Assessment on Team Effectiveness for BSB51915 Diploma of Leadership and Management
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This assessment is for BSB51915 Diploma of Leadership and Management on Team Effectiveness. It includes a case story on Bing Lee, their vision, values, products and services. The scenario and context of the assessment is also provided.
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T-1.8.1_v3
Details of Assessment
Term and Year 3, 2019 Time allowed 8 Weeks
Assessment No 1 Assessment Weighting 100%
Assessment Type Practical and Simulation Exercises (Individual In-Class Assessment)
Due Date Week 8 Room 610 / 611
Details of Subject
Qualification BSB51915 Diploma of Leadership and Management
Subject Name Team Effectiveness
Details of Unit(s) of competency
Unit Code (s) and
Names BSBWOR502 Lead and manage team effectiveness
Details of Student
Student Name
College Student ID
Student Declaration: I declare that the work submitted is my
own and has not been copied or plagiarised from any person
or source. I acknowledge that I understand the requirements
to complete the assessment tasks. I am also aware of my
right to appeal. The feedback session schedule and
reassessment procedure were explained to me.
Student’s
Signature: ____________________
Date: _____/_____/_________
Details of Assessor
Assessor’s Name NADIA CHOWDHURY
Assessment Outcome
Assessment
Result Competent Not Yet Competent Marks /100
Feedback to Student
Progressive feedback to students, identifying gaps in competency and comments on positive
improvements:
Assessor Declaration: I declare that I have conducted
a fair, valid, reliable and flexible assessment with this
student.
Student attended the feedback session.
Student did not attend the feedback session.
Assessor’s
Signature: ___________________
Date: _____/_____/________
Team Effectiveness, Assessment No.1 v1.1 Last updated on 11/06/2019 by MM Page 1
Details of Assessment
Term and Year 3, 2019 Time allowed 8 Weeks
Assessment No 1 Assessment Weighting 100%
Assessment Type Practical and Simulation Exercises (Individual In-Class Assessment)
Due Date Week 8 Room 610 / 611
Details of Subject
Qualification BSB51915 Diploma of Leadership and Management
Subject Name Team Effectiveness
Details of Unit(s) of competency
Unit Code (s) and
Names BSBWOR502 Lead and manage team effectiveness
Details of Student
Student Name
College Student ID
Student Declaration: I declare that the work submitted is my
own and has not been copied or plagiarised from any person
or source. I acknowledge that I understand the requirements
to complete the assessment tasks. I am also aware of my
right to appeal. The feedback session schedule and
reassessment procedure were explained to me.
Student’s
Signature: ____________________
Date: _____/_____/_________
Details of Assessor
Assessor’s Name NADIA CHOWDHURY
Assessment Outcome
Assessment
Result Competent Not Yet Competent Marks /100
Feedback to Student
Progressive feedback to students, identifying gaps in competency and comments on positive
improvements:
Assessor Declaration: I declare that I have conducted
a fair, valid, reliable and flexible assessment with this
student.
Student attended the feedback session.
Student did not attend the feedback session.
Assessor’s
Signature: ___________________
Date: _____/_____/________
Team Effectiveness, Assessment No.1 v1.1 Last updated on 11/06/2019 by MM Page 1
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T-1.8.1_v3
Purpose of the Assessment
The purpose of this assessment is to assess the student in the following
learning outcomes:
Competent
(C)
Not Yet
Competent
(NYC)
1.1 Consult team members to establish a common understanding of team
purpose, roles, responsibilities and accountabilities in accordance with
organisational goals, plans and objectives
1.2 Develop performance plans to establish expected outcomes, outputs, key
performance indicators (KPIs) and goals for work team
1.3 Support team members in meeting expected performance outcomes
2.1 Develop strategies to ensure team members have input into planning,
decision making and operational aspects of work team
2.2 Develop policies and procedures to ensure team members take
responsibility for own work and assist others to undertake required roles and
responsibilities
2.3 Provide feedback to team members to encourage, value and reward
individual and team efforts and contributions
2.4 Develop processes to ensure that issues, concerns and problems identified
by team members are recognised and addressed
3.1 Encourage team members and individuals to participate in and to take
responsibility for team activities, including communication processes
3.2 Support the team in identifying and resolving work performance problems
3.3 Ensure own contribution to work team serves as a role model for others
and enhances the organisation’s image for all stakeholders
4.1 Establish and maintain open communication processes with all
stakeholders
4.2 Communicate information from line manager/management to the team
4.3 Communicate unresolved issues, concerns and problems raised by team
members and follow up with line manager/management and other relevant
stakeholders
4.4 Evaluate and take necessary corrective action regarding unresolved
issues, concerns and problems raised by internal or external stakeholders
Assessment/evidence gathering conditions
Each assessment component is recorded as either Competent (C) or Not Yet Competent (NYC). A student
can only achieve competence when all assessment components listed under “Purpose of the assessment”
section are recorded as competent. Your trainer will give you feedback after the completion of each
assessment. A student who is assessed as NYC (Not Yet Competent) is eligible for re-assessment.
Resources required for this Assessment
Computer with relevant software applications and access to internet
Weekly eLearning notes relevant to the tasks/questions
Instructions for Students
Please read the following instructions carefully
This assessment has to be completed In class At home
The assessment is to be completed according to the instructions given by your assessor.
Feedback on each task will be provided to enable you to determine how your work could be improved.
You will be provided with feedback on your work within two weeks of the assessment due date. All other
feedback will be provided by the end of the term.
Should you not answer the questions correctly, you will be given feedback on the results and your gaps
in knowledge. You will be given another opportunity to demonstrate your knowledge and skills to be
deemed competent for this unit of competency.
If you are not sure about any aspects of this assessment, please ask for clarification from assessor.
Please refer to the College re-assessment for more information (Student Handbook).
Team Effectiveness, Assessment No.1 v1.1 Last updated on 11/06/2019 by MM Page 2
Purpose of the Assessment
The purpose of this assessment is to assess the student in the following
learning outcomes:
Competent
(C)
Not Yet
Competent
(NYC)
1.1 Consult team members to establish a common understanding of team
purpose, roles, responsibilities and accountabilities in accordance with
organisational goals, plans and objectives
1.2 Develop performance plans to establish expected outcomes, outputs, key
performance indicators (KPIs) and goals for work team
1.3 Support team members in meeting expected performance outcomes
2.1 Develop strategies to ensure team members have input into planning,
decision making and operational aspects of work team
2.2 Develop policies and procedures to ensure team members take
responsibility for own work and assist others to undertake required roles and
responsibilities
2.3 Provide feedback to team members to encourage, value and reward
individual and team efforts and contributions
2.4 Develop processes to ensure that issues, concerns and problems identified
by team members are recognised and addressed
3.1 Encourage team members and individuals to participate in and to take
responsibility for team activities, including communication processes
3.2 Support the team in identifying and resolving work performance problems
3.3 Ensure own contribution to work team serves as a role model for others
and enhances the organisation’s image for all stakeholders
4.1 Establish and maintain open communication processes with all
stakeholders
4.2 Communicate information from line manager/management to the team
4.3 Communicate unresolved issues, concerns and problems raised by team
members and follow up with line manager/management and other relevant
stakeholders
4.4 Evaluate and take necessary corrective action regarding unresolved
issues, concerns and problems raised by internal or external stakeholders
Assessment/evidence gathering conditions
Each assessment component is recorded as either Competent (C) or Not Yet Competent (NYC). A student
can only achieve competence when all assessment components listed under “Purpose of the assessment”
section are recorded as competent. Your trainer will give you feedback after the completion of each
assessment. A student who is assessed as NYC (Not Yet Competent) is eligible for re-assessment.
Resources required for this Assessment
Computer with relevant software applications and access to internet
Weekly eLearning notes relevant to the tasks/questions
Instructions for Students
Please read the following instructions carefully
This assessment has to be completed In class At home
The assessment is to be completed according to the instructions given by your assessor.
Feedback on each task will be provided to enable you to determine how your work could be improved.
You will be provided with feedback on your work within two weeks of the assessment due date. All other
feedback will be provided by the end of the term.
Should you not answer the questions correctly, you will be given feedback on the results and your gaps
in knowledge. You will be given another opportunity to demonstrate your knowledge and skills to be
deemed competent for this unit of competency.
If you are not sure about any aspects of this assessment, please ask for clarification from assessor.
Please refer to the College re-assessment for more information (Student Handbook).
Team Effectiveness, Assessment No.1 v1.1 Last updated on 11/06/2019 by MM Page 2
T-1.8.1_v3
Note: The organisational details used in this assessment have been sourced (and to some extent
paraphrased) from the organisation’s website and other relevant external sources. The information
used here is solely for educational purpose.
CASE STORY: BING LEE
Bing Lee is an Australian retailing company, a chain of superstores specialising in consumer
electronics, computer and telecommunication goods. Bing Lee is the largest privately held electrical
retail business in New South Wales with 41 stores (13 franchised) and a turnover of about $490
million. The organisation has future plans to have stores in every Australian state.
The Lee family, from Grandfather Bing through to father Ken and son Lionel, comprises classic
outside-the-square thinkers, and that's one part of the story of how it has created an enduring retail
brand. It all started when Lionel's grandfather Bing Lee and dad Ken purchased an electrical repair
business in Fairfield, in Sydney's southwest, in 1957.
"Bing and Ken saw a future in the electrical business, particularly with the release of television in
1956," Lionel Lee says. "That, plus they saw the ambitions of the waves of migrants, and that
suggested to them that the demand for electrical appliances would be strong for many years to
come." The location for the first business showed that the Lee family understood market demand.
