Resolving Group Performance Issues for Apparel Brands Pty Ltd

This report documents the resolution of group performance issues for Apparel Brands Pty Ltd. It describes how open communication was maintained between stakeholders and how input from outside the team contributed to team performance. It also evaluates team performance and corrective actions taken to ensure team goals were achieved.

Student’s Name
Course Name
Professor’s Name
University Name
City, State
Date

Group performance is affected by multiple factors including the leadership of a group,
external conditions, group size, group composition, group norms, and group status. Failure to
consider the elements during the in the course of operation of a group can significantly hamper
the operations of a group. This report documents the resolution of group performance issues for
Apparel Brands Pty Ltd.
a. Describe how you maintained an open communication process between stakeholders
(manager, team).
I maintained a positive communication by ensuring that each partly clearly understood
what the group deliberations were all about and why they were necessary. Open communication
means that all parties can actively part in the discussion expressing their ideas freely. Secondly,
maintaining positivity in communication was also used. Positivity was used to enhance
participation and improve rapport between the manager and the team. I also ensured that both the
team and the manager were committed to open communication to prevent any challenges
associated with its implementation. Thirdly, diversity within the stakeholders was also
considered. Stakeholders receive information differently, in such diverse settings, how
individuals communicate or receive information is affected by their cultural values and
individual attitudes[1].Consideration of diversity issues was therefore ensured that there was open
communication. Finally, clarity and conciseness in the communication promoted open
communication between stakeholders.
b. Describe how you were able to initiate and maintain this communication process so that
input from outside the team could contribute to team performance.
I was able to initiate and maintain this communication process by putting in place some
considerations. The first step was an acknowledgment that there was a performance issue within
the group that needed to be addressed. Secondly, informing the group that there was a need for
advice from a third party to be effectively resolved was also important for the maintenance of the
communication process. Acknowledging the existence of a problem prompted the action of
consulting the manager for advice purposes. By keeping the team updated, I ensured that the
communication process was maintained [2]. By not keeping them in the dark the group members
feel to be part of the process and are more likely to accept any corrective actions agreed upon.
This was also meant to minimize any unnecessary barriers to the resolution of the group
performance issues. Finally, welcoming feedback was also used to maintain the communication
process. By welcoming feedback from team members, I was able to ensure that all aspects of the
communication were taken into consideration. It also demonstrated that everybody's opinion was
valued which promoted better ideas and enhancing the group member’s ability to contribute and
offer positive criticism[2].Being open, concise and straightforward with the manager also
facilitated the maintenance of the communication process.
c. Describe your evaluation of team performance and rationale behind corrective actions in
order to provide evidence of your knowledge of
The performance of the team was not at par with the expected performance. It was below
the expected performance standards. Corrective actions were, therefore necessary to ensure that
the group performance did not deteriorate further .secondly, corrective actions were also

necessary to ensure that the group recorded the expected performance to avoid any negative
impact on the organization. It was also necessary to ensure that the group members display
expected behavior patterns for building rapport within the group. Cohesiveness within a group
promotes better performance[3]. Evaluation of team performance was also necessary for ensuring
that the appropriate training, mentoring and coaching programs were rolled out to improve
individual performances of the group members. Resolution techniques include identification of
the behaviors necessary for the poor performance within the group, confronting poor performing
members of the group and redirecting their behavior to improve performance[4]. The
confrontation should, however, be done privately, without anger and should be clear and concise.
d. Describe corrective actions you have actually taken to ensure team goal/s are achieved.
Some of the corrective actions taken include improving group leadership skills and
improving communication. With effective communication and leadership, it is much easier to
achieve group goals [5]. I have also taken into account personalized feedback for all employees to
enhance performance at the individual level which is important for effective performance at the
group level [6]. Additionally, training aimed at improving the performance of the group members
has also been used.
In conclusion, effective resolution of group performance problems calls for collaboration
with a party outside the group such as the manager. In keeping up with an open communication
policy, I ensured that all stakeholders were informed about the necessity of the collaboration. I
was also able to initiate and maintain communication by informing the stakeholders about the
existence of a problem that needed to be resolved and involving them throughout the process.

References
[1]J. Oetzel, V. McDermott, A. Torres, and C. Sanchez, "The Impact of Individual Differences and Group
Diversity on Group Interaction Climate and Satisfaction: A Test of the Effective Intercultural Workgroup
Communication Theory," Journal of International and Intercultural Communication, vol. 5, no. 2, pp. 144-167,
2012. Available: 10.1080/17513057.2011.640754.
[2]S. Nimra Batool, S. Tahir Hijazi, H. Waheed, S. Nimra and B. Tahir Masood Qureshi, "Mediating effect of
constructive controversy: Team personality composition and team performance," AFRICAN JOURNAL OF
BUSINESS MANAGEMENT, vol. 6, no. 1, 2012. Available: 10.5897/ajbm11.853.
[3]F. De Poel, J. Stoker, and K. Van der Zee, "Leadership and Organizational Tenure Diversity as Determinants of
Project Team Effectiveness," Group & Organization Management, vol. 39, no. 5, pp. 532-560, 2014. Available:
10.1177/1059601114550711.
[4]J. Santos, A. Caetano, and S. Tavares, "Is training leaders in functional leadership a useful tool for improving the
performance of leadership functions and team effectiveness?", The Leadership Quarterly, vol. 26, no. 3, pp. 470-484,
2015. Available: 10.1016/j.leaqua.2015.02.010.
[5]D. Wang, D. Waldman, and Z. Zhang, "A Meta-Analysis of Shared Leadership and Team Effectiveness," Academy
of Management Proceedings, vol. 2013, no. 1, p. 11215, 2013. Available: 10.5465/ambpp.2013.11215abstract.
[6]A. Mazzei, J. Kim, and C. Dell'Oro, "Strategic Value of Employee Relationships and Communicative Actions:
Overcoming Corporate Crisis with Quality Internal Communication," International Journal of Strategic
Communication, vol. 6, no. 1, pp. 31-44, 2012. Available: 10.1080/1553118x.2011.634869.