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Assessment 1: Written Questions Solution 1

This assessment consists of two parts totalling fourteen (14) questions; Part A has 10
questions and Part B has 4 questions to assess the students knowledge of BSBWOR502
Lead and manage team effectiveness.

Instructions for Students


Students must answer all questions. Most questions require short answers although some
questions require a more detailed response. Students may use various sources of
information including: text books, learning workbooks, other documents and the internet and
they must list their sources.

PART A
Question/Answer
Q1. What are the key elements of a team charter? How does a team charter help
teams meet their objectives? (Max. words: 350)

A team Charter is developed to clarify the direction for a team. It establishes


boundaries of operations for the team. The best teams are those that develop a
team charter in the early stages of team formation. Best charters are those that
are developed with consultations of all team members.
Its purposes can be described as:
a. Give the team a direction
b. Inform non-team members about the team focus
When team members refer to the team charter, they make fewer mistakes about
the objectives of the actions, and the team develops better cohesion and
understanding.
The key elements of a Team Charter are listed as
1. Purpose: This is to give the team a purpose or the objective.
2. Duration: Most teams are project based and as soon as the project
finishes, the team is dismantled. The teams can, however, be time based
or even indefinite.
3. Scope: This tells the members and non-members what can be done and
cannot be done by the team members.
4. List of members: It helps the members know each other and their
responsibilities, if defined.
5. Resources list: This helps the members in knowing which resources they
can use in their endeavours.
6. Chain of command: This enables a smooth flow of reporting and
communication among team members.
7. Key Performance Indicators: This helps the members and the top
management to judge the performance of the team.
https://www.lce.com/Team-Charters-What-are-they-and-whats-
their-purpose-1219.html

Q2. How do standard operating procedures help teams: (Max. words: 300)
a. achieve their objectives?
b. be accountable for their actions?

STANDARD OPERATING PROCEDURES:


a. The Standard Operating Procedures also
written as SOPs are an important element of
any operation. When a team is created for the
resolution of a problem of the achievement of a
goal, initially the team members are not fully
cognizant of the objectives of the team. The
Standard Operating Procedures make it easy
for the members to focus on the objectives by
just following a set procedure. All the actions of
all members are thus streamlined in the same
direction.
b. On the other hand, Standard Operating
Procedures simplify the boundaries of
authorities and responsibilities of all team
members. The members know where their
responsibilities end and other members
responsibilities start. So there is little conflict in
PART B
Question/Answer
Q1. Develop a performance plan that may be used by your team. Describe:
how this plan helps your team achieve their objectives (Max. words: 750)
how you might support the team in achieving these objectives. (Max. words:
700)

HELPING THE TEAM ACHIEVE THEIR OBJECTIVES:


A performance plan, also known as a performance action plan, is a great way to
give struggling employees the opportunity to succeed while still holding
them accountable for past performance. It is not always clear why an
employee has poor performance. Did he or she not receive appropriate
training? Does the employee not understand the expectations of the job?
Are there unforeseen roadblocks in the way? Therefore, it is critical to allow
for an open dialog and feedback from the employee to help determine
whether the employee has been provided all the tools and resources
necessary for him or her to be successful. Performance plans may be used
to address either failures to meet specific job performance-related issues or
behavior-related concerns. Performance plans may lead to several different
outcomes, including improvement in overall performance, the recognition of
a skills or training gap, or possible employment actions such as transfer,
demotion or termination. Alternatively, a performance plan may be used for
employees who may be new to a role as a tool to communicate performance
expectations.

SUPPORTING THE TEAM ACHIEVING THEIR OBJECTIVES:

Step 1: Document Performance Issues


The first step in the performance plan process is for the supervisor to document
the areas of the employee's performance that need improvement. In
documenting the main performance issues, the supervisor should be
objective, factual and specific and provide facts and examples to further
clarify the severity or pattern of performance concerns. At the end of this
guide are sample performance improvement plan templates that may assist
supervisors in their documentation and communication.

Step 2: Develop an Action Plan


Next, the supervisor should establish a provisional action plan for improvement,
which may be adjusted based on employee feedback in the meeting.
Making the process collaborative can help in identifying areas of confusion
or misunderstanding on the employee's part and can encourage ownership
of the issue by the employee. This action plan should include specific and
measurable objectives that are accurate, relevant and time-bound
(otherwise known as SMART goals). When developing a performance
improvement plan, it would be useful to draw on the job description and HR
policies to clearly identify the performance or behavioral issues and
expectations.

Step 3: Review the Performance Plan


Prior to meeting with the employee, the supervisor should seek assistance from
his or her manager or an HR professional to review the performance plan.
This third party should ensure the documentation is stated clearly and
without emotion. The third party can also review the suggested action plan
to make certain it is specific, measurable, relevant and attainable within the
performance plan timeline (performance plan timelines are commonly 60 or
90 days in length).

Step 4: Meet with the Employee

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