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7002V1 Developing Performance Management Strategies

tag 1 Download 17 Pages / 4,086 Words tag 14-07-2021


strategic objectives is shared throughout the organisation. Use a practical example to illustrate how team performance links to organisational objectives

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. 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 

Critically examine at least three methods you could use to agree performance targets for individuals within the team when compared with their current performance  

A.C. 1.1 - Assess the links between team performance and strategic objectives

A.C. 1.2 - Evaluate tools and techniques available to set team performance targets

A.C. 1.3 - Assess the value of team performance tools to measure future team performance

 A.C. 2.1 - Determine required performance targets within teams against current performance

 why it is important that each individual team member signs up to deliver team objectives, highlighting some of the implications where this is not the case 

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 

Your examples should identify where this has worked well and where it has not worked so well, and why.  Describe how, in practice, individual personalities, self-interests and internal politics can impact on the level of personal commitment and reflect on the strategies a senior manager can take to overcome these.  Use work-based examples to illustrate where possible

Discuss the need to encourage individual commitment to team performance in achievement of organisational objectives

A.C. 4.1 - Determine influencing and persuading methodologies to gain the commitment of individuals to a course of action

A.C. 4.2 - Discuss the impact of individual dynamics, interests and organisational politics on securing the commitment of individuals to a course of action 

Separately define delegation, mentoring and coaching.  Describe the role of each technique in the achievement of organisational objectives, explaining how a departmental manager might deploy them in the management of team performance. Provide practical examples wherever possible.

A.C. 2.3 - Relate the application of delegation, mentoring and coaching to the achievement of the organisational objectives

Take a practical example of a team performance plan that has been drawn up to meet organisational objectives. Use work-based evidence where possible. If not, then develop a plan for your chosen organisation

Critique the way the plan is constructed in order to ascertain its ease of use and practical application (‘fit for purpose’), explaining the process you would adopt in using the plan alongside other tools to monitor team performance.

Identify any shortcomings the structure presents and practical difficulties with implementation, making recommendations for improvement. Revisit the team performance plan to review actual results and discuss the strengths, weaknesses, successes and challenges

Explain to what extent the plan has achieved the agreed objectives for the team and what contribution this has made towards achievement of organisational strategic objectives, picking up on any dilemmas and inconsistencies between team and organisational targets 

  1. It is preferable that your team performance plan relates to the previous financial year so that you are able to both review the format and actual results.

A.C. 2.4 - Evaluate a team performance plan to meet organisational objectives

A.C. 3.1 - Assess the process for monitoring team performance and initiate changes where necessary

A.C. 3.2 - Evaluate team performance against agreed objectives of the plan

A.C. 3.3 - Evaluate the impact of the team performance in contributing to meeting strategic objectives.

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Total 17 pages

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