Team performance assessment

Seite 1

Team performance assessment

1. Criteria for successful team performance

1.1 Interpersonal attitudes and behavior

Members have a positive attitude of support and motivation towards each other.

Good/Sound interpersonal relationships will ensure job satisfaction/increase the productivity of the team.

Members are committed/passionate about achieving a common goal/ objectives.

Team leader acknowledges/gives credit to members for positive contributions.

1.2 Shared values/ Mutual trust and support

Shows loyalty/respect/trust towards team members despite differences.

Shows respect for the knowledge/skills of other members.

Perform team tasks with integrity/pursuing responsibility/meeting team deadlines with necessary commitment to team goals.

1.3 Communication

A clear set of processes/procedures for teamwork ensures that every team member understands his/her role.

Efficient/Good communication between team members may result in quick decisions.

Quality feedback improves the morale of the team.

Open/Honest discussions lead to effective solutions to problems.

Continuous review of team progress ensures that team members can rectify mistakes/act proactively to ensure that goals/targets are reached.

1.4 Co-operation/ Collaboration

Clearly defined realistic goals are set so that all members know exactly what is to be accomplished.

All members take part in decision making

Willingness to co-operate as a unit to achieve team objectives.

Co-operate with management to achieve team/business objectives.

Agree on methods/ways to get the job done effectively without wasting time on conflict resolution.

A balanced composition of skills/knowledge/experience/expertise ensures that teams achieve their objectives.

NOTE: You must be able to identify the above-mentioned criteria for successful team performance from given statements/scenarios

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2 Successful team performance

2. Characteristics of successful team performance

Successful teams share a common goal as team members are part of the process of setting goals for the group.

There is a climate of respect/trust and honesty

Share a set of team values and implement group decisions.

Successful teams have sound intra-team relations

Teams value the contributions of individual members and reach a consensus on differences.

Team members enjoy open communication and deal with items of conflict immediately.

Teams are accountable and members know the time frame for achieving their goals.

Teams pay attention to the needs of the individual team members.

Creates an environment where team members are given opportunities to develop so that team members grow and learn from the experience of working in a team.

Regular reviews of team processes and progress may detect/solve problems sooner.

Balance the necessary skills/knowledge/experience/expertise to achieve the objectives.

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3 Stages of team development

Stages of team development:

Forming

Storming

Norming

Performing

Adjourning/Mourning

1 Forming stage

Individuals gather information and impressions about each other and the scope of the task and how to approach it.

Teams are comfortable and polite with each other during this stage.

People focus on being busy with routines, such as team organisation e.g. who does what, when to meet each other, etc.

2 Storming

Teams go through a period of unease/conflict after formation.

Different ideas from team members will compete for consideration.

Team members open up to each other and confront each other's ideas/ perspectives.

Tension/struggle/arguments occur and upset the team members/there may be power struggles for the position of team leader.

In some instances storming can be resolved quickly; In others, the team never leaves this stage.

Many teams fail during this stage as they are not focused on their task.

This phase can become destructive for the team/will negatively impact on team performance, if allowed to get out of control.

This stage is necessary/ important for the growth of the team.

Some team members tolerate each other to survive this stage.

3 Norming/Settling/reconciliation

Team members come to an agreement and reach consensus.

Roles and responsibilities are clear and accepted.

Processes/working style and respect develop amongst members.

Team members have the ambition to work for the success of the team.

Conflict may occur, but commitment and unity are strong.

4 Performing stage/Working as a team towards a goal

Team members are aware of strategies and aims of the team.

They have direction without interference from the leader.

Processes and structures are set.

Leaders delegate and oversee the processes and procedures.

All members are now competent, autonomous and able to handle the decision-making process without supervision.

Differences among members are appreciated and used to enhance the team's performance.

5 Adjourning/Mourning stage

The focus is on the completion of the task/ending the project.

Breaking up the team may be traumatic as team members may find it difficult to perform as individuals once again.

All tasks need to be completed before the team finally dissolves.

NOTE: You must be able to identify the above mentioned stages of team development from given scenarios/statement.

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4 Team dynamic theories

Importance of team dynamic theories in improving team performance

Team dynamic theories explain how effective teams work/operate.

Businesses are able to allocate tasks according to the roles of team members.

Team members can maximise performance as tasks are allocated according to their abilities/skills/attributes/personalities.

Team members with similar strengths may compete for team tasks/responsibilities that best suit their abilities/competencies.

Theories assist team leaders to understand the personality types of team members so that tasks are assigned more effectively.

Conflict may be minimised when team members perform different roles.

