Scenario You have recently been appointed as the manager of an administration team within a large organisation. The organisation is undergoing a strategic organisational change. As part of this change process, previously decentralised administration functions have been merged and centralised into a single administration function at the head office. The new centralised administration function is divided into teams for internal support and for dealing with customers. Your team is responsible for dealing directly with customers. Your team has been newly created in the change process. Most team members have been relocated to head office for their new jobs. Few team members have previously worked at head office administration. Their previous manager was a team member that had been promoted without any leadership or management experience. Team members do not know each other well. Many of the relocated team members have never worked in direct customer contact before. It is your first week on the job. So far, you have found out that your team comprises of 12 team members. One team member has been appointed your assistant manager who is responsible for rostering, managing time sheets and leave as well as training and development of team members. The remaining 11 team members are responsible for data entry, accounts payable and customer service. Five team members have worked in similar positions for 3 years or longer. They are very proficient in what they do. The other six team members are new. There is substantial diversity in your team. The oldest team member is 30 years older than the youngest team member is. Two team members are from India and two are from China. One team member is a devout Muslim. One team member has a hearing impairment. Reading some internal reports and consulting with your supervisor and other managers, you found that there is a high level of customer complaints and that the previous manager overspent on wages and incidentals. Only four team members have job descriptions but they are out of date. There is no evidence of performance appraisals, and the team suffers from high levels of absenteeism. The lack of effective management is visible in your team. Several of their desks are messy. Raised voices and arguments over when breaks should be taken are common. Your supervisor openly admits that your new job will be a challenge, and your fellow managers do not envy you your new job. You will need to crea a plan for how you will manage your team. Your supervisor has requested that you develop a 90-day plan to understand the current situation and to establish systems to improve the functionality of the team. Your manager has also requested that you take steps to build supportive networks and to implement an ongoing conflict resolution process you can implement at team level. Your manager has provided you with a 90-day template they have utilised previously. BSBLDR502_BSBWOR502_AT1_W_TQM_v1 Ver. 1.2 (31/05/2016) Page 5 of 13 Tip If you experience problems completing this assignment, there are a variety of approaches to help you. 1. Think from the perspective of a team member and employee at a previous or your current workplace. What would you like your supervisor or manager to implement at your workplace? 2. Review the learning material on Connect. Each task in this assessment indicates which sections in the learning material might be the most helpful. 3. Research key terms on the Internet to improve or widen your understanding. 4. Share your concerns and difficulties with your teacher or facilitator. BSBLDR502_BSBWOR502_AT1_W_TQM_v1 Ver. 1.2 (31/05/2016) Page 6 of 13 Assessment Task You have recently been appointed as the manager of a new, dysfunctional team in a large organisation, as outlined in the scenario provided. Your supervisor has requested that you develop a 90-day plan to understand the current situation and to establish systems to improve the functionality of the team. Your manager has also requested that you take steps to build supportive networks and to implement an ongoing conflict resolution process at team level. Your manager has provided you with a template the organisation has utilised previously. Locate and download your organisational and other documents that you will need to complee a 90-day Action plan. Using the SIM Co. simulated company, locate and download the 90-day Action Plan template. This template must be used in order to complet this assessment Task. Tip Review the learning content about characteristics of effective and high performing teams, how to crea and support them, the SMART tool to assist you in completing the 90 Day Action plan. Perform the following steps that will assist you in completing the 90 Day action plan. All responses must be entered in to the template provided and submitted as part of this assessment task. Step 1: Gap Analysis. Review the scenario from the scenario and identify the negative issues of the current situation. Briefly describe what is wrong with the current situation. What must change and improve? What is the Gap? For each issue that you identified, briefly describe the desired state. What would an effective team look like? For each issue that you identified, wri at least one objective that needs to be achieved to change the current situation into the desired situation. Use a tool from the learning materials like the SMART statement or the BRILLIANT statement. Example: Current Situation Gap Desired State High absenteeism Cr a shared team purpose and vision to reduce absenteeism by 50% by the end of the year Low absenteeism BSBLDR502_BSBWOR502_AT1_W_TQM_v1 Ver. 1.2 (31/05/2016) Page 7 of 13 Step 2: Areas of potential conflict. Investigate the potential areas of conflict in the current situation and identify at least 3 potential areas of Conflict. Example: Team Member in their 20s Team Member in their 50s Advantages to team Disadvantages to team Advantages to team Disadvantages to team 1. 