Enhancing Teamwork: Policies and Procedures for Austin Constructions

This portfolio presents a comprehensive analysis of team management principles, focusing on the design of policies and procedures to enhance team efficiency and cohesion within Austin Constructions. It emphasizes the importance of teamwork, collaboration, and clear communication channels. The portfolio includes proposed policies addressing values, team structures, leadership responsibilities, innovation, and accountability. It also examines different leadership styles through case studies and offers recommendations for improving employee attitudes and organizational performance. The document highlights the significance of cultural competency, training programs, and reward systems in fostering a positive work environment. It concludes with a performance plan outlining key objectives, such as meeting deadlines and ensuring project deliverables, while promoting employee motivation and professional development. Desklib provides this document as a valuable resource for students studying leadership and management.

Running head: TEAM MANAGEMENT 1
Design of Policies and Procedures to Ensure Team Efficiency and Cohesion
Student’s Name:
Institutional Affiliation:

TEAM MANAGEMENT 2
Assessment 1
This paper offers a portfolio of evidence that will later be conveyed for implementation
by the Austin Constructions in Victoria, Australia. This analysis establishes that teamwork and
collaboration are key ingredients for organizational performance as they optimize operational
processes, and provide functional networks for project deliverables. As a result, this section of
the paper offers a detailed portfolio of evidence with clear structures, responsibilities, and
processes to support the implementation of the new contract by the Fosse Commercial
Contractors.
Policies and Procedures
I. The company commits to exercises and uphold the values of honesty, transparency,
integrity, and accountability as part of its daily routine and service delivery to its
clientele.
II. In meeting the varied project goals, small teams of IT experts and technical specialists
shall be established with clear roles, responsibilities, goals, and performance assessment.
III. The team leader shall be responsible for the guidance and governance of the project
management process. The team leader shall liaise with the project manager for
clarifications, problem-solving, costing, and work schedule.
IV. Teamwork and collaboration is the engine of work processes and superior service
delivery. As a result, the company shall encourage group workings and support coercive
efforts to establish teams on a regular basis.
V. The company shall offer an environment that supports innovation and creativity. As a
result, tools and systems that support project management and its allied delivery
processes shall be adopted.
VI. Clear communication channels are provided for information conveyance. They include;
email, memos, formal meetings, seminars, boardroom talks, and notice boards. The
company shall not adopt social media channels at the beginning of projects.
VII. Teams shall test standards and guidelines, and ensure that projects done conform to all
the local and national policies and statutory laws.
VIII. The company shall commit to a culture of honoring staff performance. In this realization,
the HR department shall support efforts towards career and professional development.
Training, sound compensations, and future career paths will be encouraged within and
across the organization.
IX. All persons shall be held responsible for their actions, misconducts, and inactions. This
means that accountability as a value shall be upheld.
The company shall ensure the execution and implementation of the above policies. Part of
ensuring implementation is to conduct regular performance assessment. This measures will help
identify possible violations and the reasons thereof that led to infringements. Further, these laws
shall be adhered to, regularly communicated to all employees, and used as a point of reference in
decision-making processes. The quality assurance department shall constantly review the above
laws and involve the relevant stakeholders in case of alteration of the laws with regards to
structural changes within and across the organization.