"Fairfield was right in the middle of the hostels housing many of the migrants when they first arrived in
Australia," Lionel Lee says. "As migrants themselves, both Bing and Ken understood how migrants
would want to improve their lifestyles and along the way take advantage of the many benefits of
household electrical appliances."
The early phase of growth was conservative, with Bing keen to stay close to the migrant community.
As those communities moved beyond Fairfield to places such as Merrylands, Villawood, south to
Wollongong and west to Blacktown, Bing Lee moved with them. When Bing died in 1987, Ken Lee
became more expansionary.
"We began to open stores in places that were not necessarily migrant strongholds but more
mainstream," Lionel Lee says. "Between 1987 and 2007 we've opened more than 20 stores between
Canberra in the south and Port Macquarie in the north. With that expansion came a brand
development program taking us from our Chinese-Hong Kong roots to a mainstream brand with a
distinct Chinese flavour."
Start-up businesses that quickly achieve an impressive growth story have to have a competitive
advantage. So, what was Bing Lee's? "Its original competitive advantage was providing credit to
migrants who couldn't get finance through regular sources," Lionel Lee says. "
Team Effectiveness, Assessment No.1 v1.1 Last updated on 11/06/2019 by MM Page 3
Note: The organisational details used in this assessment have been sourced (and to some extent
paraphrased) from the organisation’s website and other relevant external sources. The information
used here is solely for educational purpose.
CASE STORY: BING LEE
Bing Lee is an Australian retailing company, a chain of superstores specialising in consumer
electronics, computer and telecommunication goods. Bing Lee is the largest privately held electrical
retail business in New South Wales with 41 stores (13 franchised) and a turnover of about $490
million. The organisation has future plans to have stores in every Australian state.
The Lee family, from Grandfather Bing through to father Ken and son Lionel, comprises classic
outside-the-square thinkers, and that's one part of the story of how it has created an enduring retail
brand. It all started when Lionel's grandfather Bing Lee and dad Ken purchased an electrical repair
business in Fairfield, in Sydney's southwest, in 1957.
"Bing and Ken saw a future in the electrical business, particularly with the release of television in
1956," Lionel Lee says. "That, plus they saw the ambitions of the waves of migrants, and that
suggested to them that the demand for electrical appliances would be strong for many years to
come." The location for the first business showed that the Lee family understood market demand.
"Fairfield was right in the middle of the hostels housing many of the migrants when they first arrived in
Australia," Lionel Lee says. "As migrants themselves, both Bing and Ken understood how migrants
would want to improve their lifestyles and along the way take advantage of the many benefits of
household electrical appliances."
The early phase of growth was conservative, with Bing keen to stay close to the migrant community.
As those communities moved beyond Fairfield to places such as Merrylands, Villawood, south to
Wollongong and west to Blacktown, Bing Lee moved with them. When Bing died in 1987, Ken Lee
became more expansionary.
"We began to open stores in places that were not necessarily migrant strongholds but more
mainstream," Lionel Lee says. "Between 1987 and 2007 we've opened more than 20 stores between
Canberra in the south and Port Macquarie in the north. With that expansion came a brand
development program taking us from our Chinese-Hong Kong roots to a mainstream brand with a
distinct Chinese flavour."
Start-up businesses that quickly achieve an impressive growth story have to have a competitive
advantage. So, what was Bing Lee's? "Its original competitive advantage was providing credit to
migrants who couldn't get finance through regular sources," Lionel Lee says. "
Team Effectiveness, Assessment No.1 v1.1 Last updated on 11/06/2019 by MM Page 3
T-1.8.1_v3
Bing and Ken trusted the migrants. The migrants trusted them and that mutual trust was the core of
the business in the early days." While Bing Lee has reached the heights that a publicly listed vehicle
would be proud of, it remains a family business.
This could explain its success. "Essentially, the business has grown of itself over the years," Lionel
Lee says. "It's still a family business. We treat the business as a family. Our staffs are family. Our
customers are family. If you're not a part of the family, you're not really Bing Lee." Lionel's younger
brother Greg Lee runs the Carlingford store and their cousin Gary is the company's whitegoods buyer.
Lionel was destined to be part of a family business from a young age. "I attended my first board
meeting with my father when I was 10 years old," he says. "It was during the school holidays. Mum
put me in a suit and tie, and when dad and I arrived, I was put under the board table and told to be
quiet, sit still and listen. I finished my HSC in 1983 on a Thursday, started with the business on Friday
and I became CEO on the death of my father in December 2007." Typical of businesses built to last,
Bing Lee has had the security of a leadership team of six, who have run the business with Ken Lee for
many years. This means the operation sits on solid foundations, despite the death of its inspirational
co-founder.
While the retailer has carried the brands that sell themselves, a big part of this success story has
been the marketing of Bing Lee with only two advertising consultants in the business's history. "The
first was Wayne Bell, who took us into the 'Kung Fu man' territory with 'the best prices this side of
Hong Kong' punch line," Lionel Lee says. "In those days it was right for Bing Lee, using our Chinese
heritage and focusing almost entirely on price. It positioned us correctly within our then limited
geography, mainly migrant suburbs, and stockholding."
After Bing's death, as Ken Lee began to expand the business rapidly, the marketing as well as
advertising changed to reflect this. "First, we began to stock a lot more brand-leading products; and,
second, we started working with big-brand suppliers to enhance our mutual interests," Lionel Lee
says. "Third, we had to move away from straight price advertising and competition because price
alone could send you broke. And, fourth, we had to become more mainstream so that we can appeal
to all Australians." To do this they engaged Barry Anderson, head of Grey Advertising. "He's taken us
down the "best advice, best price' and 'everything's negotiable' routes," Lionel Lee says.”He's also
instilled family into the advertising, first with Ken and now with Yenda in Sydney and me rurally. "We
use the electronic medium to position and get us on shopping lists.”Press and catalogues are about
selling."
Bing Lee started advertising on radio but really didn't take long to dive into television commercials,
with its first ads broadcast in the late 1970s. Both media have been and still are important to the
brand's development. And while the retailer has all the apparent professionalism of the big retail
Team Effectiveness, Assessment No.1 v1.1 Last updated on 11/06/2019 by MM Page 4
Bing and Ken trusted the migrants. The migrants trusted them and that mutual trust was the core of
the business in the early days." While Bing Lee has reached the heights that a publicly listed vehicle
would be proud of, it remains a family business.
This could explain its success. "Essentially, the business has grown of itself over the years," Lionel
Lee says. "It's still a family business. We treat the business as a family. Our staffs are family. Our
customers are family. If you're not a part of the family, you're not really Bing Lee." Lionel's younger
brother Greg Lee runs the Carlingford store and their cousin Gary is the company's whitegoods buyer.
Lionel was destined to be part of a family business from a young age. "I attended my first board
meeting with my father when I was 10 years old," he says. "It was during the school holidays. Mum
put me in a suit and tie, and when dad and I arrived, I was put under the board table and told to be
quiet, sit still and listen. I finished my HSC in 1983 on a Thursday, started with the business on Friday
and I became CEO on the death of my father in December 2007." Typical of businesses built to last,
Bing Lee has had the security of a leadership team of six, who have run the business with Ken Lee for
many years. This means the operation sits on solid foundations, despite the death of its inspirational
co-founder.
While the retailer has carried the brands that sell themselves, a big part of this success story has
been the marketing of Bing Lee with only two advertising consultants in the business's history. "The
first was Wayne Bell, who took us into the 'Kung Fu man' territory with 'the best prices this side of
Hong Kong' punch line," Lionel Lee says. "In those days it was right for Bing Lee, using our Chinese
heritage and focusing almost entirely on price. It positioned us correctly within our then limited
geography, mainly migrant suburbs, and stockholding."
After Bing's death, as Ken Lee began to expand the business rapidly, the marketing as well as
advertising changed to reflect this. "First, we began to stock a lot more brand-leading products; and,
second, we started working with big-brand suppliers to enhance our mutual interests," Lionel Lee
says. "Third, we had to move away from straight price advertising and competition because price
alone could send you broke. And, fourth, we had to become more mainstream so that we can appeal
to all Australians." To do this they engaged Barry Anderson, head of Grey Advertising. "He's taken us
down the "best advice, best price' and 'everything's negotiable' routes," Lionel Lee says.”He's also
instilled family into the advertising, first with Ken and now with Yenda in Sydney and me rurally. "We
use the electronic medium to position and get us on shopping lists.”Press and catalogues are about
selling."
Bing Lee started advertising on radio but really didn't take long to dive into television commercials,
with its first ads broadcast in the late 1970s. Both media have been and still are important to the
brand's development. And while the retailer has all the apparent professionalism of the big retail
Team Effectiveness, Assessment No.1 v1.1 Last updated on 11/06/2019 by MM Page 4
Secure Best Marks with AI Grader
Need help grading? Try our AI Grader for instant feedback on your assignments.
T-1.8.1_v3
names, the management team has always preferred a family approach, even when it comes to its
externally sourced marketing.
It is worthwhile to mention that this has been created inside a hotly competitive market with big names
such as Harvey Norman, JB HiFi, the Good Guys and Clive Peeters, to name but a few. However, in
business, as in sport, you don't become a champion playing in B-grade.
Around the turn of the century, the franchisee concept was introduced to the business especially in
Australia. Today 16 of the 40 Bing Lee retail outlets are run by franchisees. Bing Lee also has the
management rights to the "Sony Centre" concept in NSW and the ACT and currently has stores
located in Chatswood, Drummoyne and World Square in Sydney’s' CBD.
