Unit 702 Manage Team Performance to Support Strategy Assignment Brief
| Qualification | QUALIFI Level 7 Diploma in Strategic Management and Leadership (601/5335/0) |
|---|---|
| Unit Number | 702 |
| Unit Title | Manage Team Performance to Support Strategy |
| Unit Code | Y/506/9067 |
Aim
The aim of this unit is to allow learners to explore how team performance can be evaluated and optimised to realise strategic objectives.
Learners will further be introduced to, and encouraged to discuss, some of the management models, concepts and ideas which could be used to help you set departmental, project, team and their own objectives.
Learning Outcomes and Assessment Criteria
| Learning Outcomes.
When awarded credit for this unit, a learner will: |
Assessment Criteria.
Assessment of this learning outcome will require a learner to demonstrate that they can: |
| 1. Be able to set performance targets for teams to meet strategic objectives.
|
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. | |
| 2. Be able to agree team performance targets to contribute to meeting strategic objectives. | 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 achievement of the strategic objectives. | |
| 2.4 Critically evaluate a team performance plan to meet strategic objectives. | |
| 3. Be able to monitor actions and activities defined to improve team performance.
|
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. | |
| 4. Be able to apply influencing skills to respond to the dynamics and politics of personal interactions. | 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. |
Indicative Content
In this unit learners will study a number of models, concepts and ideas that can be used to manage team performance. These include:
- Setting the context for team performance
- IMPAQ Performance Management Approach
- Performance Management System & Performance Appraisal Context
- Elements of the Change Framework
- Adair – action centres leadership
- Scope & Objectives of change
- Motivation Models and Concepts
- Tuckman – Stages of team development
- Latham and Locke 1990
- The Performance Management Cycle
- Aligning Team Goals with Organisational Strategy
- The Performance Appraisal Cycle
- The GROW Model and Coaching
- Belbin – Team Size
- Blended Performance Measures
- Building Blocks for Highly Effective Teams
- Managing the Psychological Contract
- Adams 1965 Expectancy Theory
- Current issues in performance management Some Other Measurement Systems
- Employee Engagement.
Learners will further be introduced to, and encouraged to discuss, some of the management models, concepts and ideas that could be used to help you set departmental, project, team and their own objectives.
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