BSBWOR502 Leading and Managing Team Effectiveness: Apparel Brands

This report addresses team performance issues within Apparel Brands PVT Ltd, focusing on strategic moves to develop its own brands, sell directly to consumers, and leverage e-commerce. It details communication strategies, training initiatives, and team formation based on employee behavior. Conflict resolution techniques, particularly collaboration and accommodation, were employed. The report also discusses the rationale behind action plans to meet the company's strategic goals, emphasizing cooperative staff support and constant performance monitoring. Furthermore, it covers key performance indicators (KPIs) for a new call center team, the three stages of performance management, and relevant NSW legislation. The GROW model is explored as a performance management tool. Case studies provide insights into providing positive and constructive feedback to employees, highlighting the importance of communication, empathy, and clear expectations in performance management.

Running Head: LEADERSHIP AND MANAGEMENT
Topic- Leadership and Management
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Assignment 1
LEADING AND MANAGING TEAM EFFECTIVENESS (BSBWOR502)
Assessment task 3
REPORT
This report is a draft of how team performance issue is resolved in Apparel Brands PVT Ltd. As
the company is embarking new strategic moves to develop own brands and product ranges, sell
directly to consumers without any third-party involvement in between and is also leveraging e-
commerce opportunities it is required to make all employees aware about its new strategic move
and new vision. A pre-meeting was conducted where all team members were communicated the
same and about the different operational methods to be undertaken. Open two-way direct
communication (both written and verbal) was encouraged where the team members directly
approached the manager about their issues on product manufacturing, costing, distribution and e-
commerce implementation (Buckinghamand Goodall2015). The team also asked for their new
job roles and training was encouraged where external trainer will provide training on new
strategic operations and all employees need to be take active participation in the training.
Feedback from the team is collected to understand their increase in effectiveness and based on
that new teams are formed. Behavior of the employees is learnt and based on similar team
cohesion groups are build (Buh, Kovačičand Indihar Štemberger2015). A team lead was
appointed for supporting and mentoring employees in the group. The lead will also provide on
the job training if required. The main conflict resolution techniques of collaborating and
accommodating were adopted as per staff behaviour (Cania2014).

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The strategic moves of the company support the fact that retailers will no longer be associated
with the firm and the firm will directly sell its own manufactured products to the end customers.
And e-commerce opportunities will be focused upon to reduce the possible cost of distribution
channels support. This will result in employee retrenchment and workforce support will be
reduced to a considerable amount.Third party retailers will definitely not be happy in this
decision and there will be high chances of conflicting situations (Cardyand Leonard2014). Also,
implementation of e-commerce will need more technologically expert staffs and existing staffs
need to be trained to support the major e-commerce functions. So, the company now needs to
resolve both its 3rd party conflicts and inter organizational issues. Both stakeholders’ meeting and
team meeting was henceforth called on so that all relevant issues can be discussed and a common
point of agreement can be deduced (Cascio2014).
In order to achieve the team goals the following steps were integrated,
First a consensus is developed, then the why? factor is evaluated and team is studied. That is
each team member is studied based on their SWOT analysis parameters. After knowing the team
communication is developed to support strong relationship building and for this team meeting is
conducted (Colbert, Barrickand Bradley2014). Because communication plays the major role in
supporting relationship and help in reducing the scope of misunderstanding by increasing
transparency of decision-making from both employer and employee viewpoint. Employee
collaborative work environment is empowered and employees were treated with empathy and
increased cultural intelligence within the organization is encouraged (Davis, Readand
Powell2014). Focusing on the targeted goals the system is developed and performance
management is encouraged based on skills and level of target achieved. Both intrinsic and
extrinsic motivation is encouraged for the team members so that they do not complain about

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increased work pressure or any kind of change in job roles. Employee satisfactions plays an
important role in the overall performance of an organization and the success factors are
directlyrelated to the team support and team performance (Mahembeand Engelbrecht2014).
Under performed employees were consulted separately and individually to discuss their issues so
that their future performance increases considerably thus whole team output will improve. In
order to mitigate the 3rd party retailer issue company need to provide them some e-retailing tasks
so that their trust on the organization remains unaffected and long-term relationship building is
continued. Some brainstorming sessions and meetings were conducted where a win-win
collaborative decision was considered and all kinds of conflicting situations were avoided to the
extent possible (Jones, Woods and Guillaume2016).
Rationale behind the action plans undertaken
The ultimate rationale behind the action plans was one and only meeting the company’s new
strategic goals and meet the vision statement to support long term sustainability in future.
Though the company is currently having higher profitability margin but to support long term
business success the strategic moves were to be changed and for this performance areas of
employees and teams need to changed. Cooperative staff support is required in this context and
Apparels Brand Pvt Ltd has a good and supporting staff background. Constant monitoring of
their performance is being carried out and feedback on the same is collected at due time so that
the effect on performance does not impact the overall operational activities of the firm (Moneand
London2018). Preventive action plans were taken to reduce any kind of mismanagement and
conflict situations. And for this negotiation was considered the best tool where if any kind of
dispute arises disagreement can be resolved to the best possible manner. The goal of the
negotiation as the main action plan include the followings

