Report on Effective Team Performance Management Techniques

This report provides a comprehensive overview of team performance management. It begins by defining the importance of benchmarks in assessing team performance and identifying areas for improvement. The report then explores various quality management techniques, such as continuous improvement and performance standards, to enhance team output. It also examines constraints on amending priorities and plans, including organizational policies, financial limitations, and team member engagement. Furthermore, the report analyzes the strengths, competencies, and expertise of team members, emphasizing the use of scorecards and team skill matrices. It identifies areas for improvement in performance output and standards, and explains the significance of clear lines of communication and authority levels within the team. The report concludes by highlighting the essential role of managers in fostering team success and the effectiveness of various management strategies.

MANAGE TEAM
PERFORMANCE

Table of Contents
INTRODUCTION...........................................................................................................................1
Part A...............................................................................................................................................1
1.1 Use of benchmarks in managing performance......................................................................1
1.2 Explaining a range of quality management techniques to manage team performance.........1
1.3 Describing constraints on the ability to amend priorities and plans.....................................2
2.1 Strength, Competences and Expertise of team members......................................................2
2.3 Identifying areas for improvement in performance output and standard of team members. 2
3.1 Explaining line of communication and authority level to the team members.......................3
CONCLUSION................................................................................................................................3
REFERENCES................................................................................................................................4

INTRODUCTION
Managing team performance is essential to leverage the efforts of team and each
individual in the industry. This is not only important for the company but also for the employees.
The present assessment aims to identify team performance can manage effectively. For that
purpose, the study will cover understanding of benchmarking quality management techniques.
Part A
1.1 Use of benchmarks in managing performance
Benchmarking refers to the method that discover the best performance being achieved. In
simple words, benchmark refers to “what” and benchmarking refers to “how”. It helps the
company in taking performance metrics of the team and make them able to identify the gaps
(Alliger and et. al., 2015). Companies use benchmarking including scorecard at the year
beginning of the each member and provide them target. On the benchmarking employees are
going to explain “how” they are going to achieve the benchmark. In this manager looked at
previous month scorecard that enable to see if objectives are met or exceed. Thus, benchmarking
help in to understand where performance is lacking and improvement is required and make them
able to effectively deal with it on the monthly basis instead of in the year end. This will help in
managing the performances in the company effectively.
1.2 Explaining a range of quality management techniques to manage team performance
The quality management techniques is based on focus on consumers, Understand the
process and the Performance review meeting. There are various techniques that can be used by
the companies to manage quality;
 Continuous improvement: This is the best technique that help the company to manage
team performance. The process should continuously improve by the manager so that all
employees should continuously intensify their efforts in order to deliver better result all
the time (Riskin and et. al., 2015).
 Performance measure and standards: In this technique, manager can appraise
performance in the review meeting. This allow manager to consider the performance of
team members on regular basis that provide an understanding of the areas of
improvement. Along with it, performance objectives should provide each team with the
sufficient challenges to make the most of the abilities and skills.
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1.3 Describing constraints on the ability to amend priorities and plans
There are various constraints that limits the ability to improve plans and priorities in the
company (Robinson, 2017). There are various constraints that limits the ability of the leaders to
improve team performance.
 Organisational policy: This limits the ability of the team leader to amend priorities and
plans to improve team performance. The restriction of policy include; limitation on the
use of organisational resources that limits the training and development programmes.
 Financial constraints: Budget and financial capability of the company is also a big
factor that restricts the ability of leaders to amend priorities and plans.
 Team members: If team members not interested in the effort of leader that also appear
as a constraint (Thiel and et. al., 2018). Team members may be reluctant to participate
and to accept any changes in the organisation.
2.1 Strength, Competences and Expertise of team members
There are various factors that affect the team performance such as; clarity of team
objectives, how work is allocated by the leader, team dynamics- cohesion, working relationship,
conflicts, ability and willingness of team to their self management, quality of leadership, level of
skills and system and resources available. The strength, competency and expertise can be
analysed through the benchmarking or scorecard (Cunningham and et. al., 2015). The
understanding is essential that lead the team members aware about their potentiality and
according job role. The judgement of team leader should be objective, fair and biased on specific
evidence. The team skill matrix is helpful to know the strength, ability of team. Strength is their
effective team performance, competency to coordinate and collaboratively working with each
other.
2.3 Identifying areas for improvement in performance output and standard of team members
The areas of improvement are normally picked upon the day to day basis of the company.
For example there are various areas of improvement has been seen in the organisation such as;
lack of knowledge of the products and problem in communicating effectively with the consumers
(Cunningham and et. al., 2015). The scorecard also shown that to manage the team performance
proper training and development is required to improve their performance.
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3.1 Explaining line of communication and authority level to the team members
Communication plays an essential role in manage team performance. Team members are
required to have understanding of their responsibilities and what expected from them (Thiel and
et. al., 2018).
Line of communication- line of communication in the company include a manager
communicating to the team and employee to a consumer. For example within the branch network
of the line of communication including business operation manager, General manager and then
can report to the CEO who then reports to the board.
Authority level- Authority have power to override some charges in the company
regarding decisions on pay rises and bonuses that have to be approved by the board. A pricing
committee makes decisions on the interest rates that generally offers for mortgage or saving
account (Robinson, 2017).
CONCLUSION
From the present study it has been evaluated that team are the essential part of
organisational success and manager is responsible to manage and improve the team performance.
There are various techniques and strategies has been developed by the manager that effectively
help in improving the performance.
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REFERENCES
Books and Journals
Alliger, G. M. and et. al., 2015. Team resilience. Organizational Dynamics. 44(3). pp.176-184.
Cunningham, L. and et. al., 2015. Critical event checklists to manage perioperative critical
events using high-fidelity simulation. MedEdPORTAL. (11).
Riskin, A. and et. al., 2015. The impact of rudeness on medical team performance: a randomized
trial. Pediatrics. 136(3). pp.487-495.
Robinson, A., 2017, April. If you can’t measure it you can’t manage it: KPIs for team and
individual performance. In BSAVA Congress Proceedings 2017. (pp. 368-369). BSAVA
Library.
Thiel, C. E. and et. al., 2018. Let’s Look at This Another Way: How Supervisors Can Help
Subordinates Manage the Threat of Relationship Conflict. Journal of Leadership &
Organizational Studies. 25(3). pp.368-380.
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