To know more about the organisation, please visit their website at https://www.binglee.com.au/
Bing Lee also has a dedicated YouTube channel at https://www.youtube.com/user/BingLeeElectrics
Sponsorships
Bing Lee sponsored the Bulldogs Rugby League Football Club until allegations that players were
allegedly involved in a gang rape in Coffs Harbour. Bing Lee signed a 2-year sponsorship deal with
A-League club Sydney FC in February 2007. On Sydney's Home strip the front is taken up with Bing
Lee, and on the away jersey it is on the front and back of the right leg of the shorts. In July 2009 Bing
Lee re-signed for another year along with Japanese electrical company Sony as Sydney FC's major
sponsors. The firm is also one of the major sponsors of the Sydney Swans AFL team and sponsored
channel 7's The Amazing Race Australia.
Currently Bing Lee is proud to be partnering with New South Wales Netball and their two teams the
New South Wales Swifts and Giants Netball in the 2017 Suncorp Super Netball competition.
Products and Services
Bing Lee Electrics divides its products into the following categories:
Computer includes ipads, tablets, laptops and desktops
TV/ Video includes home theatre systems, apple TV and home media players
Audio includes speakers, headphones and audio cables
Cameras includes drones and digital cameras
Phones includes smarts watches and smart phones
Home Appliances includes dryers, washing machines and freezers
Small Appliances includes blenders, juicers, ironing and cooking appliances
Floorcare includes vacuum cleaners and vacuum accessories
Heating & Cooling includes heaters, electric blankets and fans
Fitness & Health includes scales, fitness equipment and wearable technology
Team Effectiveness, Assessment No.1 v1.1 Last updated on 11/06/2019 by MM Page 5
names, the management team has always preferred a family approach, even when it comes to its
externally sourced marketing.
It is worthwhile to mention that this has been created inside a hotly competitive market with big names
such as Harvey Norman, JB HiFi, the Good Guys and Clive Peeters, to name but a few. However, in
business, as in sport, you don't become a champion playing in B-grade.
Around the turn of the century, the franchisee concept was introduced to the business especially in
Australia. Today 16 of the 40 Bing Lee retail outlets are run by franchisees. Bing Lee also has the
management rights to the "Sony Centre" concept in NSW and the ACT and currently has stores
located in Chatswood, Drummoyne and World Square in Sydney’s' CBD.
To know more about the organisation, please visit their website at https://www.binglee.com.au/
Bing Lee also has a dedicated YouTube channel at https://www.youtube.com/user/BingLeeElectrics
Sponsorships
Bing Lee sponsored the Bulldogs Rugby League Football Club until allegations that players were
allegedly involved in a gang rape in Coffs Harbour. Bing Lee signed a 2-year sponsorship deal with
A-League club Sydney FC in February 2007. On Sydney's Home strip the front is taken up with Bing
Lee, and on the away jersey it is on the front and back of the right leg of the shorts. In July 2009 Bing
Lee re-signed for another year along with Japanese electrical company Sony as Sydney FC's major
sponsors. The firm is also one of the major sponsors of the Sydney Swans AFL team and sponsored
channel 7's The Amazing Race Australia.
Currently Bing Lee is proud to be partnering with New South Wales Netball and their two teams the
New South Wales Swifts and Giants Netball in the 2017 Suncorp Super Netball competition.
Products and Services
Bing Lee Electrics divides its products into the following categories:
Computer includes ipads, tablets, laptops and desktops
TV/ Video includes home theatre systems, apple TV and home media players
Audio includes speakers, headphones and audio cables
Cameras includes drones and digital cameras
Phones includes smarts watches and smart phones
Home Appliances includes dryers, washing machines and freezers
Small Appliances includes blenders, juicers, ironing and cooking appliances
Floorcare includes vacuum cleaners and vacuum accessories
Heating & Cooling includes heaters, electric blankets and fans
Fitness & Health includes scales, fitness equipment and wearable technology
Team Effectiveness, Assessment No.1 v1.1 Last updated on 11/06/2019 by MM Page 5
T-1.8.1_v3
Smart Home & Lighting includes lighting, security and wireless networking
Organisational Vision
Bing Lee’s vision statement focuses towards a different customer service goal that everyone in the
firm share, where everyone is treated as a family. The company’s vision for the future is to be the “top
electronics retailer in Australia that not only provides bricks and mortar stores but also specialised in
online shopping”.
Organisational Values
To treat customers and employees as family members
To work as one team that provides services in a traditional Chinese concept
To provide the best possible before and after sales service to the customers
To grow as a family but also to be a mainstream organisation in Australia
Bing Lee’s values reflect who they are as individuals and as an organisation. They serve as a
compass for the actions and are the guiding principles with which all the staff members carry out their
duties and responsibilities.
Team Effectiveness, Assessment No.1 v1.1 Last updated on 11/06/2019 by MM Page 6
Smart Home & Lighting includes lighting, security and wireless networking
Organisational Vision
Bing Lee’s vision statement focuses towards a different customer service goal that everyone in the
firm share, where everyone is treated as a family. The company’s vision for the future is to be the “top
electronics retailer in Australia that not only provides bricks and mortar stores but also specialised in
online shopping”.
Organisational Values
To treat customers and employees as family members
To work as one team that provides services in a traditional Chinese concept
To provide the best possible before and after sales service to the customers
To grow as a family but also to be a mainstream organisation in Australia
Bing Lee’s values reflect who they are as individuals and as an organisation. They serve as a
compass for the actions and are the guiding principles with which all the staff members carry out their
duties and responsibilities.
Team Effectiveness, Assessment No.1 v1.1 Last updated on 11/06/2019 by MM Page 6
T-1.8.1_v3
SCENARIO AND CONTEXT
You were appointed last year as the sales team manager for the division that includes TV and
whitegoods in one of their stores. You have a team of 4 full-time and 4 casual sales people in your
division. Your full-time team members are John Citizen, Jerry Citizen, James Citizen, Jane Citizen.
Your casual team members are Mary Citizen, Ali Citizen, Susan Citizen, and Singh Citizen.
Your store opening hours are:
Mon - Fri: 9 am to 9 pm
Sat: 9 am to 7 pm
Sun: 9 am to 7pm
The wage rate of your organisation is as follows:
Permanent full-time staff - $20/hour and penalty rates of $25/hour on Saturdays and $35/hour
on Sundays.
Casual staff - $25/hour and penalty rates of $30/hour on Saturdays and $40/hour on
Sundays.
The organisation also gives commissions of 1% of sales to any staff after they have reached
their personal and team targets.
TV and Whitegoods Sales Division KPI/Target: $50,000 sales per week.
TASK INSTRUCTIONS, REQUIREMENTS AND MARKING CRITERIA
TASK 1. Team Performance Plan. This includes TASK 1A. Roster for the TV sales division;
TASK 1B. Develop Key Performance Indicators (KPIs) for team members; TASK 1C. Prepare
a performance agreement letter; and TASK 1D. Prepare a planning meeting agenda (Each
carries 5 marks, Total 20 marks)
TASK 2: Develop and facilitate team cohesion. The second section includes TASK 2A.
Develop a policy statement for performance management and a policy statement for team
responsibility; TASK 2B. Develop a procedure for team performance management; and TASK
2C. Prepare feedback letters to team members (Each carries 10 marks. Total 30 marks)
TASK 3: Facilitate teamwork using role-play sessions. This section includes TASK 3A.
First role-play session; TASK 3B. Second role-play session; and TASK 3C. Fill out the
performance recordkeeping form (Each role-plays carry 15 marks and Recordkeeping task
carries 10 marks. Total 40 marks)
TASK 4: Liaising with various stakeholders of the organisation. The last section includes
TASK 4A. Prepare a formal communication and liaison with stakeholders; and TASK 4B.
Evaluate and take corrective action on unresolved issues and problems using an action plan
(Each carries 5 marks, 10 marks)
Team Effectiveness, Assessment No.1 v1.1 Last updated on 11/06/2019 by MM Page 7
SCENARIO AND CONTEXT
You were appointed last year as the sales team manager for the division that includes TV and
whitegoods in one of their stores. You have a team of 4 full-time and 4 casual sales people in your
division. Your full-time team members are John Citizen, Jerry Citizen, James Citizen, Jane Citizen.
Your casual team members are Mary Citizen, Ali Citizen, Susan Citizen, and Singh Citizen.
Your store opening hours are:
Mon - Fri: 9 am to 9 pm
Sat: 9 am to 7 pm
Sun: 9 am to 7pm
The wage rate of your organisation is as follows:
Permanent full-time staff - $20/hour and penalty rates of $25/hour on Saturdays and $35/hour
on Sundays.
Casual staff - $25/hour and penalty rates of $30/hour on Saturdays and $40/hour on
Sundays.
The organisation also gives commissions of 1% of sales to any staff after they have reached
their personal and team targets.
TV and Whitegoods Sales Division KPI/Target: $50,000 sales per week.
TASK INSTRUCTIONS, REQUIREMENTS AND MARKING CRITERIA
TASK 1. Team Performance Plan. This includes TASK 1A. Roster for the TV sales division;
TASK 1B. Develop Key Performance Indicators (KPIs) for team members; TASK 1C. Prepare
a performance agreement letter; and TASK 1D. Prepare a planning meeting agenda (Each
carries 5 marks, Total 20 marks)
TASK 2: Develop and facilitate team cohesion. The second section includes TASK 2A.
Develop a policy statement for performance management and a policy statement for team
responsibility; TASK 2B. Develop a procedure for team performance management; and TASK
2C. Prepare feedback letters to team members (Each carries 10 marks. Total 30 marks)
TASK 3: Facilitate teamwork using role-play sessions. This section includes TASK 3A.
First role-play session; TASK 3B. Second role-play session; and TASK 3C. Fill out the
performance recordkeeping form (Each role-plays carry 15 marks and Recordkeeping task
carries 10 marks. Total 40 marks)
TASK 4: Liaising with various stakeholders of the organisation. The last section includes
TASK 4A. Prepare a formal communication and liaison with stakeholders; and TASK 4B.
