CMI 302 - Team Management: Achieving Results and Team Dynamics

This report provides a comprehensive overview of team management within organizations. It begins by defining the purpose of teams, emphasizing their role in contributing to organizational success through combined skills and problem-solving abilities, using a transport team in Ireland as an example. The report then explains various types of teams, including permanent, temporary, functional, project, and virtual teams, detailing their characteristics and functions. Using Belbin's theory, the report summarizes team roles such as Shaper, Implementer, Finisher, Coordinator, Team-Worker, Resource Investigator, Plant, Monitor, and Specialist, highlighting their importance in creating an effective team. Finally, it explores how individual team members, with their diverse characteristics and experience levels, can affect team dynamics, influencing team behavior and performance. This detailed analysis provides valuable insights into managing teams effectively to achieve desired results.

UNIT CMI 302
Assessment Booklet: Managing a Team to Achieve Results
» LEARNER INSTRUCTIONS
Overview of assessment tasks
Each task in this assessment booklet has been developed to enable you to evidence achievement of the learning
outcomes and assessment criteria for CMI 302: Managing a Team to Achieve Results. Each of the assessment
criteria must gain a pass outcome for you to successfully achieve the unit.
Preparation for the assessment
● Before you begin the assessment booklet please read the CMI 302 unit specification thoroughly as only the
content related to the achievement of the assessment criteria will be assessed.
● Research the topics being assessed. Suggested reading/web resources are provided on the CMI 302 unit
specification. Your tutor may signpost you to relevant resources. Additionally, you may access excellent online
resources at ManagementDirect https://members.md.cmi.org.uk. Please note that if you have a customised site
the link will differ, please contact your Centre for clarification.
● If you are enrolled on the Trailblazer Apprenticeship programme you are encouraged to review the
Apprenticeship Standard for Team Leader/Supervisor
Completing the assessment booklet
● The assessment booklet contains a series of tasks which are clearly referenced to the relevant assessment
criteria and indicative content.
● Refer to the Assessment Guidance Table at the end of the assessment booklet which outlines the
requirements for a Pass or Refer.
● Evidence must be provided in the main body of the assignment booklet. Additional work based evidence
such as plans or documentation (which has been referred to within the main text) should be included at the
end of the booklet marked ‘Work Based Evidence’. Appendices are not a requirement of this assessment
brief. If appendices are included these will not be marked or moderated by the CMI.
● Work based evidence must be accompanied by a supporting statement in the learner evidence box, to
explain the link to the assessment criteria. Work based evidence (where required by the task) must not
exceed SIX (6) pages. Files embedded in the booklet must not exceed 10MB.
● The assessment booklet must be completed in a professional manner (e.g. applying business conventions
for writing formal reports) and by using Microsoft Word, Rich Text Format or another compatible software
programme.
● The assessment booklet must be saved as a word document (.doc or .docx) and not in a PDF format.
● An appropriate referencing system (such as Harvard Referencing) must be used to ensure the original
source(s) of quotations or models can be verified.
● Finally, you must sign the Learner Authenticity statement (an electronic signature is accepted).
Learner support
For information regarding policies and procedures for assessment (e.g. special assessment arrangements, learner
support, appeals, complaints, certification, confidentiality, plagiarism) you should contact your tutor or Centre
manager and refer to the CMI Level 3 in Principles in Management and Leadership Syllabus.
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» LEARNER INFORMATION
Learner name: Rafael Augusto CMI membership No: Date: 15/09/2022
Centre name: Qualification
Learner statement of
authenticity:
I confirm that the attached completed assignment is all my own work, and does not
include any work completed by anyone other than myself. I have completed the
assignment in accordance with the Institute’s approved instructions.
X Tick here to opt out I consent to this assignment, or any extract from it, to be anonymised following which it
may be used for assessment standardisation and, where appropriate, for the
dissemination of good practice.
Signed: Rafael Palomanes Date: 15/09/2022
Centre statement of
authenticity:
On behalf of Vieira, I confirm that the above-mentioned learner is registered at the
centre on a Chartered Management Institute (CMI) programme of study. The
candidate is, to the best of my knowledge, the sole author of the completed
assignment.
Name: Rafael Augusto Vieira
Palomanes
Job Title: CS Manager
Signed: Rafael Palomanes Date: 15/09/2022
]
» GUIDELINE WORD COUNT
The written word, however generated and recorded, is still expected to form the majority of assessable work
produced by Learners at Level 3. The amount and volume of work for this unit should be broadly comparable to a
word count of 2000-2500 words within a margin of +/-10%. The excessive use of word count is not grounds for
referral, however the CMI reserve the right to return work to the Centre for editing and resubmission by the Learner.