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 To develop a solution which will be agreed by all parties that is both employees and
employer will support the decision taken and would work jointly to achieve the ultimate
aim of the organization
 To act on the strategies to the earliest to find the best solution
 To improve but not to hurt the relationship among teams and groups in managing the
overall change
Thus, the main rationale of the action plans undertaken was to develop a collaborative
environment so that there is no scope of conflict and performance levels remain stable after the
change in strategic decisions.
Assignment 2
PEOPLE PERFORMANCE MANAGEMENT (BSBMGT 502)
Assessment task 2
The Key performance indicators (KPIs) of the new call center team include the followings for
meeting monthly goals
 Setting up average speed of answering- The manger has fixed 4 seconds as the time for
answering a call, that is the consultants must answer the calls within 4 seconds of
telephone ringing.

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 First call resolution- The consultants need to correctly identify the caller before
responding to any requests. The name, address, date of birth, and password of the caller
should be identified prior to replying.
 Optimized average handle time- The length of calls needs to be no longer than 3 minutes
so the average customer complaint handling time is 3 minutes. All information should be
clarified in the given time frame.
KPIs help in effective time management and help the organization achieve its set up goals within
the stipulated time frame. Overall performance of the consultant, the team and the organization
are assessed this helps in making effective data driven future decisions which will in turn
increase efficiency levels, increase level of customer satisfaction and will increase revenue
generation opportunities (Noe et al. 2017). Unwanted costs will be curtailed due to optimization
of both processes and resources (Parmenter2015).
The three basic stages of performance management include plan, manage and review. Planning
involves steps to support performance by the use of coaching, orientation, training and employee
encouragement. Expected and standard performance levels are determined and employees are
provided feedback based on their performances and underperformed employees are motivated to
perform better in future and are managed to perform better (Jones, Woodsand Guillaume2016).
Whatever the situation it is advised to retain employees and train them accordingly instead of
terminating them and for this continuous follow-up and review is required. But in extreme and
worst cases termination is advised.
The main goal of the performance management system is to ensure that the organization and all
its resources including departments, processes, teams and employees are working together

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optimally and supporting the main result to be achieved by the organization (Moneand
London2018). It aims in reduction of mismanagement.
The four groups involvedin performance management includes organization, department, process
and the employees (Zhang et al. 2015). All are interdependent on one another and influence each
other’s performance levels.
Two NSW legislations in relation to performance management includes employee counselling
and disciplinary procedures and dismissal due to poor performances (Holley et al. 2015).
Organizations have their own policies and procedures and if the employer find that an employee
is not performing as per standards in spite of warning and training or if an employee is found to
cause misconduct then the employer has the right to dismiss the employee for poor and unfair
performances. Counselling and disciplinary procedures will increase staff morale and efficiency
level of theirs and will help the employer solve the problems and disputes related to work life
(Shields et al. 2015).
Awards are minimum employment standards based on industry and occupations. These are
addition to National Employment Standards. Most of Australian industries have the scope of
modern award where both employees and employers are covered.
Australian Workplace Agreement are a set of employment conditions for a group of employees
in one or more than one workplace (McCrystal2014). Actually, the AWA replaces the awards
system where the pay rate in AWA cannot be lower than an award as per the Fair Work Act
2009.
The GROW model in performance management provides a person to clearly understand what
they want to achieve and how they will achieve it (Noe et al. 2017). The GROW model

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incorporates Goal, Reality, Options and Will. Two common questions from each stage of the
model are mentioned below.
 Goal (SMART goals)
Who are the end customers to be benefitted?
What needs to be delivered so that customer satisfaction is met?
 Reality
What is the current ongoing situation?
How easy it is to get things done rightly in the given time frame?
 Options
What resources and cost will be involved?
How many alternatives are available in reaching the ultimate goal?
 Will
Are you ready for this?
Is there any kind of hindrances that is stopping you from performing well?
Case study 1
The following steps will be taken to provide positive feedback to Mike
 First Mike need to be called to the office and should be make aware about the purpose of
calling him and the conversation thereupon
 Then the positive behavior and team performance need to be mentioned and decrease in
absenteeism rate should be appreciated
 Mike could be asked about the reason of such improvement and should be applauded for
his achievement on behalf of the team