Evaluate and take corrective action on unresolved issues and problems using an action plan
(Each carries 5 marks, 10 marks)
Team Effectiveness, Assessment No.1 v1.1 Last updated on 11/06/2019 by MM Page 7
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TABLE OF CONTENTS
CONTENT PAGES
TASK 1. Team Performance Plan
TASK 1A. Roster for the TV sales division
TASK 1B. Develop Key Performance Indicators (KPIs) for team members
TASK 1C. Prepare a performance agreement letter
TASK 1D. Prepare a planning meeting agenda
TASK 2: Develop and facilitate team cohesion
TASK 2A. Develop a policy statement for performance management and a policy
statement for team responsibility
TASK 2B. Develop a procedure for team performance management
TASK 2C. Prepare feedback letters to team members
TASK 3: Facilitate teamwork using role-play sessions
TASK 3A. First role-play session (demonstration)
TASK 3B. Second role-play session (demonstration)
TASK 3C. Fill out the performance recordkeeping form
TASK 4: Liaising with various stakeholders of the organisation
TASK 4A. 4A. Prepare a formal communication and liaison with stakeholders
TASK 4B. Evaluate and take corrective action on unresolved issues and problems
using an action plan
APPENDIX 1 (Links to templates and external resources)
APPENDIX 2 (attach role-play scripts for both sessions)
The learner is required to update and adjust the page numbers and topics based on the amount of their content
and the responses made to each task. Actual tasks follow after this page.
Team Effectiveness, Assessment No.1 v1.1 Last updated on 11/06/2019 by MM Page 8
TABLE OF CONTENTS
CONTENT PAGES
TASK 1. Team Performance Plan
TASK 1A. Roster for the TV sales division
TASK 1B. Develop Key Performance Indicators (KPIs) for team members
TASK 1C. Prepare a performance agreement letter
TASK 1D. Prepare a planning meeting agenda
TASK 2: Develop and facilitate team cohesion
TASK 2A. Develop a policy statement for performance management and a policy
statement for team responsibility
TASK 2B. Develop a procedure for team performance management
TASK 2C. Prepare feedback letters to team members
TASK 3: Facilitate teamwork using role-play sessions
TASK 3A. First role-play session (demonstration)
TASK 3B. Second role-play session (demonstration)
TASK 3C. Fill out the performance recordkeeping form
TASK 4: Liaising with various stakeholders of the organisation
TASK 4A. 4A. Prepare a formal communication and liaison with stakeholders
TASK 4B. Evaluate and take corrective action on unresolved issues and problems
using an action plan
APPENDIX 1 (Links to templates and external resources)
APPENDIX 2 (attach role-play scripts for both sessions)
The learner is required to update and adjust the page numbers and topics based on the amount of their content
and the responses made to each task. Actual tasks follow after this page.
Team Effectiveness, Assessment No.1 v1.1 Last updated on 11/06/2019 by MM Page 8
T-1.8.1_v3
TASK 1: Based on the organisational scenario and the context, your TASK 1 is to prepare a
team performance plan for your team of 8 sales staff. Your plan should include:
1A. Prepare a roster for your team based on the opening hours, staff numbers, peak times and off-
peak times.
1B. Allocate individual KPIs for each team member based on sales division KPI and work roster.
1C. Prepare a “Performance Agreement Letter” for your sales team that you will communicate with via
meeting and also in email.
1D. Prepare a planning meeting agenda for your team where you will get input from your team in
regards to the operations, sales targets and customer service.
1A. Roster for the TV sales division
Monday Tuesday Wednesday Thursday Friday Saturday Sunday
750 1000 875 875 875 875 1000
790 1000 790 790 1000 1000 875
750 910 900 900 910 875 1000
1000 900 910 910 900 1000 875
750 875 875 875 1000 875 1000
1000 845 845 845 845 1000 875
750 900 910 910 900 875 1000
1000 845 845 845 845 1000 875
1B. Develop and allocate individual Key Performance Indicators (KPIs) for each team member
Instructions: You may search the internet for a generic understanding on KPIs and performance
standards. You can also visit the webpage link by the Victorian Government for additional guidance
on KPIs and standards.
https://www.vwa.vic.gov.au/__data/assets/pdf_file/0019/12394/Performance_standards_and_indicator
s_FINAL.pdf
Member Name KPI
Singh Citizen
Amount of sales in a week.
John Citizen
Satisfaction of the customers as provided in
the feedback.
Susan Citizen
Sales made in a week
Team Effectiveness, Assessment No.1 v1.1 Last updated on 11/06/2019 by MM Page 9
TASK 1: Based on the organisational scenario and the context, your TASK 1 is to prepare a
team performance plan for your team of 8 sales staff. Your plan should include:
1A. Prepare a roster for your team based on the opening hours, staff numbers, peak times and off-
peak times.
1B. Allocate individual KPIs for each team member based on sales division KPI and work roster.
1C. Prepare a “Performance Agreement Letter” for your sales team that you will communicate with via
meeting and also in email.
1D. Prepare a planning meeting agenda for your team where you will get input from your team in
regards to the operations, sales targets and customer service.
1A. Roster for the TV sales division
Monday Tuesday Wednesday Thursday Friday Saturday Sunday
750 1000 875 875 875 875 1000
790 1000 790 790 1000 1000 875
750 910 900 900 910 875 1000
1000 900 910 910 900 1000 875
750 875 875 875 1000 875 1000
1000 845 845 845 845 1000 875
750 900 910 910 900 875 1000
1000 845 845 845 845 1000 875
1B. Develop and allocate individual Key Performance Indicators (KPIs) for each team member
Instructions: You may search the internet for a generic understanding on KPIs and performance
standards. You can also visit the webpage link by the Victorian Government for additional guidance
on KPIs and standards.
https://www.vwa.vic.gov.au/__data/assets/pdf_file/0019/12394/Performance_standards_and_indicator
s_FINAL.pdf
Member Name KPI
Singh Citizen
Amount of sales in a week.
John Citizen
Satisfaction of the customers as provided in
the feedback.
Susan Citizen
Sales made in a week
Team Effectiveness, Assessment No.1 v1.1 Last updated on 11/06/2019 by MM Page 9
T-1.8.1_v3
Jerry Citizen Time required to complete the assigned
tasks.
Ali Citizen
Punctuality and discipline while coming to
the office.
James Citizen
Amount of sales made in a week.
Mary Citizen Customer satisfaction with the service as
indicated by them.
Jane Citizen Time management while completing the
tasks.
1C. Using the KPIs developed earlier; prepare a performance agreement letter for your sales
team. In your performance agreement letter you need to mention them on how to:
1. increase sales
2. retain existing clients
3. improve customer service behaviour
4. time-management
5. discipline and punctuality
<Organisation name>
<Date>
Private and confidential
Subject: Team Performance Agreement Letter
Dear Team Members,
This is to inform you that after conducting an exhaustive analysis of the nature
of our business, I have identified the following factors as key to measure the performance of our team:
increasing sales, retaining existing clients, improving customer service behaviour, time-management
and maintaining discipline and punctuality.
To improve our performance in the above mentioned aspects, there is a
necessity to analyse both the successful sales and the instances where we could not close the deal.
The learnings from the unsuccessful situations should be used to handle a similar situation in a
different manner. Record keeping will be done through an automated system in the future. This will
record the key performance indicators for every employee and provide data to provide analysis about
whether there has been an improvement in the performance or not. Everyone should understand that
maintaining discipline and punctuality are the key to conduct business in a timely manner. Hence, all
of you are required to arrive at the workplace on or before the office hours to have sufficient time to
relax before you start working. It is also necessary that we try to provide a highly personalized service
to be able to retain them. Politeness and professionalism are to be maintained in all situations and all
you are requested to not react to any unnecessary provocations by the client. Meeting the weekly and
monthly targets is essential to maintain the profit levels. Hence, in case of any need to work overtime,
all of you are encouraged to do so and maintain the levels of efficiency.
In conclusion, I would recommend to all of you to maintain the standards
expected from each of you and always give your best to ensure that the organisation grows while
retaining all of our loyal customers and obtaining new ones.
Team Effectiveness, Assessment No.1 v1.1 Last updated on 11/06/2019 by MM Page 10
Jerry Citizen Time required to complete the assigned
tasks.
Ali Citizen
Punctuality and discipline while coming to
the office.
James Citizen
Amount of sales made in a week.
Mary Citizen Customer satisfaction with the service as
indicated by them.
Jane Citizen Time management while completing the
tasks.
1C. Using the KPIs developed earlier; prepare a performance agreement letter for your sales
team. In your performance agreement letter you need to mention them on how to:
1. increase sales
2. retain existing clients
3. improve customer service behaviour
4. time-management
5. discipline and punctuality
<Organisation name>
<Date>
Private and confidential
Subject: Team Performance Agreement Letter
Dear Team Members,
This is to inform you that after conducting an exhaustive analysis of the nature
of our business, I have identified the following factors as key to measure the performance of our team:
increasing sales, retaining existing clients, improving customer service behaviour, time-management
and maintaining discipline and punctuality.
To improve our performance in the above mentioned aspects, there is a
necessity to analyse both the successful sales and the instances where we could not close the deal.
The learnings from the unsuccessful situations should be used to handle a similar situation in a
different manner. Record keeping will be done through an automated system in the future. This will
record the key performance indicators for every employee and provide data to provide analysis about
whether there has been an improvement in the performance or not. Everyone should understand that
maintaining discipline and punctuality are the key to conduct business in a timely manner. Hence, all
of you are required to arrive at the workplace on or before the office hours to have sufficient time to
relax before you start working. It is also necessary that we try to provide a highly personalized service
to be able to retain them. Politeness and professionalism are to be maintained in all situations and all
you are requested to not react to any unnecessary provocations by the client. Meeting the weekly and
monthly targets is essential to maintain the profit levels. Hence, in case of any need to work overtime,
all of you are encouraged to do so and maintain the levels of efficiency.
