It is the duty of the team leader to identify areas where they feel that the individual can improve and either educate them through one-to-one tutoring by the leader, or book them onto a suitable training course. Make Decisions An important responsibility of a team leader is to make decisions that help the company achieve its objectives. In doing so, a leader may wish to consult their team through in-depth discussion, and it is also a responsibility of the leader to ensure that all discussion is focused and productive, leading toward a decision. Motivation A team leader has the task of motivating his or her team to work toward the objective, boosting morale where it is found to be low through taking the group on a team building activity or identifying
Unit 5003V1 - Managing team and individual performance Introduction This unit is about understanding how all team members contribute to the achievement of an organisation’s overall objectives, and how to plan and monitor performance so that everyone understands their responsibilities and receives regular feedback on performance both as a team and an individual. This includes understanding and dealing with areas of conflict and poor performance using both informal approaches and formal systems and procedures where necessary to support improvement. Scenario Learners may use their own employment context, or that of another organisation with which they are very familiar, to base their assignment. However, in the case that they are not able to do so, please use the below scenario:- You are a manager, leading a department in a medium sized company. You are responsible for setting work and development objectives for your team and for monitoring performance and achieving business results.
It firstly identifies the skills matrices for the organisation and then delves into what the current competencies are of each individual against this predefined set of skills required to fulfill a specific role. The outcome of the skills audit process is a skills gap analysis. This information will enable the organisation to improve by providing the appropriate training and development to individuals to cater for the identified skill gaps. The skills audit process will also provide information which can be used for purposes such as internal employee selection and to ensure that the correct person is deployed in each position. 2.
The coach could use the managing people model which will help adapt the way in which he approaches the learner this will then enable the coach to get the best out of him/her. This will also address where each member of a team stands in development needs and what would be the best strategy the coach responds with. The GROW (Goal, Reality, Options and Wrap up) model is a very common tool used by coaches this helps in getting a person to achieve a goal or complete a task and gives a chance for the coach to gain trust and support and provide a follow up to ensure the goals are met. The COACH model is a good model to use when someone has come stuck with a problem for example “my welding set is not working” it allows the coach to help and guide the person on fixing the problem instead of just doing it for them .The coach can then ask questions about what have they tried to do to fix the problem so far and see if they no any other things they can try maybe offer some suggestions at this point, if they solve the problem you pop back and check later to see if there ok and offer some feed back. Another way to find out about individuals learning styles could be to use the honey and mumford style this provides a small test to see which group an individual fits in to this could be given to team members as part of an appraisal and kept on file this would enable the coach to adapt to the way people like to
Within each employee’s PDP a person centred approach should be applied to address any barriers they have to learning and the plan should be adopted to best suit their needs, to build their confidence and to encourage their enthusiasm and commitment to lifelong learning. Skills for Care leadership and management strategy (SfC 2006a) defines the necessity for Health & Social Care organisations to implement CPD systems to ensure the individual and the organisation effectively implements CPD. The following table indicates the requirements that Skills for Care
Which provides and clarifies employees their new responsibilities, outcomes and most important individual performance. Feedback should be practiced for each individual employees via meetings, or other devices to reinforce team performance and effectiveness with intention of providing motivation for team 2. Why is encouraging participation in the planning, decision making and operational aspects of the team's work important for developing team cohesion, and what role does feedback play in doing this. Offering feedback and reinforcements is important because it commends and offers opportunities to review and reward its members for their contribution, and the standard of cooperation to the work produced. Investing feedback in developing team cohesion is vital for the teams dynamics to work, because it inhibits or enables employees to be more productive.
Title Personal development as a manager and leader Unit Number 5001V1 Candidate James Marshall Within every job role and career there are opportunities to progress and become better at the current role or move into a new role. This can only be achieved if the individual undertakes continual self development. The organisations the individual works for will also have a role to play in how this is undertaken and to what organisational aims the development supports but ultimately every individual is responsible for their own development. As Pedler et al. (1994) put it “Self development is personal development, with the individual taking primary responsibility of his or her own learning and for chasing the means to achieve this”.
Level 2 Award in Leadership and Team Skills Candidate Pack 2012/13 Clive Betts Centre Co-ordinator Introduction to the ILM Level 2 Award in Leadership and Team Skills The Level 2 Award in Leadership and Team Skills will provide learners with an introduction to the skills needed when leading teams, covering areas such as self development, improving team performance, planning and monitoring work and encouraging innovation. Is this the right qualification for you? The following profile is provided to help you confirm that this is the right qualification for you: * The qualification is aimed at staff who lead teams. The most common job title for these members of staff are “Team Leaders” although other titles are also used. * Team leaders are best perceived as being part of a team; first and foremost they are practitioners or operators working alongside other team members.
What would you do to achieve this? Explain how you think coaching or mentoring can contribute to encouraging employees to participate in continuous improvement processes. Coaching and mentoring are centred on unlocking a person ´s potential to maximise his or her own performance. A focus on improving performance and the development of skills is the key to an effective coaching relationship. To achieve this, Coaching and mentoring should be applied to the area you want to develop, such as motivating staff, delegating, problem solving, relationship issues, team building, and staff development.
The key responsibilities of a team leader are: Providing structure for the team - This is associated to setting a clear vision to provide purpose, clarify roles and responsibilities, allocate tasks and set objectives. A leader can influence the team to perform their duties by explaining the vision and the importance of their role in the outcome, along with the steps or goals, needed to achieve it. The individuals will be more apt to follow if they can envision their contribution to the bigger picture. Without that perspective the team cannot accomplish its goal. Managing Time- A leader should be able to identify and differentiate between urgent and important issues.