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 Active listening and empathetic support are encouraged from managerial level
 Lastly Mike should be given a big note of thanks and confidence on him should be
expressed to motivate him in his future job role
Case study 2
The following steps will be used by David to provide constructive feedback to Louise
 First and foremost, Louise should be appreciated for coming to the meeting on time
instead of her increased work pressure of missing deadlines of project submission.
The trust should be established.
 Both positive and negative feedback should be balanced so that Louise can
understand the seriousness of missing deadline and the impact it has on final clients.
 Behavior of Louise should be observed but should not be interpreted sooner.
 Face to face meeting will help to understand the emotion of Louise and if she is
lacking confidence then she should be morally boosted up by her manager David
 No personal involvement should be encouraged and only professional commitments
need to be highlighted where David need to provide constant feedback on her past
and present performances. It is evident that her performance level has improved but
she should be asked to be more practical in her commitments as the organizational
reputation on client base is dependent on her for the timely completion of the project.
 In spite of a number of complexities of the project she should be asked to work on the
final deadline and it should be clearly mentioned that this deadline cannot be missed
by any chances.
 Again, she should be thanked for her contribution and faith in her should be kept
intact so that she gets her confidence back and work on time.

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Legal consequences related to improper record keeping in performance management may
include employee lawsuits and risk of compliances and also unfair dismissal where employees
are dismissed without their knowledge and on biased decisions.
Employees who are facing problems doing their jobs need to be counselled so that the actual
cause of their disgrace is identified and measures are taken accordingly. If the employee is
having skill issue then proper training will solve the issue and if there is intrinsic factor relation
then motivation and encouragement will do the job.
In order to develop skills considered for a promotion the employee need to be provided cross-
training opportunities and the persuasion skills, presentation skills and project management skills
needs to be developed. Mentoring and networking need to be encouraged and sense of
responsibility should show increased growth (Shields et al. 2015). Team support need to be
developed so that the employee gets accustomed to work in a team and support each member of
the team.
The following disciplinary action steps will be taken to resolve the fight in between Nick and
Tony in their workplace
 After proper investigation oral reprimand of constructive criticism should be provided
just after knowing about the issue of fight
 If oral reprimand fails to mitigate the issue then a written warning should be produced to
both Nick and Tony as a stand down warning. Copies of the warning is to be given to the
employees that is signed by the manager, a witness and the two employees involved.
 Final documentation is the next step of resolving the issue, where employee is provided a
final chance of correction and fail of that will lead to termination.

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 Last step is notified termination. If both the employees continue to show unethical
behavior in workplace then they should be first notified and then terminated because their
behavior will hamper the productivity of other fellow workers.
Assessment task 3
Report
The report provides an understanding of the case of misconduct in workplaces and performance
reviews resulting in disciplinary hearing. The main areas covered include the following,
The Fair work act of 2009 deals with the relationship between employer/ employee in Australia.
The main areas included in the act are minimum entitlement safety net, flexible working
arrangements, workplace fairness and prevent employee discrimination (Davis, Readand
Powell2014). As per the National Employment Standards the main reason of losing the case
include personal care providence in employment followed by notice of termination if any. The
organization in both cases failed as Sam was suffering from stress and having compassionate
leave was her work right and also direct sending of termination letter is not fair as a pre-notice on
the same needed to be provided. Due to unfair termination practice and lack of documentary
support the case failed.
In order to mitigate the risk of future happenings of such unfair deals it is recommended that
both employee and employer should meet face to face and sort out the differences. Biased
decision making should not be supported. Also, there was no proof of physical harm caused to
the Manager by Sam which he only claimed to after 3 days. This case failure is a direct impact
on the organizational reputation and will cause another employees security to be affected.

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Employees will lack the sense of security and their performances will be negatively affected.
Relationship will get affected and the culture will be impacted negatively.
Misconduct should not be encouraged in any organization. But the degree and the environment
of it should be considered before taking any action (Holley et al. 2015). Sam’s behavior has not
been a case of serious misconduct as the manger has no proof of her hitting him and nor the
health and safety of the employer was risked. Moreover, the reputation of the business remained
unaffected. Also, Sam was under serious stress and was not rationally active in her deeds as per
her medical report. And for this the hit was a deliberate attempt or a caused one cannot be
justified. So, the case here is not at all a case of serious misconduct as per Australian law of fair
work.
Organizations have their own workplace legislation where both employee and employer have to
put their opinions in front of a third party and need to provide evidences either in written form or
in person. that are in accordance with the Australian work legislations. Disciplinary action
method is there to resolve cases of misconduct and both employer and employee need to be
consulted before taking the final decision (Stone, Jawaharand Kisamore2016). Hearing both
parties’ consent is mandatory to decide upon a fair and justified decision as per internal
organizational policies of fair disciplinary action termination.
The organization need to develop some strategic changes in its disciplinary process like there
should be a timely disciplinary action procedure with a committee support to it. along with
employee and employer a witness and a neutral third-party mediator should be there to carry on
the proceedings. If internal misconduct resolution is possible by the organization itself then there
is no need of file claiming for unfair dismissal and the reputation will not be hindered (Taticchi