In conclusion, I would recommend to all of you to maintain the standards
expected from each of you and always give your best to ensure that the organisation grows while
retaining all of our loyal customers and obtaining new ones.
Team Effectiveness, Assessment No.1 v1.1 Last updated on 11/06/2019 by MM Page 10
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Chris Doyle
Sales Team Manager
1D: Using the template below, prepare a planning meeting agenda & minutes for your team
where you will get input from your team in regards to the operations, sales targets and
customer service.
Instructions: For this task you will need to get input from team members (your class mates can play
the role of team members in providing inputs).
PLANNING MEETING AGENDA & MINUTES
Location:
Sydney
Date: 17-07-
2019
Time:17:00
hours
Agenda Description:
[Agenda detail 1] Obtain suggestions regarding operations of the company
[Agenda detail 2] Setting up Sales targets and ways to make them more convenient to the
employees
[Agenda detail 3] Discussing and arriving at steps about improving the customer service
and ensuring that they are satisfied with the service provided by us.
Team Effectiveness, Assessment No.1 v1.1 Last updated on 11/06/2019 by MM Page 11
Chris Doyle
Sales Team Manager
1D: Using the template below, prepare a planning meeting agenda & minutes for your team
where you will get input from your team in regards to the operations, sales targets and
customer service.
Instructions: For this task you will need to get input from team members (your class mates can play
the role of team members in providing inputs).
PLANNING MEETING AGENDA & MINUTES
Location:
Sydney
Date: 17-07-
2019
Time:17:00
hours
Agenda Description:
[Agenda detail 1] Obtain suggestions regarding operations of the company
[Agenda detail 2] Setting up Sales targets and ways to make them more convenient to the
employees
[Agenda detail 3] Discussing and arriving at steps about improving the customer service
and ensuring that they are satisfied with the service provided by us.
Team Effectiveness, Assessment No.1 v1.1 Last updated on 11/06/2019 by MM Page 11
T-1.8.1_v3
Minutes
Inputs by:
Name Team member Input
Singh Citizen Sales targets should be revised according to
the season and not just according to
employees’ past performance.
Mary Citizen Special discounts should be given to regular
clients to be able to improve their retention.
Jane Citizen Company should make a note of the current
procedures being followed by it and should
consult experts to improve them.
John Citizen Sales targets should be more relaxed for fixed
employees than those set up for casual
employees.
Decision Made: 1. Sales targets will be set up in the future by using seasons as a basis and
they will be revised on the basis of the performance and experience of the employee.
2. Preferences of customers will be understood in a more in depth manner by taking
exhaustive feedback from them and by incorporating their suggestions into the process of
the organisation.
Staff members present: Singh Citizen, Mary Citizen, Jane Citizen, John Citizen and Jane
(Borrego et al. 2013).
TASK 2: Your next TASK is to develop and facilitate team cohesion. This must include
2A. Develop a policy statement for performance management and a policy statement for team
responsibility.
2B. Develop a 12 step procedure for your team performance management.
2C. In following-up performance, prepare TWO feedback letters to your team members. You may
wish to use the names of two staff members mentioned in scenario.
2A. Develop Policy Statements.
Team Effectiveness, Assessment No.1 v1.1 Last updated on 11/06/2019 by MM Page 12
Minutes
Inputs by:
Name Team member Input
Singh Citizen Sales targets should be revised according to
the season and not just according to
employees’ past performance.
Mary Citizen Special discounts should be given to regular
clients to be able to improve their retention.
Jane Citizen Company should make a note of the current
procedures being followed by it and should
consult experts to improve them.
John Citizen Sales targets should be more relaxed for fixed
employees than those set up for casual
employees.
Decision Made: 1. Sales targets will be set up in the future by using seasons as a basis and
they will be revised on the basis of the performance and experience of the employee.
2. Preferences of customers will be understood in a more in depth manner by taking
exhaustive feedback from them and by incorporating their suggestions into the process of
the organisation.
Staff members present: Singh Citizen, Mary Citizen, Jane Citizen, John Citizen and Jane
(Borrego et al. 2013).
TASK 2: Your next TASK is to develop and facilitate team cohesion. This must include
2A. Develop a policy statement for performance management and a policy statement for team
responsibility.
2B. Develop a 12 step procedure for your team performance management.
2C. In following-up performance, prepare TWO feedback letters to your team members. You may
wish to use the names of two staff members mentioned in scenario.
2A. Develop Policy Statements.
Team Effectiveness, Assessment No.1 v1.1 Last updated on 11/06/2019 by MM Page 12
T-1.8.1_v3
Instructions: Research “Performance Management Policy” in www.google.com.au and find at least
one policy of an organisation similar to Bing Lee. Based on the ideas and information from your
researched policy, develop two Policy Statements for your sales team at Bing Lee.
Brief Policy Statement for Performance Management (within 150 words)
Bing Lee intends to create an environment where all employees have a clear idea about their
individual performances and their importance to the organisation. The main method of
achieving the above said goals is by having a robust performance based management
program that provides timely reviews to the employees along with an annual review. This
management deals with the way performance is planned, managed, reviewed and achieved.
The annual results are then achieved in the process of benchmarking and revising the
standards according to the changes in the internal and external business environment.
Brief Policy Statement for Team Responsibility (within 150 words)
People working in Bing Lee are expected to act as a part of the team and not place their
individual priorities above the team’s requirements. They are expected to take care of the other
team members and facilitate to improve their performance in a way that leads to the
development of the team as a whole. In case of any unforeseen situations or circumstances,
they are required to think from the point of the team as a whole before acting upon in
accordance with their views. Any suggestions that they may have about the performance
improvement of the team should be put forward in an acceptable manner without any
hesitation or negligence (Borrego et al. 2013).
2B. Prepare a 12 step Procedure for Team Performance Management.
Instructions: Research “Performance Management Procedures” in www.google.com.au and find at
least one procedure of an organisation similar to Bing Lee. Based on the ideas and information from
your researched procedure, develop a performance procedure for your sales team at Bing Lee.
Try to understand the objectives of the organisation and understand how the sales team can
Team Effectiveness, Assessment No.1 v1.1 Last updated on 11/06/2019 by MM Page 13
Instructions: Research “Performance Management Policy” in www.google.com.au and find at least
one policy of an organisation similar to Bing Lee. Based on the ideas and information from your
researched policy, develop two Policy Statements for your sales team at Bing Lee.
Brief Policy Statement for Performance Management (within 150 words)
Bing Lee intends to create an environment where all employees have a clear idea about their
individual performances and their importance to the organisation. The main method of
achieving the above said goals is by having a robust performance based management
program that provides timely reviews to the employees along with an annual review. This
management deals with the way performance is planned, managed, reviewed and achieved.
The annual results are then achieved in the process of benchmarking and revising the
standards according to the changes in the internal and external business environment.
Brief Policy Statement for Team Responsibility (within 150 words)
People working in Bing Lee are expected to act as a part of the team and not place their
individual priorities above the team’s requirements. They are expected to take care of the other
team members and facilitate to improve their performance in a way that leads to the
development of the team as a whole. In case of any unforeseen situations or circumstances,
they are required to think from the point of the team as a whole before acting upon in
accordance with their views. Any suggestions that they may have about the performance
improvement of the team should be put forward in an acceptable manner without any
hesitation or negligence (Borrego et al. 2013).
2B. Prepare a 12 step Procedure for Team Performance Management.
Instructions: Research “Performance Management Procedures” in www.google.com.au and find at
least one procedure of an organisation similar to Bing Lee. Based on the ideas and information from
your researched procedure, develop a performance procedure for your sales team at Bing Lee.
Try to understand the objectives of the organisation and understand how the sales team can
Team Effectiveness, Assessment No.1 v1.1 Last updated on 11/06/2019 by MM Page 13
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T-1.8.1_v3
contribute to achieve them.
Develop policies by keeping the above mentioned objectives in mind.
Make your expectations from the team clear and keep the instructions concise.
Obtain an understanding of their views on the targets by taking feedback and incorporate any
suggestions which make the guidelines more efficient.
Provide suggestions about methods that need to be followed to achieve the targets without fail.
Assess the performance of individuals and the team as a whole by using tools like 360 degrees
feedback, appropriate documentation and other analytical tools like benchmarking.
Try to understand the reasons for the success or failure of the process and work on improving it.
Gain knowledge about other similar procedures used by the competitors and incorporate the better
aspects in them to make an impactful policy on an overall basis.
Try not to disrupt the policy at every opportunity unnecessarily and incorporate only those changes
which do not impact its structure as a whole.
Maintain proper documentation of the performance aspect of the employees.
Provide formal counselling and guidance to the employees when required.
Terminate the employees in case of no improvement despite exhaustive counselling.
2C. Based on the policies and procedures that you have written and using the TWO templates
provided below, prepare “TWO Feedback Letters” to follow-up on performance and to
encourage & reward for contributions. You should have consistency in both letters when
putting the dates and the performance issue.
Instructions for letter 1: Write a formal letter to your team because they did not reach the last quarter
sales targets. You may provide suggestions, advise, and gently remind them of consequences for not
meeting targets. (maximum 200 words)
<Organisation name and logo>
<Date>
Private and confidential
Subject: Sales Target Letter
Team Effectiveness, Assessment No.1 v1.1 Last updated on 11/06/2019 by MM Page 14
contribute to achieve them.
Develop policies by keeping the above mentioned objectives in mind.
