Crown Institute Business Operations: Team Effectiveness Project

This project, completed by a student, addresses the challenge of improving team effectiveness within retail operations, as requested by the Managing Director of retail operations. The project explores various strategies, methods, and plans that outlet managers can implement to lead and manage their teams effectively. It covers key aspects such as delegating responsibilities, establishing clear goals, fostering open communication, and implementing grievance redressal systems. The project also discusses the importance of financial and qualitative performance indicators to measure team success, along with the adoption of democratic leadership styles and proper communication processes. The project concludes with the role of leaders as information facilitators, ensuring a smooth flow of information between senior management and the team members. This project is available on Desklib, a platform that provides AI-based study tools and resources for students, including past papers and solved assignments.

Running head: BUSINESS OPERATIONS
Business Operations
Name of the student
Name of the University
Author Notes:

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Answer 1
In order to achieve success in achieving the success and goals of the management, the latter has
to ensure that they formulate teams and delegate responsibilities accordingly. The efficiency of
the teams determine the success of the management in achieving their ultimate managerial goals
(Gelfand et al., 2013). The team leader must instate a sense of being on the same page so that
every member within the team are able to perform at their best. A clear goal must be established
in order to delegate efforts and formulate strategies to a certain direction. Furthermore, an
atmosphere which is characterised by free flow of communication should be established.
Answer 2
Successful implementation of the project plan will ensure that there is improving team
cohesiveness and increased productivity as a result of the smooth functioning of the team. The
goal will be to improve performance of the teams through effective leadership skills. The key
performance indicators that will measure the success of the performance of the team are:
Financial performance: Improved performance of team performance will lead to improved result
increased turnover from all the retail departments.
Quantitative evaluation: Improved figures such a high rates of stock turn over and improved
attendance and reduced attrition.
Qualitative evaluation: This can be determined by the appreciation and sense of satisfaction the
members derive from the team.
Performance
expectations
Agreed performance
indicators/Required
outcomes/Time frames
Strategies/Actions/Tasks
 Improved team  Increased revenue  Improve in service

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performance
and
cohesiveness
 Financial
stability
and profitability
 Maintain market
position.
 Improved attendance
quality
 Time efficient services
Answer 3
In order to achieve the expected outcomes, the leaders will have to ensure that there exists proper
communication of ideas within the team. Furthermore, it should be realised that the employees in
the teams might have personal differences and grievance. In order to cope with such issues a
grievance redressal system should be instated within the team. As the ultimate goal is to improve
performance, the members of the team should be educated regarding methods to perform more
efficiently and effectively. Apart formal teaching techniques such as training in workshops,
teaching should be carried out on the job as well.
Answer 4
In order to ensure that the team members are involved in the process of planning, decision
making and operations, the management or the concerned leadership should ensure that the
following is carried out;
 Ensure smooth communication: Smooth flow of communication will ensure that the
members of the team are able to get necessary information about the plans and strategic
goals of the management.

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 Delegation: It ensures that every member within the team have considerable amount of
role in the operations, planning and decision making processes (Graham et al., 2015).
Moreover, it can act as a base for realisation of the needs of motivation of the members of
the team.
Answer 5
As mentioned in the above section, the management or the leaders can trigger realisations of the
need for motivation within the instatement of delegation of authority. Establishment of
delegation would imply that the employees have certain responsibilities associated with the roles
in the team (Chang, Solomon & Westerfield, 2016). After the process of the delegation, the
individual members of the team will be responsible to the whole team to perform and deliver the
tasks that are associated with them. Thus they would have to take responsibility for their actions.
Answer 6
Purpose
To improve overall team performance that would lead to improvement of the company’s
performance in the equity market and betterment of the overall performance in the market.
Covered parties
The stakeholder of the company consisting of the customers, the sales personnel, the managers,
executives, shareholders and the board of directors.
Defined terms
Team cohesiveness is the outcome of communication of the ideas of the management to the team
efficiently. It results in improved result from the part of the team. Improved performance for the

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part of the team gets reflected in the success that the company is able to achieve in positioning
itself in the market along with the equity figures.
Responsible parties
The executives, the management, especially the HR of the organisation will be responsible to
implement the aforementioned tactics.
Answer 7
The leadership style that has to be adopted to ensure development and improvement of team
performance is the democratic style of leadership. It is a style of leadership that is characterised
by equal participation of the team members and equal recognition from the leader
(Nanjundeswaraswamy & Swamy, 2014). This would imply that the members of the team are
responsible for their individual job goals. Further this would result in development of the work
repertoire as the will be the absence of constant intervention.
Answer 8
A proper grievance redressal system helps in solving the issues and problems that are associated
within individual teams (Rana et al., 2015). Along with establishment of a grievance redressal
mechanism, the leaders of the teams must incorporate a proper dispute resolution framework that
will ensure that the personal differences between the team members are resolved and the team is
able to focus all their efforts towards the achievement of goals of the team. These are essential
requisites in the internal communication channel within the team and thus would be responsible
for the implementation of the final goals of the team.

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Answer 9
In order to make sure that the team is performing well the leader will have to establish and
maintain proper relationships with the team members. Building up a relationship of trust, that is
characterised by smooth flow of communication ensures that the members of the team will be
responsible to performance that is achieved form the team (Schnackenberg & Tomlinson, 2016).
Interaction with each team member will further help them establish team belongingness.
Answer 10
Facilitation of a proper communication process that is implemented between the stakeholders
and the operational plan by employing a system of smooth communication framework (Castells,
2013). The management would be informed by feedback sessions, emails, newsletter and video
conferencing, the outlet manger will be informed through staff meeting and interviews, the sales
personnel will be informed through meeting and feedback sessions, customers including
prioritised and general customers will be informed though phone calls, emails, newsletters and
personal visits.
Answer 11
The leader act as a medium of flow of information between the senior management and the team
(Roche, Haar & Luthans, 2014) The grievances and needs of the team will be communicated up
the levels of the hierarchy by the team leader of a particular retail outlet, response form the
senior management and the executives of the company will be passed on to the team by the
leader which will ensure that proper parity exists between the members of the team, the leader
and the senior managerial personnel.

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REFERENCES
Castells, M. (2013). Communication power. OUP Oxford.
Chang, T. Y., Solomon, D. H., & Westerfield, M. M. (2016). Looking for someone to blame:
Delegation, cognitive dissonance, and the disposition effect. The Journal of
Finance, 71(1), 267-302.
Gelfand, M. J., Brett, J., Gunia, B. C., Imai, L., Huang, T. J., & Hsu, B. F. (2013). Toward a
culture-by-context perspective on negotiation: Negotiating teams in the United States and
Taiwan. Journal of Applied Psychology, 98(3), 504.
Graham, John R., Campbell R. Harvey, and Manju Puri. "Capital allocation and delegation of
decision-making authority within firms." Journal of Financial Economics 115.3 (2015):
449-470.
Nanjundeswaraswamy, T. S., & Swamy, D. R. (2014). Leadership styles. Advances in
management, 7(2), 57.
Rana, N. P., Dwivedi, Y. K., Williams, M. D., & Lal, B. (2015). Examining the success of the
online public grievance redressal systems: an extension of the IS success
model. Information Systems Management, 32(1), 39-59.
Roche, M., Haar, J. M., & Luthans, F. (2014). The role of mindfulness and psychological capital
on the well-being of leaders. Journal of occupational health psychology, 19(4), 476.
Schnackenberg, A. K., & Tomlinson, E. C. (2016). Organizational transparency: A new
perspective on managing trust in organization-stakeholder relationships. Journal of
Management, 42(7), 1784-1810.

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