The following are excluded from inclusion in word count if used and not required by the assessment brief an
introduction to a job role, organisation or department, index or contents pages, headings and sub headings,
diagrams, charts and graphs, reference list or bibliography, reflective statement drawn from undertaking the
assignment and how this has impacted the learners work.
Please see the CMI Assessment Guidance Policy for further guidance.
» AIM OF THE ASSESSMENT BOOKLET
The ability to manage teams, which are able to communicate effectively and overcome barriers to achievement, is
a critical skill for any manager. High performing, cohesive teams are created in an environment where there is a
collective understanding of values, goals and objectives. This assessment booklet has been developed to enable
managers to evidence their understanding of the nature of teams in the workplace and how these can be managed
to achieve results.
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TASK 1: Understanding the role and purpose of teams
The ability to understand the role and purpose of teams is essential if they are to be managed effectively.
To complete tasks 1a b, c, d and e you are encouraged, where possible, to support your answers using well-chosen
examples from an organisation you know well or have researched.
» TASK 1a
In your own words, define the purpose of teams within organisations.
(Refer to AC1.1 Define the purpose of teams and the Indicative Content for this AC)
INSERT YOUR ANSWER HERE:
As per dictionary a purpose is defined as: the reason for which something is done or created or for which
something exists.
As per dictionary a team is defined as: a number of people who do something together as a group.
So, the purpose of team is to be responsible for the company projects and combining people skills can me
an important contribution to organisational success and also for individual success inside the company.
Example, this is year of 2022 we started a transport team in Ireland, from the scratch. So, Directors,
Managers and Supervisor took in consideration what was the purpose for the transport desk, what skill was
essential, trying to identify people with strengths needed to start a new service desk, flexibility because
every new project can have some issue in the beginning.
For the company advantages, we knew all the candidates and we could build a new team with 3 people
and believing that was the best people to start the transport desk, making the decisions, understanding all
the procedure and services, with problem-solving skill so we could better serve our customers.
Now, this team is completing 6 month and results are satisfactory and team will get a new member soon
and also directors are happy with the result, so they want to attribute new procedure and we will have a
team leader as well, because the company believe that they know the purpose of the team and also the
transport desk, but even a team that has only good results/number need to be managed by someone to
make sure everything runs smooth.
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» TASK 1b
Within organisations it is likely there will be more than one type of team. Using the table below, give an explanation
of each type of team listed.
(Refer to AC1.2 Explain types of teams in an organisation and the Indicative Content for this AC)
COMPLETE THE TABLE:
Team type Explanation
Permanent Permanent team is a team that works with on same base and are not dissolved
once the task is completed. Usually permanent team have a role description and
all members need to follow.
Example, a team responsible for export booking from Ireland to UK. Once they
have completed this week`s vessel, they starts working on the following week
vessel.
Temporary Temporary teams are also known as project teams. People are hired by
outsourcing resources. The company signs a temporally contract with the team
and normally is for a specific project. Once the project is complete, the team is
dissolved.
This type of contract normally works remotely which makes and have a Project
Manager to lead the team. He has to communicate with all the staffs and make
sure that their performance is good and team is on track.
Functional It is a team where the members are selected from mixed departments for a
project that company requires a different skillset. The team is combined to work
together on a project and normally split after the completion of the project. Believe
this kind of team is increasing nowadays as we can work remotely and basically
connect with people anywhere and time.
Project It is a team where all members are assembled to work in a specific project and
members can be from same department, company or even from outside, will
depends on the requirements of the project. Usually share the same goals and
strategies. Generally, project works following a very specifics responsibility,
period, roles, deadlines…
Virtual Virtual teams, maybe the future for 99% of all business. Specially after Covid
people are now looking for jobs where the can work from home and remotely.
Virtual team do not interact in real life and is everything online, so people
communicate with each other by teams, slack, emails or any other similar
Software. Also all the Software nowadays has tools where all teams member can
share their calendar, plan, idea, duties, tracking workflows, so basically all
members can have access to each other.
» TASK 1c
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Using a recognised theory summarise the roles in a team.
(Refer to AC1.3 Summarise the roles in a team using a recognised theory and the indicative content for this AC)
INSERT YOUR ANSWER HERE:
Belbin theory is defined in 9 roles (Shaper, Implementer, Specialist, Monitor, Plant, Team-Worker,
Resource, Coordinator and Finisher). CMA CGM can use Belbin method to create a more effective team.
Shaper – Is the person responsible to make improvement in the team. They normally have also the
ability to find the best approaches for solving issues in the team.
Implementer – Is a person who get the work done basically. They are the players who evaluate and
consider all the ideas and thoughts into practical activities. Generally, a person that works with
disciplines and on his own way.
Finisher - Those people who make sure that wok or task is finalised with carefulness and attention in
every details. Fishers are responsible to be more concerned about deadlines of the project.
