University Project: Implementing a Team Performance Plan for KPMG

This project report presents a comprehensive team performance plan designed for KPMG accounting firm, addressing the scenario of expanding operations in suburban areas. The report is divided into two main parts: Part A outlines the team performance plan, including definitions of transformation...Read More

ORGANIZATIONAL BEHAVIOUR 1
UNIVERSITY NAME
STUDENT NAME
STUDENT ID
COURSE
DATE

ORGANIZATIONAL BEHAVIOUR 2
EXCECUTIVE SUMMARY
This report is composed of two actions. Part A which comprises of a section describing a
presentation of Team Performance Plan and part B which presents the implementation for the
above discussed. The report has introduction giving exposition of the key terms under the review
and the tail end has the conclusion and references for the sources used.

ORGANIZATIONAL BEHAVIOUR 3
Table of Contents
INTRODUCTION...........................................................................................................................................4
Definitions:..............................................................................................................................................4
Transformational and transactional leadership........................................................................................4
Team Performance Plan...........................................................................................................................4
PART A: TEAM PERFORMANCE PLAN FOR KPMG ACCOUNTING FIRM........................................................4
Individual team members KPIs, output and goals....................................................................................7
PART A CONCLUSION...................................................................................................................................7
PART B: IMPLEMENTATION PLAN FOR THE TEAM PERFORMANCE PLAN DEVELOPED IN A ABOVE............8
CONCLUSION.............................................................................................................................................11
REFERENCES..............................................................................................................................................11

ORGANIZATIONAL BEHAVIOUR 4
INTRODUCTION
Definitions:
Transformational and transactional leadership
Transactional Leadership: This is the kind leadership style which puts emphasis on the
transaction between a leader and its subordinates. Here objectives and goals are predefined and
the leader uses reward and punishment to inspire his subordinates while (Whittington et al. 2009,
pg. 1870)
Transformational leadership is one which becomes a reason for the transformation (change) in
the subordinates (Riaz & Haider, 2010, Pg.38). The leader uses his/her influencing power and
enthusiasm to inspire his groups to work for the benefit of the firm (Nanjundeswaraswamy &
Swamy, 2014, PG.57).
Leadership in a firm is important in influencing workers’ perceptions, acceptance of innovations,
and responses to organizational change, such as evidence-based practices.
Team Performance Plan
This is a detailed plan that is used:
 To identify how performance levels shall be achieved
 In identifying the desired levels of performance of team
 Measuring progress in the desired levels of performance
 To provide future direction of the team
 In provision direction of and guidance to the team (Aguinis, 2009).
PART A: TEAM PERFORMANCE PLAN FOR KPMG ACCOUNTING FIRM

ORGANIZATIONAL BEHAVIOUR 5
Priority Skill /
Professional
Development
need
Current
capabili
ty
Target
capabilit
y
Development
opportunity
Criteria for
judging
success
Time frame
1 Actions needed to
achieve desired
goals
Below
moderate
High -Time
management
-Result
oriented team
-Time
-Goals
requirements
Three
months
2 Performance levels Moderate High -Achieving
efficiency and
ridding out
performance
gaps
-Performance
manual
-Organization
goals and
objectives
Three
months
3 Individual team
member learning
and team one
another support
low High -Learning new
skills from
others or
challenge tasks
presents
-Being able to
anticipate
outcomes
-teams exhibit
ability to find
solutions to
new
challenges
-Solving
challenges at
greater pace
Two and
half
months
4 Team vision or
purpose statement
High Exceptiona
l
-Ability to
generate
intelligent
actionable
-
organizational
mission
statement
Two
months

ORGANIZATIONAL BEHAVIOUR 6
insights aiding
in direction for
the firm
5 Team roles and
responsibilities
Low High -Ability to
perform duties
and roles
inclined to
success of the
firm
-Responsible
teams work
practices
-Respect for
rules and
organizational
procedures and
work
regulations
Organization
code of
practices and
assignment
requirements
Two
months
6 Team competency Moderate High -Gaining
dedication
-Effective and
positive
attitudes
towards work
and workplace
-Achieving
team spirit and
team work
Mutual
understanding
and
performance
anchors
Results
obtained
One month
7 Effective team
Communication
Moderate High -Effective
relay of
information
Presence of
coordination
and limited
One month

ORGANIZATIONAL BEHAVIOUR 7
- team
understanding
stress between
teams
Clarity of
information
Easy
information
flow
Individual team members KPIs, output and goals.
When setting an individual KPIs, an overall team strategy should be considered.
Overall vision-this is the general vision of an organization
Company’s objective-it can be to improve on service delivery by certain levels
Company’s KPIs-average number of concerns that are not addressed at some period
Team members goal-to improve delivery of service to customers at some levels like 15%
Team member KPIs-average complains received or satisfactions received from customers at
some period.
Team members’ outputs-these are the results from the efforts applied by each team member and
can be improved productivity.
PART A CONCLUSION.
In conclusion, KPMG has set various performance plan techniques in order to evaluate its staff
based on various needs. This has assisted them to judge whether a particular employee performs
well or not. This assist the firm in attainment of its goals and objectives.
PART B: IMPLEMENTATION PLAN FOR THE TEAM PERFORMANCE PLAN
DEVELOPED IN A ABOVE

