CMI 502 Principles of Developing, Managing and Leading Individuals and Teams to Achieve Success Assignment UK

TASK 1 – 1.1: Performance Management – Approaches to Developing, Managing, and Leading Teams

Evaluate
Evaluate the use of theoretical models for developing, managing, and leading teams.

• Key Action: Consider the strengths, weaknesses, arguments for and against, and/or similarities and differences among models. Judge the evidence from different perspectives and make a valid conclusion or reasoned judgment.
• Theories to Consider (choose three):
  • Team Roles (Belbin, 1981)
  • Team Management Wheel (Margerison and McCann, 1990)
  • Model of Team Development (Tuckman, c.1965)
  • Tannenbaum and Schmidt Leadership Continuum (1958)
  • Blake and Mouton Managerial Grid (c.1950s)
  • Psychometric assessment tools (e.g., Myers-Briggs Type Indicator, 1943)
  • Drivers of Employee Engagement (Robinson, Perryman, and Hayday, 2004)
  • Speed of Trust (Covey, 2008)
  • Conflict Mode Instrument (Thomas and Kilmann, 1974)
  • Emotional Intelligence (Goleman, 1995)

TASK 2 – 1.2: Performance Management – Techniques for Leading Individuals and Teams

Discuss
Discuss practical approaches for effective team management and leadership.

• Key Considerations:
  • Communicating organizational vision and goals as they apply to departments and teams.
  • Approaches may include:
    • Empowerment
    • Delegation
    • Collective ownership
    • Conflict handling
    • Creating a trusting environment
    • Building resilience
    • Taking responsibility vs. a blame culture
    • Collaboration, fairness, and parity
    • Work allocation
    • Cultural awareness
    • Individual and team development

TASK 3 – 1.3: Performance Management – Performance Management, Goal Setting, Delegation

Analyse
Analyse strategies for managing team leaders.

• Key Strategies:
  • Delegation
  • Monitoring performance
  • Setting targets
  • Support and guidance
  • Supervision and meetings
  • Learning and development

TASK 4 – 1.4: Influencing and Communicating – Leading Multiple and Remote Teams

Develop
Develop approaches to respond to the challenges of managing and leading multiple and remote teams.

• Challenges:
  • Communication (methods, types, times, frequency, availability)
  • Access to business support
  • Building and developing relationships
  • Performance review
  • Workload management
  • Conflict resolution
  • Quality and productivity
  • Currency of working practices
  • Time management
  • Trust, morale, accountability, authority, and autonomy
  • Incorporate the Five Dysfunctions of a Team (Lencioni, 2005)

TASK 5 – 2.1: Performance Management – Achieving a Balance of Skills and Experience

Evaluate
Evaluate techniques for assessing current and future team capabilities and requirements.

• Techniques:
  • Analysis of skills and experience against current organizational requirements.
  • Identification of future organizational needs (e.g., strategy, projects, production plans).
  • Skills matrix and capability assessment.
  • Structured performance reviews.
  • Identifying skills and experience gaps.

TASK 6 – 2.2: Recruitment – All LPCs

Analyse
Analyse a process for recruiting team members.

• Process Steps:
  • Review staff requirements.
  • Consultation.
  • Formulate job and person specifications.
  • Conduct labour market research.
  • Compliance with legal and organizational requirements.
  • Create a recruitment plan.
  • Approaches to attracting talent: advertising, recommendations, headhunting, internal recruitment, secondments, social networks.
  • Shortlisting, interviewing, security checks, and offers.

TASK 7 – 2.3: Performance Management Webinar and Skills Days

Assess
Assess the factors impacting the selection of learning and development activities for individuals and teams.

• Factors to Consider:
  • Budget and funding.
  • Physical location of team members.
  • Time constraints.
  • Availability of suitable providers.
  • Shift patterns.
  • Compliance with legal/industry-specific regulations.
  • Return on investment.
  • Strategic objectives and priorities.
  • Learning styles.
  • Training needs and methods (e.g., formal/informal, on/off the job, blended learning, coaching, secondments, job shadowing, team building).

TASK 8 – 2.4: Performance Management – Coaching and Mentoring

Examine
Examine the use of coaching and mentoring models to support team development.

• Uses:
  • Skills and talent development.
  • Embedding organizational culture and diversity attitudes.
  • Enhancing performance, career development, retention, and engagement.
  • Communication, reflective management, and self-management.
• Models to Consider:
  • GROW Model (Whitmore, 1992)
  • ACHIEVE Coaching Model (Dembkowski and Eldridge, 2003)
  • CLEAR (Hawkins, 2012)
  • Cognitive Behavioural Coaching (CBC)
  • Heron’s Six Categories of Intervention (1999)

TASK 9 – 3.1: Performance Management – Measuring Team Performance and Underperformance

Discuss
Discuss methods used to monitor and manage individual and team performance.

• Methods:
  • HR systems and processes.
  • Internal and external quality standards.
  • Audit processes.
  • Qualitative measures (e.g., customer feedback, reviews).
  • Quantitative measures (e.g., SMART objectives, KPIs, benchmarks).
  • Service level agreements (SLAs).
  • Structured performance reviews.
  • 180°/360° feedback.

TASK 10 – 3.2: Performance Management – Performance Conversations

Evaluate
Evaluate good practices for enabling and supporting high-performing teams.

• Good Practices:
  • Feedback and constructive criticism.
  • Action planning (e.g., PIPs).
  • Training, coaching, and mentoring.
  • Formal performance management processes.
  • Rewards, incentives, recognition, and praise.
  • Psychological Contract (Rousseau, 1989).

TASK 11 – 3.3: Performance Management – Motivation

Analyse
Analyse motivational techniques used to create high-performing teams.

• Techniques:
  • Setting stretch goals and objectives.
  • Creating energy and enthusiasm.
  • Inspiring others.
  • Conflict resolution and increased cooperation.
  • Communicating shared purpose and vision.
  • Building trust, incentives, and rewards.
  • Relevant Theories:
    • Vroom’s Expectancy Theory (1964)
    • Likert’s Motivation and Management Systems (1967)

Answer

Request Answer of this Assignment