8/3/2019 Hrm 219_u1052182_coursework 3

1/10

1

HRM 219

Leading and ManagingCoursework 3

Student ID: u1052182

8/3/2019 Hrm 219_u1052182_coursework 3

2/10

2

Question (a)

Part of Leading & Managing involves supervising others and developing them. To

encompass this, consider the following scenario; You have become the team leader of a

group ten IT programmers.

y Two of them produce poor quality work, which requires rework before it isaccepted by clients.

y One member has a poor attendance record and is frequently late for work.y A fourth is introverted, lacks confidence and does not interact with other team

members. This detracts from the teams performance.

Formulate a strategy for dealing with these issues. Outline your options, the steps

you intend to take and your contingency plans. Your recommendations should be

SMART. Again, academic concepts should be applied. A purely commonsense

approach is not adequate.

Introduction

In this competitive market employees are considered as the most important resource in an

organizational performance. If the employee in a team does not perform well it affects the

team and in turn the organization in the long run. (Tajfel, 1982).Not all the members in the

team would be performance driven. Different individuals as they come from different

backgrounds have a different mindsets and perceptions towards the task they are assigned to.

Some have an approach of growth and developing their career path while some perform and

work for salary and money. s (MacNeil and Sherif, 1976). Hence it is very important for a

manager to keep his team motivated and informed about the organizational goals and

objectives. Also it is important as a manager to identify those qualities, identify the

organizational and client objectives and manage and build teams accordingly.

Strategy and plan for dealing with the team member issues

In the above given situation where in there are different types of team members and team

issues an effective manager should approach the team with understanding and should

understand the problem first. I as a manager and the leader of such a team would first

understand the problem and the organization and the skills required to accomplish the task.

This could be done by the Team Process Model. (Kakabadse, 1999)

8/3/2019 Hrm 219_u1052182_coursework 3

3/10

3

Organizational needs: As an appointed leader of the new team it is very important firstlyto identify the organizational needs and accordingly set up plans and strategies. It is very

important that all the team members with the leader have a congruent goal and they know

what are the organizational objectives. Hence as a leader of that team I would firstly

identify the organizational needs and enlighten the team members by a team briefing as

my first step.

Task specification: Once the organizational needs are identified I would identify thepurpose of the team and tasks that my team handles. Identifying task specifications is a

very important step in a team building and managing process. Different tasks that the

team is designed for will be identified and listed.

Individual member needs and characteristics: Once I get to know the task and that myteam is designed to serve the clients I will identify the individual team member needs and

characteristics. It is very important to identify this as different team members have

different goals and purposes to work in an organization. Also different individuals have

different characteristics.Modra, (1989) Hence I would identify the characteristics of

different team members.

Team process: According to the identification of different aspects analyzed I would thendesign the team process and day to day working of the team in such a way that there

would be maximum interaction in the team. The tasks and characteristics identified will

be put in such a way that the team members will feel a need to work and will be

motivated.

Level of task performance and employee satisfaction: By analyzing the behaviors andassigning tasks to the team members the level of their performance would increase. Also

8/3/2019 Hrm 219_u1052182_coursework 3

4/10

4

the employees will have a goal oriented approach towards work as their indivisual needs

will be taken into consideration. The team members will be satisfied with the work and

task assigned to them.

The above goals will accomplished by addressing the individual concerns as follows:

For members producing poor quality work: Training and coaching sessions will bedesigned in their working hours in such a way that they learn while they are working. The

team member doing excellent quality of work will help these employees and help me in

training them. Also rewards and incentives like goodies and vouchers will be announced

for the best performer in a week. Constant feedback will be given to the members so that

they know where they stand and what could be done to improve their quality of work.

For team member with poor attendance record: A one on one coaching session will bedesigned in order to address his personal problems if any. If his attendance is hampered

because of family problems, a flexible working schedule will be designed for all the

employees including him so that the team is motivated and has a good family and work

life balance. If the problem persists the member will be put into an action plan where his

attendance and working hours will be strictly monitored.

For the member who is introvert: Interactive sessions on the product and innovativeideas will be encouraged. This member will be given an opportunity to share and discuss

his way of working. So that he will be interactive with the team members and also other

members will learn from his experiences which will help them produce good quality work

as he does.