1. 1. 1. 2. 2. 2. 2. 3. 3. 3. 3. Potential Areas of Conflict 1. 2. 3. Step 3: Stakeholder Analysis. Identify the major stakeholders (a minimum of five). Evaluate how much interest each stakeholder has in your team performing their work well. This can be positive (champion) or negative (opponent). Evaluate how much power each stakeholder has to substantially affect you and your team. This may include both positional power and personal influence. Review the stakeholder analysis grid in the learning materials on Connect and assign each stakeholder one of the four possible management strategies. Identify and briefly describe at least one benefit each stakeholder can provide to the team. Tip Review the learning content about stakeholder analysis and management. BSBLDR502_BSBWOR502_AT1_W_TQM_v1 Ver. 1.2 (31/05/2016) Page 8 of 13 Example: Stakeholder Interest Power Strategy Desired Support My Supervisor High High Manage closely Finance Administrator Low Low Monitor Reliable financial information in a timely manner. Alert to irregularities. Low High Keep satisfied High Low Keep informed Step 4: Consultation Plan. Identify the persons with whom you need to consult to crea and execute your team management plan (a minimum of five). Determine the most appropriate communication method for each stakeholder. Identify why each consultation is required by defining a purpose or describing at least one identifiable outcome. Describe the timing requirements for each consultation. This may include when the consultation should take place, how long it will approximately take to achieve its purpose or how frequently consultation should occur. Tip Review the learning content about stakeholder management, communication planning and consultation. Example: Stakeholder Consultation Method Contribution Timing My Supervisor Face-to-face meeting Advice and approvals Weekly Finance Administrator Email Past expenditure reports Once, now BSBLDR502_BSBWOR502_AT1_W_TQM_v1 Ver. 1.2 (31/05/2016) Page 9 of 13 Step 5: Legislative Requirements. Identify at least three pieces of Australian legislation (Acts, Regulations or Codes of Practice) that are relevant for diversity management in the workplace. For each item, state the full name of the legislation and provide at least one example of how the legislation affects your managing workplace teams. Briefly outline the due process of managing underperformance, misconduct and serious misconduct of team members. Clearly indicate the hierarchy of steps that are involved and what actions you must take. Example: Legislation Requirements Racial Discrimination Act 1975 It is unlawful to disadvantage employees and job seekers in any way because of their race, colour, gender, sexual preference, age, physical or mental disability, marital status, family or carer's responsibilities, pregnancy, religion, political opinion, national extraction or social origin. Step 6: Leadership Model. Identify which stage of Tuckman's team development model best describes the current situation of your team, and why. Explain which situational leadership style you would use to manage your team in the current situation and why. Tip Review Bruce Tuckman's stages of team development and Hershey and Blanchford's situational leadership styles in the learning material. Step 7: Team Consultation. Explain how will you consult with your team and individual team members as part of your 90- day plan. Explain how will team members be able to give feedback, voice their concerns or point out difficulties with their work after the 90-day plan has been implemented? How will you respond and give them feedback on their issues? Step 8: Building Consensus. Outline a process of gaining consensus in a team environment. Choose one issue that you listed in Step 2 and outline a strategy for resolving the issue. BSBLDR502_BSBWOR502_AT1_W_TQM_v1 Ver. 1.2 (31/05/2016) Page 10 of 13 Step 9: Communication Plan to Team. Explain how will you communicate your 90-day plan to your team, and why? Step 10: Team contract. Wri a mini team contract that you want all team members to sign and commit to. Be realistic about what you can achieve. This is only the first step. It is more important that all team members make a commitment to the team than having a long and sophisticated contract. Aim for: 5 team values 1 team mission statement 3 team rules Step 11: Communication Style. Describe your own preferred communication style. Critically reflect on the scenario and describe at least one aspect of how you usually communicate that may constitute a weakness in this situation. What adjustments would you make in this situation? Tip Review