TEAM MANAGEMENT 3
Assessment 2
Scenario 2 Case Study Questions
In the first case study, John can be considered as an autocratic leader because he has little
time to listen and address staff concerns. Although he was promoted to a managerial position, he
is held up with routine management activities leaving little room to address issues. This analysis
notes that John leverages the autocratic approach to management. Autocratic leaders are likely to
make decisions and choices unilaterally without much considerations from juniors. This
unilateral decision making can promote sound decisions, and leads to a faster decision-making
process since only one person has the consent to make the final say. Unfortunately, it is crucial to
acknowledge that John’s management style is limiting to employees that want more control of
their decisions, and who require more autonomy.
The second case study notes that as a senior manager of the Austin Constructions,
Michelle loves all her work colleagues. She respects everyone and does not consider her as the
boss but rather as a member of a team. And a result, decisions are made collectively by team
members. Michelle has faced little challenges working with team members although she
constantly resolves issues with employees. Michelle uses a democratic approach to management.
This management style involves employees in the routine decision-making process. Indeed, a
majority of decisions are agreed upon by the majority meaning that Michelle democratic
approach to management takes into consideration the input of its workforce.
Mario is a supervisor working with a window installation company. Mario is quite happy
and proud that he runs a tight schedule since employees obey his instructions and adhere to
policies. Employees also work through lunch and after work hours to meet project deliverables.
Mario team has a superior reputation and popularity in the industry and the manager encourages
employees to approach the office in case of issues or errors. Just recently, a few employees have
been calling absent due to sickness and Mario has overheard through the grapevine that two of
his employees have been applying in other companies. This analysis notes that Mario approach is
similar to the consultative which implies that employees have a free environment for formal
consultations. Notably, the consultative approach seeks to establish functional networks within
the organization for feedback, decision-making, and clarification of the issue.
It is important to acknowledge that the aristocratic leadership style is mostly prevalent in
high-performing and well-developed organizations. This leadership enables the senior manager
to reserve crucial decisions and reserves power only on the top hierarchical positions. The
diplomatic management style relies on heavy involvement meaning that employees are closely
connected and involved with each other. Most importantly is that decisions are made laterally
and every staff has a unique contribution as part of the decision-making process. Finally, the
consultative management style enables the leader to constantly seek feedback and advice from
subordinates. And this means that managers have to maintain close ties, nurture open networks,
and constantly strive to support self-expression, deliberations, and consultations among different
team players. The case study offered in the second assessment provides a clear example of the
application of the above three management styles in typical incidences.

TEAM MANAGEMENT 4
Assessment 3 Case Study
Steve memo should address issues that are near and team to the overall team performance
and productivity. Foremost, the memo should acknowledge the efforts of different efforts in
meeting different project deliverables. Showing appreciation or acknowledgment will provide a
level-playing field to lay down other issues of significance. The memo should further address the
values, mission, and vision of the organization and how they are met when employee fulfill their
varied roles. This means that the memo will align the work roles of the workforce with the vision
and mission of the company. The memo will go further to address any underlying projects, their
requirements, and what might be required for implementation (Stokes, 2016). The memo will
address how employees can collaboratively meet different project deliverables. This will require
teamwork, conflict resolution, cultural competency, and integrity as part of the team-work
process.
The memo will seek to fulfill specific objectives and roles. First, it will help establish
rapport between Sean and his colleagues, and this is quite critical in the successful
accomplishment of varied roles. Further, this memo will provide clarity and transparency about
the fulfillment of different roles. Notably, it will provide a clear understanding of the specific
roles of employees, approaches to work performance, and fulfillment of work roles. The memo
will further provide responsibility and accountability particularly when employees are expected
to undertake specific roles and execute given mandates. This means that all employee, by having
full knowledge of their work roles and responsibilities, will be held accountable for violations
against deadlines, stipulated instructions, and operations scheduling (Stokes, 2016). Finally, the
memo will boost organizational performance by enhancing the linkage between employees’
work roles, available channels and resources, and existing channels of support. This means the
memo will communicate ideas and convey information that improves the overall work
performance and productivity.
Sean has major strengths and weaknesses in his new roles. For instance, he is noted as an
active person who has constantly succeeded in his organizational roles. He also works extra
hours to meet project deliverables and this factor points to his dedication and commitment as an
employee. Most importantly, Sean is fully committed to the new supervisory role as
demonstrated by former work history and job competency (Adeniyi, 2007). Unfortunately, Sean
faces glaring weaknesses. First, his new supervisory role will require the inclusion of strong
skills in cultural competency. This is particularly because cultural competency is highly sought
when interacting with organizational employees of different social and ethnic affiliations.
Another major weakness is that the new supervisory role maybe time-consuming and in the
process interfere with the output and overall quality of Sean services as a senior manager.
Improving employee attitudes towards an organization requires insight, effort, and sound
leadership. In his new supervisory roles, I personally believe that Sean will successfully execute
hi mandates. As a demonstration, he has practiced in different professional capacities with a
strong performance in areas of routine operations and management. As a result, I believe that
Sean will succeed in his new position as he looks forward to immersing his lifelong professional
experience and exposure to a new position (Adeniyi, 2007). This analysis establishes the fact that