Apart from the above mentioned practices the co-workers and team members will be

encouraged to appreciate each others work and contribution. Also if possible referral

schemes will be announced for some monetary rewards. There will be consistant job and

performance evaluation. Whenever needed the members will be coached and mentors from

different departments and experienced senior managers will be requested to mentor the team

members on various issues and areas. Different parameters will be set for their job evaluation

and performance appraisal which will motivate them to fulfill those parameter. All the

feedbacks and coachings done would be in a sandwich approach, with good points of the

members will be highlighted followed with areas of improvement and summing up the

8/3/2019 Hrm 219_u1052182_coursework 3

5/10

5

coaching session with the positive points again. This will leave the employees and team

members with a positive feeling after coaching and they would not feel degraded.

(b) Skills and competencies you would need to acquire in order to handle the

situation in question:

As a team leader I will have to have competencies to handle a team with different

cultures, values and beliefs. In order to manage and motivate the team I should be

able to handle each and every team member concerns effectively.

Below are some skills and competencies required (Nordhaug, 2000)

Effective Communication: One of the most important skill and competency that Iwould require will be communication. It is very important for a leader to communicate

clearly and to understand the opposite person. Failing to do so will result in damages to

the plans and strategies designed for team improvement. Below are some affective

communication techquies that will be needed. (Clutterbuck (2004)

Listening to what is being said: It is very important to actively listen to what is being saidby the team member during feedback and coaching sessions. I will need to develop

concentration in order to actively listen to the team member. Only then his actual concerns

will be addressed and the issue will be resolved.

Observing non-verbal signals and what is not being said: Sometimes due to the fear ofrevealing personal information or peer pressure the team member might not reveal all the

aspects and reasons for his behaviour or non-performance. In such scenarios it is helpful to

develop and observe the body language, gestures, facial expressions etc. All these reveal the

actual cause and solution to the problem faced by the team member in question.Rogers,

(2002).

Parallel processing: It is also very critical that as a leader I would need to develop thepractice of analysing the responses and feedbacks. The information which is gathered by meduring a feedback or a coaching session should be analysed and appropriate responses and

solutions should be designed.

Projecting: And lastly after getting the information the concern should be addressed in a verysubtle way which would not sound rude and the feedback given or plan designed for the

member would be apt for the situation and individual member characteristics.

8/3/2019 Hrm 219_u1052182_coursework 3

6/10

6

Team orientation: In order to handle these issues firstly as a leader I will have tokeep a team oriented approach. The team members should feel that their leader cares

for them and will stand by them when they are in need. As a leader of the team I will

have to build trust and be open in order to get the work done and for them to believe

in me. When this is established only then the members will perform and do their job

as required by the organization.

People management: People management skills and competencies would berequired in such a way that I should be able to handle the members who come from

different backgrounds. In the process of coaching or training I should not hurt any

ones emotions or give a direct personal feedback.

Customer focus: Every step and action taken to improve the employee skills andcompetencies would be executed by keeping the clients and customers in mind. In

order to plan strategies I will need to be customer centric and customer focused. If

the customer is satisfied the organizations grow and in turn the employees grow.

Result-oriented: Being a leader of an IT team I will have to be result-oriented. Onlymotivating and coaching would help the team members to build their work life

quality but with that I will also have to be focused on the results. During theseteething period I might face some problems but once the team is self-managed I will

have to keep such an approach that the output given by the team would be of high

caliber and meeting the targets of the organization.

Problem-solving: A leader should always keep his calm and have a problemsolving mindset when leading a multi-cultural team. Every issue should be analyzed

and a solution should be designed in such a way that the member in question is also

satisfied and not demotivated or does not feel unvalued. A composed and balanced

mind would help in gaining this competency.Rees, J. (2004).

Networking rather than hierarchy: The team members should not feel ahierarchical approach when it comes to managing and building teams. I should be

able to develop an attitude which would portray that different cultures and diversities

in the team are valued and appreciated. A friendly attitude towards the team would be

beneficial as the members would be stressed after long working hours especiaaly

being an IT industry. Srinivas (1995) and Rhinesmith (1996)

8/3/2019 Hrm 219_u1052182_coursework 3

7/10

7

Unique competences: Last but not the least, apart from all the ablove skills andcompetencies I will also require firm specific and task specific skills. I should have

full knowledge of the services and products we offer to the clients. I should also beaware of the industry as a whole and what is the key skill sets required by the team

members in order to work in such an industry.

