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)

Do You Need Assignment of This Question

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)

Buy Answer of This Assessment & Raise Your Grades

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).

Buy Answer of This Assessment & Raise Your Grades

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)

Are You Looking for Answer of This Assignment or Essay

Answer

Do You Need Assignment of This Question

WhatsApp Icon

Facing Issues with Assignments? Talk to Our Experts Now!Download Our App Now!

Have Questions About Our Services?
Download Our App!

Get the App Today!

QRcode