ORGANIZATIONAL BEHAVIOUR 8
The following discusses strategies that will be used to achieve the above plan
1. The strategy for monitoring individual and team performance against the objectives of KPIs
Under this I will properly gauge each individual or group characteristics by measuring the degree
in which they can withstand scrutiny without exhibiting signs of stress or paranoia. Measuring
activities what will help in optimization of team performance is the way to go here. Most
distinctly quantifiable variable or production will be monitored such as number or products
manufactured (Ates, Garengo, Cocca & Bititci, 2013, pg.46).
2. Actions to be taken to encourage and foster a shared understanding of purpose, roles and
responsibilities.
Communicate company expectations.
Clarify to the employees that support in every aspect of operation is what the organization
encourage and assign the task and responsibilities according to the area of specialization (Harris,
2013, pg.93).
Team goals setting
Set concise, measurable goals quarterly and ensure that re-evaluation is done regularly
Fostering a creative atmosphere.
Allowing the members to contribute their views is a very successful way to foster unity and
brings shared views within the organization.
Building cohesion.
This is created by consulting various members in critical decisions made in the
company/organization.
Understanding each member

ORGANIZATIONAL BEHAVIOUR 9
Different individuals have different personalities and therefore I will make sure that I understand
all of them.
Leveraging employee capabilities.
This is achieved by giving a member a job that is best in for instance matching the job with
skills.
Communicate well.
I will ensure that techniques of disseminating information consistent. I will also ensure that
targets are clear to all members.
Give feedback. I shall give feedback to teams every time and throughout the cycle of operation
like explaining what worked well, what didn’t, and the results of their project.
3. Techniques to be used to facilitate team cohesion and support for each other to achieve
individual and team goals and manage work-based relationships effectively
4. Actions for achieving desired goals:
Identify your high-level goals and objectives
This is simply to make sure that concentration and focus is only on the highest priority areas that
will boost the company deliver on its promise.
Every organization has got vision and mission that drives it and therefore work towards
achievement of such.
Set doable plans.
Once set, pursuing such goals will be easy. each plan must be broken into doable parts at each
time (Beier, Hansen, Helbrecht & Behar, 2017, pg.290).
5. Training or support that will be provided to the team, Strategies for fostering team support of
each other to achieve KPIs and objectives.
Evaluate the strengths and weakness

ORGANIZATIONAL BEHAVIOUR 10
This tries to understand the needs, motivating factors and concerns of various members through
evaluation of various training and development methods.
Adaptation to different learning styles.
Different people need different learning methods and therefore recognizing different
personalities and styles is key to successful business. I will make sure that I get to know various
employee’s needs.
Make learning fun.
This will be basically achieved through involvement of employees in various areas to be learned
for instance finding out from employee’s areas they would like to further.
6. Strategies for communicating effectively.
It will be organized in such a way that it is geared towards tangible issues and not individuals
and in a genuine manner. And through use of affirmative responses.
7. Methods for identifying and solving issues.
Ways of determining behavior within the organization to aid in minimizing conflicts. This will
entail delegation of roles and promotion of sound business practices within the organization
(Zeng & Zhao, 2013, pg.460).
Another way of solving issues is to match the job assigned with the correct skills of an employee
and providing a clear reporting lines throughout the organization to avoid conflicts.
8. Building Powerful team competencies
This shows how each team member carries out their roles.it also assists in keeping everyone on
track and to ensure that they deliver on their mandate. Through discovery of various skills, each
employee will understand how to assists the company deliver on its services.
This will helps employees to realize how bests their competencies and skills contributes to the
development and achievement of the company goals at large.

ORGANIZATIONAL BEHAVIOUR 11
Competent workforce brings a lot of productivity and enhance good working relationships with
various stakeholders.
CONCLUSION.
In conclusion, there are several approaches to leadership techniques depending on who is
applying the style and to which situation. Leadership styles emerged around 1930s associated
with Lewis approaches and evolved to the current transformational styles. Many other techniques
also include transactional styles and servant approaches. Awareness creation on the style applied
by an individual is critical in enhancing the effectiveness in leadership
REFERENCES.
Aguinis, H., 2009. Performance management. Upper Saddle River, NJ: Pearson Prentice Hall.
Ates, A., Garengo, P., Cocca, P. and Bititci, U., 2013. The development of SME managerial
practice for effective performance management. Journal of small business and enterprise
development, 20(1), pp.28-54.
Audriana Vojkovich (2goals.Cracking the code: 6 steps to achieving your company goals.
<https://blog.asana.com/2017/11/cracking-the-code-6-steps-to-achieving-your-company-goals/
Accessed NoV 29,2017>
Beier, P., Hansen, L.J., Helbrecht, L. and Behar, D., 2017. A how‐to guide for coproduction of
actionable science. Conservation Letters, 10(3), pp.288-296.
Crowe Associates (2019) Team Performance Plan. <http://www.crowe-associates.co.uk/teams-
and-groups/team-plans/. Accessed 28/08/2019>.

ORGANIZATIONAL BEHAVIOUR 12
Gregory A. Aarons (2019) Transformational and Transactional Leadership: Association With
Attitudes Toward Evidence-Based Practice.<
https://www.ncbi.nlm.nih.gov/pmc/articles/PMC1876730/ . Accessed 28/08/2019>
Harris, A., 2013. Teacher leadership and school improvement. In Effective leadership for school
improvement (pp. 82-93). Routledge.
KPMG (2019) Insights.https://home.kpmg/xx/en/home/insights.html. Accessed 29 Aug, 2019.
Nanjundeswaraswamy, T.S. and Swamy, D.R., 2014. Leadership styles. Advances in
management, 7(2), p.57.
Riaz, A. and Haider, M.H., 2010. Role of transformational and transactional leadership on job
satisfaction and career satisfaction. Business and Economic horizons, 1(1), pp.29-38.
Whittington, J.L., Coker, R.H., Goodwin, V.L., Ickes, W. and Murray, B., 2009. Transactional
leadership revisited: self–other agreement and its consequences. Journal of Applied Social
Psychology, 39(8), pp.1860-1886.
Zeng, B. and Zhao, L., 2013. Solving two-stage robust optimization problems using a column-
and-constraint generation method. Operations Research Letters, 41(5), pp.457-461.