(c) Personal development plan

Introduction

To help ensure success for your business, a company owner needs to have a broad range ofskills relating to management and leadership. Based on your current role and situation, this

tool has prioritised the most important areas that you need to concentrate on and will pointyou in the right direction for further advice and training

The three dimensional model by Black and Plowright (2008) will be used for my personaldevelopment.

Learning experience: Different aspects of the learning experiences from the module will be

taken into consideration. The learnings from each and every workshop done in the leadership

trust is jotted in the handbook given. All those learnings will be listed and looked on.

Reflection on learning: First and foremost I would jot down and reflect on the learning that I

have had in this entire module. The different theories and models used for managing the

human resource will be thoroughly analysed by me and real life case studies will be looked

at. While doing that I would also note down my opinions and judgements on the real life

8/3/2019 Hrm 219_u1052182_coursework 3

8/10

8

scenarios and reflect it with a senior manager or a person who has a lot of experience in

managing human resource.

Practice experience: After doing this the the practical experience will be considered. As amd

when I would come across something new in my business workings I would list it and

remember for future use. The models used and the effective lectures from the model will be

remembered and the issues in the business will be handled according to the situation.

Reflection on practice: When dealt with a particular situation in my business I would sit

back and reflect on it and try to see what went wrong. Also my employees and subordinates

will be with me in the reflection session which would help avoiding further mistakes.

Develop learning and practice: Finally my plan would be to keep developing learning

through academic journals, papers and books and keep analysing real life scenarios. Also itwould include taking up challenges in practice in my business and staring up a whole set of

global atmosphere in my business.

My Strengths My Weaknesses

Planning and organising Monitoring and follow up Managing information Evaluation of problem Solutions to problem an problem

solving

Conducting reviews when required Strategic thinking

Communication Decision-making Leading Motivating and supporting others Delegating work Prioritising work Analysing

The above strengths and weaknesses can be balanced by some real time practices in day to

day life.

8/3/2019 Hrm 219_u1052182_coursework 3

9/10

9

My Action plan

Action Resources used Time scale

1. To encourage innovation in my

business that I will carry out

Learning through

academic journalsand websites.

Extensive researchon innovation

techniques

Within 6 months

from now

2. Keep the plans and strategies ready in

order to manage change situations infuture.

Reading case studies

and practical casesabout change

management.Analysing different

companies change

situation for practice.

Next 6 months

3. To lead the change By integrating achange management

model in the business

and leading the

campaign

After 12 months

4. To manage some programme of

projects

To find some local

courses about

managing projects

and programmes.

For 1 year

Reference list

Black. P and Plowright. D School of Pharmacy, Keele University, Keele, Staffordshire, UK;

Centre forEducation Studies, Institute forLearning, University of Hull, Hull, UK

MacNeil and Sherif, (1976) The development of critical reflection in the health professions

London: HigherEducation Academy

Modra, H. (1989), Using journals to encourage critical thinking at a distance. In T. Evans &

D. Nation (Eds.), Critical reflections on distance education. Brighton: Falmer Press.

Nordhaug .(2000), Key points and future developments in reflective practice within the

education of health professionals. In S. Tate & M. Sills (Eds.), The development of critical

8/3/2019 Hrm 219_u1052182_coursework 3

10/10

10

reflection in the health professions (Occasional Paper No. 4). London: HigherEducation

Academy.

Rees, J. (2004). Using reflective practice in the pharmacy curriculum. In S. Tate & M. Sills

(Eds.), The development of critical reflection in the health professions (Occasional Paper No.4). London: HigherEducation Academy.

Rogers, A. (2002). Learning and adult education. In R. Harrison, F. Reeve, A. Hanson, A.

&J. Clarke (Eds.), Supporting lifelong learning. London: RoutledgeFalmer/The Open

University

Tajfel. J (1982) Educating the reflective practitioner: Towards a new design for teachingand

learning. San Francisco: Jossey-Bass.