Make your expectations from the team clear and keep the instructions concise.
Obtain an understanding of their views on the targets by taking feedback and incorporate any
suggestions which make the guidelines more efficient.
Provide suggestions about methods that need to be followed to achieve the targets without fail.
Assess the performance of individuals and the team as a whole by using tools like 360 degrees
feedback, appropriate documentation and other analytical tools like benchmarking.
Try to understand the reasons for the success or failure of the process and work on improving it.
Gain knowledge about other similar procedures used by the competitors and incorporate the better
aspects in them to make an impactful policy on an overall basis.
Try not to disrupt the policy at every opportunity unnecessarily and incorporate only those changes
which do not impact its structure as a whole.
Maintain proper documentation of the performance aspect of the employees.
Provide formal counselling and guidance to the employees when required.
Terminate the employees in case of no improvement despite exhaustive counselling.
2C. Based on the policies and procedures that you have written and using the TWO templates
provided below, prepare “TWO Feedback Letters” to follow-up on performance and to
encourage & reward for contributions. You should have consistency in both letters when
putting the dates and the performance issue.
Instructions for letter 1: Write a formal letter to your team because they did not reach the last quarter
sales targets. You may provide suggestions, advise, and gently remind them of consequences for not
meeting targets. (maximum 200 words)
<Organisation name and logo>
<Date>
Private and confidential
Subject: Sales Target Letter
Team Effectiveness, Assessment No.1 v1.1 Last updated on 11/06/2019 by MM Page 14
T-1.8.1_v3
Dear Team Members,
This letter is intended to discuss the last quarter’s performance of our team and
look at ways to improve upon it.
As all of you are aware by now, the performance of the team was below the
expected level during the last quarter. It’s understandable that the last quarter was not the season
where demand for our products was expected to be very high. However, all of you must also know
that there has also been a decrease in the general level of performance like punctuality, discipline,
customer interaction and efficiency in achieving the deadlines. As mentioned during the time of your
appointment, constant underperformance might lead to your termination. Hence, I suggest to all of
you to raise your performance levels and do all the basic things right. You are also required to
improve in the aspect of customer interaction as the feedback received has not been encouraging to
say the least. I believe that this will automatically raise the levels of the performance of the team as a
whole.
Kindly ensure that all of you manage to achieve the targets for the next
quarter without fail.
Chris Doyle
Sales Team Manager.
Instructions for letter 2: Write a letter appreciation and encouragement to your same sales team
because they have reached the sales targets this quarter of the year. You may provide motivation and
may reward them for reaching the sales targets. (maximum 200 words)
<Organisation name and logo>
<Date>
Private and confidential
Subject: Appreciation Letter
Dear Team Members,
Team Effectiveness, Assessment No.1 v1.1 Last updated on 11/06/2019 by MM Page 15
Dear Team Members,
This letter is intended to discuss the last quarter’s performance of our team and
look at ways to improve upon it.
As all of you are aware by now, the performance of the team was below the
expected level during the last quarter. It’s understandable that the last quarter was not the season
where demand for our products was expected to be very high. However, all of you must also know
that there has also been a decrease in the general level of performance like punctuality, discipline,
customer interaction and efficiency in achieving the deadlines. As mentioned during the time of your
appointment, constant underperformance might lead to your termination. Hence, I suggest to all of
you to raise your performance levels and do all the basic things right. You are also required to
improve in the aspect of customer interaction as the feedback received has not been encouraging to
say the least. I believe that this will automatically raise the levels of the performance of the team as a
whole.
Kindly ensure that all of you manage to achieve the targets for the next
quarter without fail.
Chris Doyle
Sales Team Manager.
Instructions for letter 2: Write a letter appreciation and encouragement to your same sales team
because they have reached the sales targets this quarter of the year. You may provide motivation and
may reward them for reaching the sales targets. (maximum 200 words)
<Organisation name and logo>
<Date>
Private and confidential
Subject: Appreciation Letter
Dear Team Members,
Team Effectiveness, Assessment No.1 v1.1 Last updated on 11/06/2019 by MM Page 15
T-1.8.1_v3
This letter is intended to congratulate all of you on your excellent performance
in the last quarter. It was indeed a commendable achievement.
I am fully aware that I may have come across a bit harsh during the last
quarter when we failed to achieve our targets as a team. I had stressed upon the need for all of you to
raise your performance standards and I am really glad that all of you took the matter seriously. I would
be contacting the higher management to reward you appropriately in the form of bonuses or any other
manner that is agreeable to all the parties. The good part is that the management has also agreed to
consider providing with satisfactory bonuses and rewards. This quarter’s results have also renewed
the faith of all the stakeholders in your capabilities. I hope that all of you continue to maintain the
same levels of motivation in the future and make the team proud.
Here’s wishing that we manage to overcome all forms of obstacles that
we come across in the future successfully.
Yours sincerely,
Chris Doyle
Sales Team Manager.
TASK 3: Your TASK 3 as a manager is to facilitate teamwork within your departmental sales
team. To complete this task, you are required to perform TWO role-play sessions.
3A. The first role-play session is based on maintain an open communication process with your team
and to clarify the organisational policies and objectives.
3B. The second role-play session is based on supporting the team, identifying performance problems,
resolving problems and advising them on better work methods that you personally use.
3C. Fill out the recordkeeping form
ROLE-PLAY INSTRUCTIONS:
Pairs are required in this assessment. One learner will play the role of the team with performance
issues and you will play the role of the manager. To participate in the role-play, you will have to
prepare scripts for both roles. You will work on the role-script in electronic document and submit the
assessment in a hard copy. Your role-play partner will not be assessed for this task.
Team Effectiveness, Assessment No.1 v1.1 Last updated on 11/06/2019 by MM Page 16
This letter is intended to congratulate all of you on your excellent performance
in the last quarter. It was indeed a commendable achievement.
I am fully aware that I may have come across a bit harsh during the last
quarter when we failed to achieve our targets as a team. I had stressed upon the need for all of you to
raise your performance standards and I am really glad that all of you took the matter seriously. I would
be contacting the higher management to reward you appropriately in the form of bonuses or any other
manner that is agreeable to all the parties. The good part is that the management has also agreed to
consider providing with satisfactory bonuses and rewards. This quarter’s results have also renewed
the faith of all the stakeholders in your capabilities. I hope that all of you continue to maintain the
same levels of motivation in the future and make the team proud.
Here’s wishing that we manage to overcome all forms of obstacles that
we come across in the future successfully.
Yours sincerely,
Chris Doyle
Sales Team Manager.
TASK 3: Your TASK 3 as a manager is to facilitate teamwork within your departmental sales
team. To complete this task, you are required to perform TWO role-play sessions.
3A. The first role-play session is based on maintain an open communication process with your team
and to clarify the organisational policies and objectives.
3B. The second role-play session is based on supporting the team, identifying performance problems,
resolving problems and advising them on better work methods that you personally use.
3C. Fill out the recordkeeping form
ROLE-PLAY INSTRUCTIONS:
Pairs are required in this assessment. One learner will play the role of the team with performance
issues and you will play the role of the manager. To participate in the role-play, you will have to
prepare scripts for both roles. You will work on the role-script in electronic document and submit the
assessment in a hard copy. Your role-play partner will not be assessed for this task.
Team Effectiveness, Assessment No.1 v1.1 Last updated on 11/06/2019 by MM Page 16
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T-1.8.1_v3
You are required to:
1. Develop the role-play scripts for two sessions with questions and possible answers as
structured.
2. Attach both the role – play scripts (in APPENDIX 2)
3. Conduct the performance review meetings (Participate in role-play sessions)
4. Completed performance review recordkeeping form
ROLE PLAY SESSIONS – 20 MINUTES
3A. First role-play session. Assess Performance (10 minutes)
The first section of the role play is to train the team members on the performance management
system, organisational policy and time lines. This must include:
Introduction & greetings
Highlight the organisational policy and team targets for performance management
Highlight the key performance indicators (KPIs)
Train the team on how the team performance will be assessed
Explain the timeline of performance evaluation
3B. Second role-play session. Performance Feedback (10 minutes)
Instructions: Additional information on providing feedback and coaching is available at University of
Leicester website http://www2.le.ac.uk/offices/academic-practice/research-development/mentoring/
feedback and also at Small Biz Connect website http://toolkit.smallbiz.nsw.gov.au/part/8/40/195
Provide formal and informal feedback on team performance. Your feedback must include (but not
limited to):
Introduction and Ice breakers (Greetings)
Informal suggestions and praise on team strengths
Identifying and notifying work performance problems (identify at least 2 areas)
State your actions to address poor performance identified (at least 2 action plans)
Based on performance issues identified, support and advise the team on areas to improve.
Explain your work methods and your contributions to the team as a leader to influence them
to work efficiently.
3C. Fill out the performance recordkeeping form
Team Performance Review & Recordkeeping Form
Team Effectiveness, Assessment No.1 v1.1 Last updated on 11/06/2019 by MM Page 17
You are required to:
1. Develop the role-play scripts for two sessions with questions and possible answers as
structured.
2. Attach both the role – play scripts (in APPENDIX 2)
3. Conduct the performance review meetings (Participate in role-play sessions)
4. Completed performance review recordkeeping form
ROLE PLAY SESSIONS – 20 MINUTES
3A. First role-play session. Assess Performance (10 minutes)
The first section of the role play is to train the team members on the performance management
system, organisational policy and time lines. This must include:
Introduction & greetings
Highlight the organisational policy and team targets for performance management
Highlight the key performance indicators (KPIs)
Train the team on how the team performance will be assessed
Explain the timeline of performance evaluation
3B. Second role-play session. Performance Feedback (10 minutes)
Instructions: Additional information on providing feedback and coaching is available at University of
Leicester website http://www2.le.ac.uk/offices/academic-practice/research-development/mentoring/
feedback and also at Small Biz Connect website http://toolkit.smallbiz.nsw.gov.au/part/8/40/195
Provide formal and informal feedback on team performance. Your feedback must include (but not
limited to):
Introduction and Ice breakers (Greetings)
Informal suggestions and praise on team strengths
Identifying and notifying work performance problems (identify at least 2 areas)
State your actions to address poor performance identified (at least 2 action plans)
Based on performance issues identified, support and advise the team on areas to improve.