Coordinator - People who has the potential or ability to be a leader and has mostly been the chairmen of
the company.
Team-Worker - Who provides support and make sure that all members are working together.
Resource Investigator - People who evaluate and explore the available resources on the behalf of team.
Normally someone good with negotiation and enthusiastic.
Plant – Is the most important part of a team as they always come up with new and innovative thoughts
and plans. They normally work very hard in the field of inventions and innovations.
Monitor – Responsible for evaluating all the cons and pros of all ideas and plans beforehand and only
after this takes any decision and proceed with it.
Specialist - People who has specialized knowledge in that particular fields to get the job done. normally
someone with a good skills and abilities, usually someone expert in the area.
» TASK 1d
Teams are made up of individuals with different characteristics (such as personality, knowledge, skills) and have
different levels of experience.
In your own words, explain how individual members of a team can affect team dynamics.
(Refer to AC1.4 Explain how members of a team affect team dynamics and the Indicative Content for this AC)
INSERT YOUR ANSWER HERE:
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Team dynamics are the forces that work in a team between members or group. They are powerfully
influenced in what way a team member reacts, behaves and performs. The effects of team dynamics are
very complex. In the working life Team dynamics plays an essential role. Team dynamics has a huge
impact on the profit of any company, whether people are enjoying their work, employees turnover rate,
performance of team and individual and many others. If the team dynamics are often overlooked or
unattended by the company, it will take countless influence on the teamwork. To analysis the team
dynamics it is vital to understand the optimistic and affirmative outcomes of the performance of member
team. In order progress with team dynamics, Containerships/CMA is following certain strategies such as
know your team, providing training, activities, providing feedback, defining every roles/ responsibility for
each member on the individual and as team-member part. Also, company now focusing more on the
communication and giving space to all share opinions.
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» TASK 1e
Certain business activities may be carried out by teams or may be achieved through lone working.
Using well-chosen examples, write an account which identifies the advantages and disadvantages of team
working and lone working.
(Refer to AC1.5 Identify the advantages and disadvantages of team working and lone working and the Indicative
Content for this AC)
INSERT YOUR ANSWER HERE:
Advantages of Team Working:
Increase Productivity – Working with team lead to increase productivity of the company and also improve
the productivity of member of team as well. Always have someone besides you and in case you have any
urgency, will be covered.
Nicest - Working with team with good environment is more pleasant than working alone. Human has
normally these desires of sharing experience and interaction with others and level of motivation is
increased as well when working with other people besides.
Disadvantages of Team Working:
Subdivisions of group - Working in a team is not always an easy task and can lead to division into several
groups. Normally seniors have their own groups which can demotivate juniors and freshers, also in working
with a time for a good time, the way you think can also put with people with same opinion and can lead in
have smalls groups inside the team.
Impose the decisions – When working with team, generally leaders enforce decision and their decisions on
junior employees by which others lose the chance to take part in the decision-making plan. Depending on
the company, also hard to be heard and grow as well.
Advantages of lone working:
Work faster and on own way - lone working makes work life normally easier and fast, usually member
know how to work and what need to be done. can work on your space with silent without any interactions
and disturbance.
Get 100% credit of work – As individual working the entire credit of work is given to this person, as has
done the work alone. There is no division of work credit and normally the payment as well.
Disadvantages of lone working:
Ideas and innovation - If one person is possible for the work or to run a business alone, it won’t be easy to
get success as this person can only do a one-man job, so normally not able to cover all necessities and
can be very frustrating.
Less productivity - In lone working probably problem with productivity will happen and will impact the
performance of individual if compared with group working. This can happen as this lone worker can be with
bad mood, personal issue, sick, so as lone worked, nobody able to cover
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TASK 2: Characteristics of a high performing team
Recognising the characteristics and behaviours of a high performing team is an essential management skill.
To complete tasks 2a and 2b you are encouraged, where possible, to support your answers using well-chosen
examples from an organisation you know well or have researched.
» TASK 2a
Developing a high performing team is the aim of all managers. Outline FIVE (5) characteristics of high performing
teams in the table below.
(Refer to AC2.1 Outline the characteristics of a high performing team and the Indicative Content for this AC)
INSERT YOUR ANSWER HERE:
1. Collaboration - In high performance team with ingrained group coherence, team members get along
with each other very well. They always provide help whenever they can and in case of any issue,
they can step in instantly for assistance because they are well-aware of what the team-members are
doing most of the time. Collaboration is key for any team that want to be high performing.
2. Direction - You can gather a team with the potential to perform at a high level. But if the company
doesn’t provide to the members the clarity, structure, and direction they need, they’re not going to be
successful.
For the team perform well company need to have clear roles and responsibilities.
