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Question: Critically assess the links between the performance of your team and the stated strategic objectives of the organisation. You may wish to use congruence modelling for this purpose.

26 Sep 2022,6:30 PM

 

Task 1 – 700 words

1.1:      Critically assess the links between the performance of your team and the stated strategic objectives of the organisation. You may wish to use congruence modelling for this purpose. (200 Words)

1.2:      Identify a range of at least four different tools and techniques for setting team performance targets. Evaluate these by comparing and contrasting them, using a table format if preferred, identifying the advantages and disadvantages of each.   (200 Words)

1.3:      Assess their value then in the ongoing measuring and monitoring of team performance during the year, using practical examples to illustrate what worked well and what did not work so well in different situations or with different teams and cultures.  Keep the focus on changing and future team performance needs, considering changes in the business environment and its impact.   (300 Words)

 

Assessment Criteria

1.1:      Critically assess the links between team performance and strategic objectives. 

1.2:      Critically evaluate tools and techniques available to set team performance targets. 

1.3:      Critically evaluate the value of team performance tools to measure future team performance.  

 

Task 2 – 800 words

 

2.1:      Explore and analyse how team performance targets are arrived at, considering the factors that effect and influence required team performance levels, compare and contrast current team performance with your findings. (200 Words)

2.2:      Describe at least three different theories on motivation.  Relate motivational techniques and influencing and persuading methodologies to the encouragement of team members to commit to shared goals, by means of practical examples.  (200 Words)

2.3:      Keeping in focus your scenarios stated strategic objectives, explore, review and critically evaluate the contribution, effects and impact that delegation, mentoring and coaching have, positively and negatively in contributing to the meeting of the organisations strategic objectives. You may consider either strategic performance objectives or strategic organisational direction.  (200 Words)

2.4:      For this task use a working team performance plan, decompose its structure, highlight areas of logical sequencing of the processes, areas of good practice, possible errors, biases and omissions and possible misalignment with the stated strategic objectives under review.   (200 Words)

 

Assessment Criteria

2.1:      Analyse how to determine required performance targets within teams against current performance. 

2.2:      Address the need for individual commitment to team performance in achievement of strategic objectives. 

2.3:      Critically evaluate the application of delegation, mentoring and coaching to the strategic objectives. 

2.4:      Critically evaluate a team performance plan to meet strategic objectives.

 

Task 3 – 650 words

 

3.1:      For this task you are required to identify both tools and methods that are deployed to conduct assessment activities of the business processes used to monitor team performance, whilst having the flexibility and capacity to identify and make changes as required.  (200 Words)

3.2:      For this task you are required to conduct a team performance event, conduct assessment of team performance against pre agreed team performance measures and targets. Use these findings to address non-compliant performance, considering potential areas of legality, human resource policy, codes and effects on other operational areas. You may wish to use tools and methodologies identified in AC. 3.1, for your purposes. (250 Words)

3.3:      For this task you are required to research and explore the critical impact and consequences of non-compliance of team performance on meeting the already stated strategic objectives. The implications are likely to have considerable scale and scope of influence on operations. An Impact Statement format may be used for your purposes.   (200 Words)

 

Assessment Criteria

3.1:      Identify tools and methodologies to assess the process for monitoring team performance and initiate changes where necessary. 

3.2:      Evaluate team performance against agreed objectives of the plan and address problematic performances. 

3.3: Critically evaluate the impact of the team performance in contributing to meeting strategy. 

 

Task 4 – 350 words

 

4.1:      Research three influencing mythologies, review their suitability, given your sector or investigation, prevailing structure and culture and other factors you feel relevant, and determine their potential effectiveness in attracting and gaining commitment of individuals to align with the already identified organisational strategic direction.   (350 Words)

 

Assessment Criteria

4.1:      Determine influencing methodologies that can gain the commitment of individuals to strategy. 

4.2:      Critically discuss the impact of individual dynamics, interests and organisational politics on securing the commitment of individuals to strategy.

 

Assignment Conclusion

 

i)          Stating the aim/ context of the assignment again

ii)        Followed by a very brief summary of the main points

iii)       Final comments often considering the future (for e.g.: what can be done to improve the implementation of a strategy in the future)

Expert answer

1.1:      Critically assess the links between the performance of your team and the stated strategic objectives of the organisation. You may wish to use congruence modelling for this purpose. (200 Words)

There is a clear link between the performance of any team and the strategic objectives of the organisation as a whole. If a team is not performing well, it is likely that the organisation will not achieve its goals. Conversely, if a team is performing well, it is more likely that the organisation will achieve its goals. The performance of a team can be measured in many ways, but some key indicators include: - Output: How much work is the team completing? Are targets being met? - Quality: How good is the work that the team is producing? Are there errors or defects? - Engagement: How engaged are team members? Do they enjoy their work and feel like they are part of something larger? - Morale: How is the team's morale? Are team members positive and motivated, or are they negative and demotivated? There are many factors that can affect the performance of a team, but some of the most important include: - Leadership: Is the team leader effective? Do team members respect and follow them? - Communication: Is communication clear and effective within the team? - Resources: Does the team have all of the resources it needs to be successful? - Training: Has the team been given adequate training to do their job? The links between the performance of a team and the strategic objectives of an organisation are clear. If a team is not performing well, it is likely that the organisation will not achieve its goals. Conversely, if a team is performing well, it is more likely that the organisation will achieve its goals. To ensure that your team is performing well and meeting the organisation's objectives, it is important to monitor key indicators of performance and take action to address any issues. Additionally, ensuring that the team has adequate resources, leadership, communication and training can go a long way in promoting success.

1.2:      Identify a range of at least four different tools and techniques for setting team performance targets. Evaluate these by comparing and contrasting them, using a table format if preferred, identifying the advantages and disadvantages of each.   (200 Words)

There are a number of different tools and techniques that can be used for setting team performance targets. Some of the most common include: 1. SMART goals: Specific, Measurable, Achievable, Realistic, Timely 2. objectives and key results (OKRs): Objectives that are specific, measurable, achievable, relevant, and time-bound 3. Six Sigma: A data-driven approach to setting performance targets that aim for near-perfection 4. balanced scorecard: A framework that balances multiple perspectives when setting team performance targets 5. business process mapping: A tool that can be used to identify inefficiencies and set performance targets accordingly Which approach is best will depend on the specific team and organization, but all of these tools and techniques can be useful for setting effective performance targets.

2.2:      Describe at least three different theories on motivation.  Relate motivational techniques and influencing and persuading methodologies to the encouragement of team members to commit to shared goals, by means of practical examples.  (200 Words)

Needs-based theories of motivation suggest that we are motivated to engage in behaviors that fulfill our basic needs. According to Abraham Maslow's hierarchy of needs, these needs include physiological needs (such as food and water), safety needs (such as security and shelter), love and belongingness needs (such as social connection and intimacy), esteem needs (such as self-respect and achievement) , and self-actualization needs (such as personal growth and fulfillment). Drive theory suggests that motivation is a result of the interaction between drives/instincts (such as hunger or the sex drive) and cues in the environment. When we perceive a cue that is related to one of our drives, we become motivated to engage in the behavior that will satisfy that drive. Incentive theories of motivation suggest that we are motivated to engage in behaviors because of the rewards or incentives that we receive for doing so. According to this theory, we learn to associate certain behaviors with certain rewards and, as a result, we become motivated to repeat those behaviors in order to receive the rewards. These are just a few of the many different theories of motivation that have been proposed by psychologists over the years. While each theory has its own unique perspective on what motivates us, they all share one common goal: to explain and understand human behavior.

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