
probably know when people start to get antsy. Attune yourself to the listening in
the room, and when you get a sense that people are starting to disconnect or
wander, it’s time. The ideal window, actually, is before people begin to wander
off. After a while, you’ll start to get the feeling of when that is. The most
important thing? Don’t wait for a pause to give you a window. Otherwise you
may be waiting forever, and by that point, it will likely have gone on too long.