the communication styles and terminology discussed in the learning material and briefly outline which ones apply to you. Example Values: Respect, Courtesy... Mission: We will... Rules: We will hold each other accountable for communicating with each other in a courteous and respectful way. We do not tolerate shouting and yelling or any language that is threatening, intimidating, insulting, offensive or discriminatory. BSBLDR502_BSBWOR502_AT1_W_TQM_v1 Ver. 1.2 (31/05/2016) Page 11 of 13 Step 12: Trust building strategies. Explain what strategies and personal commitments can you make to build your team members' trust and confidence in you as their manager or leader. Explain what qualities or characteristics of Professional Conduct and managerial integrity should you adopt and role-model for your team? List a minimum of three qualities or characteristics each of good and poor professional conduct for yourself as the team leader. Outline a minimum of three strategies how you can provide team members with feedback to encourage, value or reward them for their work? Tip Review the learning material on management and leadership styles, communicating clearly, active listening and professional conduct. Step 13: Diversity Strategies. Outline a minimum of three team issues that relate to diversity and briefly describe strategies or activities to resolve diversity issues. Example: Dimension Potential Issue Strategy National culture Cross-cultural communication and values. Provide communication training by openly discussing values of inclusive teams. Expand your team contract. Create 3-5 guidelines or rules for your team that will support inclusive practice and use diversity as an asset to maximise team effectiveness. Step 14: Training and Development. Provide a minimum of three learning or training opportunities that you want to offer your assistant manager and your team members. Briefly describe the opportunity, how it might be carried out either internally or by using an external provider, the desired outcome and how you would convince the individual team member to agree to undertake the opportunity or training. BSBLDR502_BSBWOR502_AT1_W_TQM_v1 Ver. 1.2 (31/05/2016) Page 12 of 13 Step 15: Performance Management. Review the Success Triangle in the learning materials and the organisational policies and procedures of your current, chosen or simulated workplace. Answer the four questions in the action plan and provide at least two strategies for each of the questions. Example: How will you ensure the team and each of its members know their tasks and responsibilities? Update all position descriptions and duty statements in consultation with the affected team member now and every six month thereafter. How will you ensure that obstacles are identified and removed? As a manager, I will implement an open door event. For one hour every week, any team member can come to my office unannounced to share obstacles, issue or concerns that they feel cannot easily be overcome or removed. Step 16: Performance Plan. Develop a draft performance plan for your assistant manager in consultation with relevant stakeholders. First, identify and consult with stakeholders (e.g. Human Resources, your own manager, etc.) and then use their input and your own experience to develop a performance plan as outlines in the template. Step 17: Build Supporting Networks. Identify a minimum of three persons within the workplace who you should include in your professional, operational network. Name the contact, describe how they can support your team and you, and describe at least one strategy of how you would maintain good relationships with the contact. Identify a minimum of three persons or groups outside the workplace who you should include in your professional network. Name the contact, describe how they can support your team and you, and describe at least one strategy of how you would maintain good relationships with the contact. BSBLDR502_BSBWOR502_AT1_W_TQM_v1 Ver. 1.2 (31/05/2016) Page 13 of 13 Step 18: Conflict Resolution. Briefly outline a minimum of three options to provide team members with guidance and support and to manage conflicts. How can you as a team leader manage team conflict? How can other managers or departments in your organisation help to resolve conflicts? How might external agencies be able to help? Describe at least three different situations of conflicts a team member might face. Outline an appropriate response to provide guidance, counselling or support. What you would do? Outline how you can ensure that team members feel comfortable and confident to raise issues early and how you can ensure that raised issues are promptly resolved. Explain how you will ensure that team members feel comfortable and confident to raise issues early. Explain how you will ensure that the issues raised are resolved promptly. Tip Review the learning material and visit the website of the Australian Fair Work Ombudsman or search the Internet about dispute and conflict resolution processes. Example: Action or Strategy Appropriate and Useful for... Refer to ... Refer team member to Employee Assistance Program. Team member challenges or difficulties in their personal lives that affect work performance or well-being. Human Resources for contact details and procedure.