|Unit of Competency:||BSBTWK502 Manage Team Effectiveness|
|Assessment Task||3. Case Study|
Your performance will be documented while being observed by your Trainer/Assessor. You should demonstrate skills to lead teams and to actively engage with the management of the organisation.
Read the following case study and answer all question
Case Study Scenario:
You are the leader of the customer service team for an organisation. You are responsible for ensuring that the shop is always staffed with assistants who make customers feel welcome, attend to their questions and needs knowledgably and promptly and how are able to maintain the shop’s displays at all times.
At any one time you have a team of 15 assistants with six needed per day. Due to the nature of the work you have an average turnover of one position per month.
At a recent senior management meeting the business strategic plan was developed, from which you now need to develop a performance plan for your sales team. You also need to remember the ongoing team requirements as well as those new requirements brought about by the strategic plan.
In essence, the strategic plan states that, over the next 12 months, the organisation is aiming to: Increase turnover by 30 per cent by;
Increase efficiencies by:
Q1. Define the sales team goals for the next 12 months. Ensure that they are SMART. Q2. Define the KPIs and standards for each goals
Q3. Select one goals and create an action plan to consult the team member and identify the team members expected performance outcomes.
Q4. What strategies you will use to ensure that all team members provide their input in developing the SMART goals, and performance associated to achieve the goals.
Q5. Develop a process to resolve the issues, concerns and problems identified during the consultation process. Q6. Why is encouraging participation in the planning, decision – making and operational work aspects of the team’s work important for developing team cohesion and what roles and feedback play in doing this?
Case Study Scenario:
At Newton Global Pty Ltd. A mining resources your team of geologists have been busy creating the feasibility study into a new exploration site in north South Australia. The work has been a very large project that started 18 months ago with the team spending six months on location taking drilling samples and analysing them.
Of the six geologists and three administration staff that currently form the team, two geologists are new as is one administration person. All the others have been on the project since tis inception. Up until now the team has got on well together, seemingly communicating well and resolving any differences with minimal effort. However, you have noticed lately that there has been some trouble. The difficulties in communication seem to have started since a new geologist joined the team, management gave indications that world affairs might have a serious impact on whether the project could be funded or not and you changed some allocation of team tasks. Specially the communication issues have been:
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