3. Learning – any company that want/need a high performing team need to invest on knowledge and
learning for the team, continuous learning is the best to keep all members interested and also to
provide opportunities to grow individually or team-member.
People can learn from their mistakes, from feedback, in a good team all member would be eager to
be better always and also would like to have the investing in ongoing employee development.
4. Open Communication – Key for good communication is lead by trust and respect, the team
members need to have positive and good conversations with each other, superiors, and
stakeholders. Members need to have open communication and know about this, so they won’t have
the feeling that need to hold back any concern. Sharing info, ideas, feedback, all this are essential
for a high-performance team.
5. Respect - Members of high-performance teams need to be aware of and recognize each other’s
knowledge, working methods and achievements. With all this and united with trust, will create a
strong bond with the team and likely increase the quality of work. When the teams face a challenge,
they will face together as they have the trust/respect in each other, so they can deliver the best
results.
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» TASK 2b
Team success is derived from the positive behaviours of individual team members. Discuss the key behaviours
which can be observed in a high performing team.
(Refer to AC2.2 Discuss behaviours which can be observed in a high performing team and the Indicative Content
for this AC)
INSERT YOUR ANSWER HERE:
In a high performing team, the behaviours that the company would like to see always are resilience,
approachable, trust, flexible, positive, adaptable, feedbacks, honest and others similar behaviours. A team
that has all mentioned behaviours can be classified as high performance, trustful and also most likely work
by itself, so nobody needs to control the team all the time or be concerned about any topic.
Resilience is a team that always believe that will find the solution together for any sort of problem,
approachable for both side, team member and also the supervisor, this is key to have open communication
and the company shows the team that they are important. Flexible, nowadays this is one for the most
important, after COVID flexibility is crucial, as people would like to work from home or sometimes need to
look after someone else. Adaptable is something really import, especially in shipping, law changes every
day, terminals rules as well, so team and company need to be ready for changes. Feedback also matters,
as team member you are working hoping to be noted by managers and directors so in case of any
opportunity, they can remember you and offer at least an interview or just to simply give you a complement
about your work, for the supervisor, manager, feedback is important to know what the team need, expects
from the company.
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Task 3: Leading, communicating with and motivating a high performing
team
Knowing how to lead, communicate with and motivate high performing teams is an essential management skill.
The aim of this task is to equip managers with an understanding of how to lead, communicate with and motivate a
high performing team.
» SCENARIO
You have successfully achieved a new management position leading a small team. Your team consists of remote
and on-site members. The team is well established, and colleagues know each other well. The team has a good
track record.
Having met the team, you need to determine your own approach to leadership and management.
This scenario can be used to answer tasks 3a, b and c. Alternatively, you may wish to use well-chosen examples
from an organisation you know well or have researched.
» TASK 3a
Identify the advantages and disadvantages of TWO (2) leadership styles that can be used to manage a high
performing team.
(Refer to AC3.1 Identify advantages and disadvantages of leadership styles that can be used to manage a high
performing team and the Indicative Content for this AC)
COMPLETE THE TABLE:
Leadership style Advantages Disadvantages
1. Bureaucratic Work steps are well structured and
organised, help the business to run
smooth and efficiently.
Normally has self-direction and is
open minded.
Normally is not flexible as all steps
are structured pattern. Bureaucratic
is also known for not be able to
provide creativity to the employee
and hardly adopt any changes.
2. Transactional Fair feedback and based on
metrics, not on managers opinion.
Rewards system, normally team
know what need to achieve to
receive a reward.
Discourages creativity, normally
Transactional leader “punish” their
staff for not meeting their goals, for
example.
With a Transactional leader,
normally there is no room for
employees to come up with new
ideas.
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» TASK 3b
It is essential to use the most appropriate form of communication when sharing information with remote and on-site
teams.
Complete the table below and assess the methods you would use to communicate with the team’s remote and
on-site members, giving reasons for their selection.
(Refer to AC3.2 Assess communication methods used for different types of teams and the Indicative Content for
this AC)
COMPLETE THE TABLE:
Team type Communication method Reasons for selection
Remote team Meetings and Chat on app
(Teams, Zoom, Slack)
Mobile Phone
Normally easy to use and you can share calendar,
meetings, make phones calls, video calls,
contact and talk with people in different
locations and time zone.
Mobile can be used as well, when you are not in
front of the computer and normally if you have a
working phone, you can download and use
Teams, Zoom and others app as well
On-site team One to One / Feedback
Group Meetings
Casual talks
In case we are at office can be arranged one to one
meeting, so feedback can be provided, and any
concern can be privately discussed.
Group meetings are also import, such as townhall e
can be done with short/long notice.
Casual talks are done every time that people are at
office, small talks, about anything that can
connect people in some way.
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