Explain your work methods and your contributions to the team as a leader to influence them
to work efficiently.
3C. Fill out the performance recordkeeping form
Team Performance Review & Recordkeeping Form
Team Effectiveness, Assessment No.1 v1.1 Last updated on 11/06/2019 by MM Page 17
T-1.8.1_v3
Team: Sales Team
Review date: 17-07-2019
Next review date: 10-08-2019
Supervisor/Reviewer Name:
Key Performance
Indicators
Performance
Standards
Actual Staff
Performance
Actions
<List the duties and
responsibilities that are
used as performance
indicators relevant to the
position>
<Describe what doing
the job well looks
like>
<Comments on
performance as at
review dates>
<List the actions to
be taken to address
poor performance>
Time management and
maintaining punctuality
and discipline
Achieving the
required targets in a
specified time
without any delay
and being available
at any time during
the shift hours.
Majority of the staff
have performed up
to a satisfactory
level. Some of the
staff members still
need to improve their
performance in the
aspect of time
management.
Formal written
communications
will be provided to
the employees
whose
performances are
deemed as not
satisfactory. They
should follow the
guidelines
mentioned in the
document.
Meeting the sales target
and providing
satisfactory customer
service
Achieving the
weekly sales target
both individually
and as a team.
Receiving positive
feedback from
customers about
individual
performances
The performance of
the team has been
very good. Some of
the individuals are
still not able to meet
the weekly targets
and not able to
completely interact
with the customers
in a clear way.
More initiative
needs to be shown
while interacting
with the
customers. Their
suggestions need
to be heard in a
patient manner.
Sales need to be
closed in a timely
manner.
Areas of concern (identify at least 2 work performance problems): Meeting deadlines and retention of
customers
Suggestions on improvement (coaching, training): There is a need for coaching to improve social and
interaction skills while creative training is necessary for finding new ways to close down sales.
Your Signature:
Team Effectiveness, Assessment No.1 v1.1 Last updated on 11/06/2019 by MM Page 18
Team: Sales Team
Review date: 17-07-2019
Next review date: 10-08-2019
Supervisor/Reviewer Name:
Key Performance
Indicators
Performance
Standards
Actual Staff
Performance
Actions
<List the duties and
responsibilities that are
used as performance
indicators relevant to the
position>
<Describe what doing
the job well looks
like>
<Comments on
performance as at
review dates>
<List the actions to
be taken to address
poor performance>
Time management and
maintaining punctuality
and discipline
Achieving the
required targets in a
specified time
without any delay
and being available
at any time during
the shift hours.
Majority of the staff
have performed up
to a satisfactory
level. Some of the
staff members still
need to improve their
performance in the
aspect of time
management.
Formal written
communications
will be provided to
the employees
whose
performances are
deemed as not
satisfactory. They
should follow the
guidelines
mentioned in the
document.
Meeting the sales target
and providing
satisfactory customer
service
Achieving the
weekly sales target
both individually
and as a team.
Receiving positive
feedback from
customers about
individual
performances
The performance of
the team has been
very good. Some of
the individuals are
still not able to meet
the weekly targets
and not able to
completely interact
with the customers
in a clear way.
More initiative
needs to be shown
while interacting
with the
customers. Their
suggestions need
to be heard in a
patient manner.
Sales need to be
closed in a timely
manner.
Areas of concern (identify at least 2 work performance problems): Meeting deadlines and retention of
customers
Suggestions on improvement (coaching, training): There is a need for coaching to improve social and
interaction skills while creative training is necessary for finding new ways to close down sales.
Your Signature:
Team Effectiveness, Assessment No.1 v1.1 Last updated on 11/06/2019 by MM Page 18
T-1.8.1_v3
TASK 4: Your final TASK as a manager is to liaise with various stakeholders of the
organisation. You will need to:
4A. Prepare a formal communication and liaison with organisational stakeholders such as top
management.
4B. Evaluate and take necessary corrective action using an Action Plan template regarding
unresolved issues and problems raised by the top manager.
4A. Using the template below, communicate with the top management by writing a formal letter
to the area manager of the store. Explain him/her about the individual and team performance
plans and also the performance results as mentioned in your-role play script. Also mention
how you are meeting the organisational goals. (Maximum 200 words)
Date: 17-07-2019
Subject: Discussion of Team Performance
Dear Sir,
This is to inform you about the developments that have taken place recently in our team and
take your suggestions regarding the same.
I am glad to inform you that the performance of my team has been of a very high quality and
the future prospects also look very bright. They have been meeting the weekly targets very efficiently
and are fully involved in the process. The latest automated system implemented by us has been very
effective in taking a note of their performance aspects and providing information about the strengths
and weaknesses. We have also agreed to start training sessions which help us in reducing costs and
improving customer satisfaction and retention. On an overall basis, we are contributing well in
improving the reputation of the company through our contribution to the organisation. We also believe
that implementing the above said measures will make the team much better than they currently are.
I hope that you are satisfied with the team performance and will continue to provide us with
your necessary guidance and suggestions in the future as well.
Team Effectiveness, Assessment No.1 v1.1 Last updated on 11/06/2019 by MM Page 19
TASK 4: Your final TASK as a manager is to liaise with various stakeholders of the
organisation. You will need to:
4A. Prepare a formal communication and liaison with organisational stakeholders such as top
management.
4B. Evaluate and take necessary corrective action using an Action Plan template regarding
unresolved issues and problems raised by the top manager.
4A. Using the template below, communicate with the top management by writing a formal letter
to the area manager of the store. Explain him/her about the individual and team performance
plans and also the performance results as mentioned in your-role play script. Also mention
how you are meeting the organisational goals. (Maximum 200 words)
Date: 17-07-2019
Subject: Discussion of Team Performance
Dear Sir,
This is to inform you about the developments that have taken place recently in our team and
take your suggestions regarding the same.
I am glad to inform you that the performance of my team has been of a very high quality and
the future prospects also look very bright. They have been meeting the weekly targets very efficiently
and are fully involved in the process. The latest automated system implemented by us has been very
effective in taking a note of their performance aspects and providing information about the strengths
and weaknesses. We have also agreed to start training sessions which help us in reducing costs and
improving customer satisfaction and retention. On an overall basis, we are contributing well in
improving the reputation of the company through our contribution to the organisation. We also believe
that implementing the above said measures will make the team much better than they currently are.
I hope that you are satisfied with the team performance and will continue to provide us with
your necessary guidance and suggestions in the future as well.
Team Effectiveness, Assessment No.1 v1.1 Last updated on 11/06/2019 by MM Page 19
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T-1.8.1_v3
Regards,
Your Name: Chris Doyle
Sign:
Position: Sales Team Manager
4B. Evaluate and take necessary corrective action using the Action Plan template below
regarding unresolved issues and problems raised by the top manager. The manager has
raised the following issues and problems to you.
Sales targets not being met by some team members
It will effect budget and operational costs for the store
Performance bonuses will also be affected
To meet the whole team targets for the next quarter
QUARTERLY TEAM ACTION PLAN
Month Tasks, goals and objectives for the month Deadline Responsible
Person
September - Meeting the sales target within the deadline
- Reduce the time required to close a deal
- Improve satisfaction of the customers
30.9.2019
John Citizen
Jane Citizen
Singh Citizen
October - Improve the sales achieved from last month
- Try to attain more sales to gain the benefit of bonuses
- Reduce unnecessary overheads involved in the stores.
31.10.2019
John Citizen
Jerry Citizen
Mary Citizen
November - Work more efficiently to meet the monthly target
- Keep a check on the targets and do not miss them at
any cost
- Attain more bonuses
30.11.2019 Singh Citizen
James
Citizen
Ali Citizen
December - Cover up the deficits of the previous months
- Achieve maximum possible sales to improve on
quarterly bonuses.
31.12.2019 Mary Citizen
Jane Citizen
Team Effectiveness, Assessment No.1 v1.1 Last updated on 11/06/2019 by MM Page 20
Regards,
Your Name: Chris Doyle
Sign:
Position: Sales Team Manager
4B. Evaluate and take necessary corrective action using the Action Plan template below
regarding unresolved issues and problems raised by the top manager. The manager has
raised the following issues and problems to you.
Sales targets not being met by some team members
It will effect budget and operational costs for the store
Performance bonuses will also be affected
To meet the whole team targets for the next quarter
QUARTERLY TEAM ACTION PLAN
Month Tasks, goals and objectives for the month Deadline Responsible
Person
September - Meeting the sales target within the deadline
- Reduce the time required to close a deal
- Improve satisfaction of the customers
30.9.2019
John Citizen
Jane Citizen
Singh Citizen
October - Improve the sales achieved from last month
- Try to attain more sales to gain the benefit of bonuses
- Reduce unnecessary overheads involved in the stores.
31.10.2019
John Citizen
Jerry Citizen
Mary Citizen
November - Work more efficiently to meet the monthly target
- Keep a check on the targets and do not miss them at
any cost
- Attain more bonuses
30.11.2019 Singh Citizen
James
Citizen
Ali Citizen
December - Cover up the deficits of the previous months
- Achieve maximum possible sales to improve on
quarterly bonuses.