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5 Conflict resolution

1 Causes of conflict in the workplace

Differences in backgrounds/cultures/values/beliefs/language

Limited business resources

Different goals/objectives for group/individuals

Personality differences between group/individuals

Different opinions

Unfair workload

Ill-managed stress

Unrealistic expectations

Poor organisation/leadership/administrative procedures and systems

Confusion about scheduling/deadlines

Ignoring rules/procedures

Misconduct/Unacceptable behaviour

High/Intense competition/Competitiveness

Poor communication

Unclear responsibilities

Distracted by personal objectives

Constant changes in the workplace

Unfair treatment of workers/Favoritism by management/Discrimination

Lack of trust amongst workers

NOTE: You must be able to identify causes of conflict from given scenarios/statement

2 Explanation of causes of conflict in the workplace

Lack of proper communication√ between management and workers.

Ignoring rules/procedures may result in disagreements and conflict.

Management and/or workers may have different personalities/ backgrounds.

Different values/levels of knowledge/skills/experience of managers/workers.

Little/no co-operation between internal and/or external parties/stakeholders.

Lack of recognition for good work, e.g. a manager may not show appreciation for extra hours worked to meet deadlines.

Lack of employee development may increase frustration levels as workers may repeat errors due to a lack of knowledge/skills.

Unfair disciplinary procedures, e.g. favouritism/nepotism.

Little/no support from management with regards to supplying the necessary resources and providing guidelines.

Leadership styles used, e.g. autocratic managers may not consider worker inputs.

Unrealistic deadlines/Heavy workloads lead to stress resulting in conflict.

Lack of agreement on mutual matters, e.g. remuneration/working hours.

Unhealthy competition/Inter-team rivalry may cause workers to lose focus on team targets.

Lack of commitment/Distracted by personal objectives which may lead to an inability to meet pre-set targets.

Constant changes may cause instability

Lack of clarity regarding employees' roles and responsibilities.

3 Handling conflict in the workplace/Conflict resolution steps/techniques

Acknowledge that there is conflict in the workplace.

Identify the cause of the conflict.

Arrange pre-negotiations where workers/complainants will be allowed to state their case/views separately.

Arrange time and place for negotiations where all employees involved are present.

Arrange a meeting between conflicting employers/employees.

Make intentions for intervention clear so that parties involved may feel at ease.

Each party has the opportunity to express his/her own opinions/feelings

Conflicting parties may recognise that their views are different during the meeting.

Analyse/Evaluate the cause (s) of conflict by breaking it down into different parts.

Blame shifting should be avoided and a joint effort should be made.

Direct conflicting parties towards finding/focusing on solutions.

Devise/Brainstorm possible ways of resolving the conflict.

Conflicting parties agree on criteria to evaluate the alternatives.

Select and implement the best solution.

Provide opportunities for parties to agree on the best solution.

Evaluate/Follow up on the implementation of the solution(s).

Monitor progress to ensure that the conflict has been resolved.

Source experts on handling conflict from outside the business.

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6 Dealing with grievance

1 Differences between grievance and conflict

GRIEVANCE

When an employee is unhappy/ has a problem/complaint in the workplace.

It is when an individual/group has a work related issue.

Examples that can cause a grievance: Discrimination, unfair treatment, poor working conditions.

CONFLICT

Clash of opinions/ideas/view points in the workplace.

Disagreement between two or more parties in the workplace.

Examples that can cause conflict:

A lack of trust/miscommunication/ personality clashes/different values.

2 Correct procedures to deal with grievances

An aggrieved employee must verbally report the incident/grievance to his/her supervisor/manager, who needs to resolve the issue within 3 to 5 working days.

Should the employee and supervisor not be able to resolve the grievance, the employee may take it to the next level of management.

The employee may move to a more formal process where the grievance must be lodged in writing/completes a grievance form.

The employee must receive a written reply in response to the written grievance.

A grievance hearing/meeting must be held with all relevant parties present.

Minutes of the meeting must be recorded and any resolution passed must be recorded on the formal grievance form.

Should the employee not be satisfied, then he/she could refer the matter to the highest level of management.

Top management should arrange a meeting with all relevant parties concerned.

Minutes of this meeting should be filed/recorded and the outcome/decision must be recorded on the formal grievance form.

Should the employee still not be satisfied, he/she may refer the matter to the CCMA who will make a final decision on the matter.

The matter can be referred to Labour Court on appeal if the employee is not satisfied with the decision taken by the CCMA.

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7 Difficult personalities

Types of difficult personalities

Complainer

Indecisive

Over-agree

Negativity

Expert

Quiet

Ways in which businesses can deal with difficult personalities

TYPE OF PERSONALITY

Complainer

STRATEGY TO DEAL WITH A PERSONALITY