TEAM MANAGEMENT 5
to successfully execute the new supervisory mandates, it is crucial that Sean emphasizes
collaboration, fosters integrity through training programs, and offer rewards as part of
rejuvenating the demotivated workers and staff. Finally, there is a need to constantly remind
employees of the higher ideals served by an organization, and the existing resources and
channels to accomplish them. This way, it is possible to influence the employees’ view and their
overall attitude towards the company.
Sean power or level of influence will depend on three major factors. First, it will depend
on the organizational culture and behavior. Bureaucratic organizations are likely to have top
officials like supervisory managers having large loci of control, and thereby stronger influence.
On the other hand, leaner private organizations are likely to feature more diplomatic and
accommodative organizational cultures. This means senior managers do not have stronger
influence as a result of a small team of workers or staff reporting to a single person. His power
will also depend on his management style which aligns to his personality. Finally, Sean level of
power and influence will depend on the attitudes and perception of employees towards him, and
how likely they are to remain loyal and abide by his instructions and guidance (Catlin-Legutko &
Klingler, 2012). This means that Sean should constantly strive to build engaging relationships
with the subordinates, develop clear communication lines, and channels of conflict resolution.
The above will go a long way to ensure Sean has a strong influence and power in the
organization and to his subordinates.
Assessment 4
Performance Plan
Punctuality Quality Deadline Integrity Accountability Discipline
Employee
Employee
Employee
Employee
Employee
Employee
Employee
It should be noted that as the manager of a team of three people, I will encourage and
motivate the team through both formal and informal channels. First, I will create an open
organizational culture that enables all workers to express their grievance and air issue and
concerns. Further, I will uphold employee training and professional development as part of
creating commitment and dedication to the task. These on-the-job OTJ training programs will
address different areas of needs like; cross-cultural communication, standardization, conformity
assessment, and communication skills (Hayes & Hayes, 2002). Finally, there is a need to
establish a new reward program that recognizes and awards employees based on their varied
performances. Personally, I believe that the provision of training, professional development, and
award programs will altogether serve to ensure the team is encouraged.

TEAM MANAGEMENT 6
Objectives
 Deadlines – The team shall strive to meet all deadlines without fail. Timely
communication shall be offered and information conveyed on any requests for deadline
extensions.
 Project deliverables – All projects shall be assigned to workers and staff depending on
their level of proficiency and competency. This goal seeks to ensure that the organization
achieves higher performance through superior products.
 Honesty – The team shall uphold the values of transparency and honesty. This goal
implies offering information, provision of clear channels of communication, and holding
employees accountable for their actions.
 Performance – The team shall encourage a culture that supports better performance. This
objective seeks to ensure that employees output is consistent with well-established
quality assessment frameworks.
 Inclusion and diversity – The organization commits to offering an inclusive work
environment that supports different cultures and social backgrounds; white, black,
Hispanic, Latino, Indian, Arabic, Asian, or Africans.
Works Cited
Adeniyi, M. A. (2007). Effective leadership management: An integration of styles, skills &
character for today's CEOs. Bloomington, Ind: Author House.
Catlin-Legutko, C., & Klingler, S. (2012). Organizational management. Lanham, Md: AltaMira
Press.
Hayes, N., & Hayes, N. (2002). Managing teams: A strategy for success. London: Thomson
Learning.
Stokes, P. (2016). Organizational management: Approaches and solutions.