31.12.2019 Mary Citizen
Jane Citizen
Team Effectiveness, Assessment No.1 v1.1 Last updated on 11/06/2019 by MM Page 20
T-1.8.1_v3
- Keep a check on the quarterly costs James
Citizen
Additional comments: All of you are required to work as a team and help each other whenever
you need to. I hope all of you act in best interests of the team and attain much higher
performance levels than you did in the previous quarter.
Team Effectiveness, Assessment No.1 v1.1 Last updated on 11/06/2019 by MM Page 21
- Keep a check on the quarterly costs James
Citizen
Additional comments: All of you are required to work as a team and help each other whenever
you need to. I hope all of you act in best interests of the team and attain much higher
performance levels than you did in the previous quarter.
Team Effectiveness, Assessment No.1 v1.1 Last updated on 11/06/2019 by MM Page 21
T-1.8.1_v3
MARKING RUBRIC FOR ALL TASKS (for trainer use only)
The assessor needs to use judgment in providing marks for the tasks based on learner performance.
TASK NO. MARK ALLOCATED MARK RECEIVED
TASK 1A. Roster for the TV sales
division
5
TASK 1B. Develop Key Performance
Indicators (KPIs) for team members
5
TASK 1C. Prepare a performance
agreement letter
5
TASK 1D. Prepare a planning meeting
agenda
5
TASK 2A. Develop a policy statement
for performance management and a
policy statement for team responsibility
10
TASK 2B. Develop a procedure for
team performance management
10
TASK 2C. Prepare feedback letters to
team members
10
TASK 3A. First role-play session 15
TASK 3B. Second role-play session 15
TASK 3C. Fill out the performance
recordkeeping form
10
TASK 4A. Prepare a formal
communication and liaison with
stakeholders
5
TASK 4B. Evaluate and take corrective
action on unresolved issues and
problems using an action plan
5
TOTAL 100
Team Effectiveness, Assessment No.1 v1.1 Last updated on 11/06/2019 by MM Page 22
MARKING RUBRIC FOR ALL TASKS (for trainer use only)
The assessor needs to use judgment in providing marks for the tasks based on learner performance.
TASK NO. MARK ALLOCATED MARK RECEIVED
TASK 1A. Roster for the TV sales
division
5
TASK 1B. Develop Key Performance
Indicators (KPIs) for team members
5
TASK 1C. Prepare a performance
agreement letter
5
TASK 1D. Prepare a planning meeting
agenda
5
TASK 2A. Develop a policy statement
for performance management and a
policy statement for team responsibility
10
TASK 2B. Develop a procedure for
team performance management
10
TASK 2C. Prepare feedback letters to
team members
10
TASK 3A. First role-play session 15
TASK 3B. Second role-play session 15
TASK 3C. Fill out the performance
recordkeeping form
10
TASK 4A. Prepare a formal
communication and liaison with
stakeholders
5
TASK 4B. Evaluate and take corrective
action on unresolved issues and
problems using an action plan
5
TOTAL 100
Team Effectiveness, Assessment No.1 v1.1 Last updated on 11/06/2019 by MM Page 22
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T-1.8.1_v3
ROLE-PLAY 1 ASSESSING RUBRIC (for trainer use only)
The Trainer is to assess the learner’s performance in TASK 3A using the role-play Checklist provided
below.
DID THE CANDIDATE DEMONSTRATE THE FOLLOWING C NYC
Introduction & greetings
Highlight the organisational policy and team targets for performance
management
Highlight the key performance indicators (KPIs)
Train the team on how the team performance will be assessed
Explain the timeline of performance evaluation
ROLE-PLAY 2 ASSESSING RUBRIC (for trainer use only)
The Trainer is to assess the learner’s performance in TASK 3B using the role-play Checklist provided
below.
DID THE CANDIDATE DEMONSTRATE THE FOLLOWING C NYC
Introduction and Ice breakers (Greetings)
Informal suggestions and praise on team strengths
Identifying and notifying work performance problems (identify at least 2
areas)
State your actions to address poor performance identified (at least 2 action
plans)
Based on performance issues identified, support and advise the team on
areas to improve.
Explain your work methods and your contributions to the team as a leader
to influence them to work efficiently.
Team Effectiveness, Assessment No.1 v1.1 Last updated on 11/06/2019 by MM Page 23
ROLE-PLAY 1 ASSESSING RUBRIC (for trainer use only)
The Trainer is to assess the learner’s performance in TASK 3A using the role-play Checklist provided
below.
DID THE CANDIDATE DEMONSTRATE THE FOLLOWING C NYC
Introduction & greetings
Highlight the organisational policy and team targets for performance
management
Highlight the key performance indicators (KPIs)
Train the team on how the team performance will be assessed
Explain the timeline of performance evaluation
ROLE-PLAY 2 ASSESSING RUBRIC (for trainer use only)
The Trainer is to assess the learner’s performance in TASK 3B using the role-play Checklist provided
below.
DID THE CANDIDATE DEMONSTRATE THE FOLLOWING C NYC
Introduction and Ice breakers (Greetings)
Informal suggestions and praise on team strengths
Identifying and notifying work performance problems (identify at least 2
areas)
State your actions to address poor performance identified (at least 2 action
plans)
Based on performance issues identified, support and advise the team on
areas to improve.
Explain your work methods and your contributions to the team as a leader
to influence them to work efficiently.
Team Effectiveness, Assessment No.1 v1.1 Last updated on 11/06/2019 by MM Page 23
T-1.8.1_v3
APPENDIX 1
Links to further resources, theory, guides and templates
1. FAIRWORK Ombudsman (Consultation and cooperation in the workplace, Best Practice
Guide) - https://www.fairwork.gov.au/how-we-will-help/templates-and-guides/best-practice-
guides/consultation-and-cooperation-in-the-workplace
2. Develop a good presentation - https://business.tutsplus.com/tutorials/creative-presentation-
ideas--cms-27281
3. Pith and Presentation templates - https://slidebean.com/presentation-templates/
4. Institute of Business Ethics (Resources on Business Ethics) -
http://www.ibe.org.uk/resources-and-codes-of-ethics/52/52
5. Further links to business ethics - http://www.ethicssage.com/ethics-resources.html
6. How To Delegate The Right Tasks To The Right People -
https://www.briantracy.com/blog/leadership-success/how-to-delegate-the-right-tasks-to-the-
right-people-effective-management-skills-for-leadership-success/
7. How to delegate (with pictures) - http://www.wikihow.com/Delegate
8. Forbes (How to Delegate More Effectively in Your Business) -
https://www.forbes.com/sites/martinzwilling/2013/10/02/how-to-delegate-more-effectively-in-
your-business/#7870fcd469bc
9. Training Needs Analysis (TNA) Guide -
http://www.skillnets.ie/sites/skillnets.ie/files/imce/u7/tna_guide_2013.pdf
10. Risk Matrix - http://www.jakeman.com.au/media/whats-right-with-risk-matrices
11. How to conduct risk analysis and use the Risk Assessment Matrix -
http://www.brighthubpm.com/risk-management/88566-tool-for-assessing-project-risk/
12. Australian Leadership Foundation (LEADERSHIP TOOLS) -
http://leadership.org.au/resources/leadership-models-tools/
13. Leadership styles: Understanding and using the right one -
https://www.informa.com.au/insight/leadership-styles-understanding-and-using-the-right-one-
for-your-situation/
14. 5 Ways top project managers allocate their resources - hhttps://blog.resourceguruapp.com/5-
ways-top-project-managers-allocate-their-resources/
Team Effectiveness, Assessment No.1 v1.1 Last updated on 11/06/2019 by MM Page 24
APPENDIX 1
Links to further resources, theory, guides and templates
1. FAIRWORK Ombudsman (Consultation and cooperation in the workplace, Best Practice
Guide) - https://www.fairwork.gov.au/how-we-will-help/templates-and-guides/best-practice-
guides/consultation-and-cooperation-in-the-workplace
2. Develop a good presentation - https://business.tutsplus.com/tutorials/creative-presentation-
ideas--cms-27281
3. Pith and Presentation templates - https://slidebean.com/presentation-templates/
4. Institute of Business Ethics (Resources on Business Ethics) -
http://www.ibe.org.uk/resources-and-codes-of-ethics/52/52
5. Further links to business ethics - http://www.ethicssage.com/ethics-resources.html
6. How To Delegate The Right Tasks To The Right People -
https://www.briantracy.com/blog/leadership-success/how-to-delegate-the-right-tasks-to-the-
right-people-effective-management-skills-for-leadership-success/
7. How to delegate (with pictures) - http://www.wikihow.com/Delegate
8. Forbes (How to Delegate More Effectively in Your Business) -
https://www.forbes.com/sites/martinzwilling/2013/10/02/how-to-delegate-more-effectively-in-
your-business/#7870fcd469bc
9. Training Needs Analysis (TNA) Guide -
http://www.skillnets.ie/sites/skillnets.ie/files/imce/u7/tna_guide_2013.pdf
10. Risk Matrix - http://www.jakeman.com.au/media/whats-right-with-risk-matrices
11. How to conduct risk analysis and use the Risk Assessment Matrix -
http://www.brighthubpm.com/risk-management/88566-tool-for-assessing-project-risk/
12. Australian Leadership Foundation (LEADERSHIP TOOLS) -
http://leadership.org.au/resources/leadership-models-tools/
13. Leadership styles: Understanding and using the right one -
https://www.informa.com.au/insight/leadership-styles-understanding-and-using-the-right-one-
for-your-situation/
14. 5 Ways top project managers allocate their resources - hhttps://blog.resourceguruapp.com/5-
ways-top-project-managers-allocate-their-resources/
Team Effectiveness, Assessment No.1 v1.1 Last updated on 11/06/2019 by MM Page 24
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