Capacity to understand their role as a worker in a specific position within an organisation. They develop insights into their place within the organisational structure and comprehend the internal dynamics of specific groups. Moreover, they acquire diverse strategies to manage potential conflicts within teams or groups effectively. Additionally, they can devise action plans aimed at boosting the overall performance of a team.
This unit standard required learners to reflect on the strengths and weaknesses of themselves and their teams to manage team performance. It is intended for managers of small businesses and junior managers of business units in larger organisations. The term business unit in this unit standard implies a small business, cost centre, section or department. Junior managers include, but are not limited to, team leaders, supervisors, first-line managers and section heads. The position is a term used to describe the first level of management in an organisation at which an employee has other employees reporting to him/her. The qualifying learner can understand him/herself as a worker in a specific position. Identifying own role in an organisation. Understanding the dynamics within a specific group. Using various strategies to deal with potential conflict in a team or group. Developing a plan of action to enhance team performance.
Course Content
- Own strengths and weaknesses are identified based on self-reflection and feedback
- A personal development plan to strengthen one’s performance is compiled with a view to becoming a role model for a team or group
- The organogram of an organisation is interpreted and an indication is given of the learner’s place in the organisation
- An organisation’s expectations of a person in the learner’s position are explained, and an indication is given as to how performance is monitored and measured
- The values and attitudes of a particular organisation are explored with reference to the organisation’s code of ethics or conduct
- The effect of the code of conduct on decisions a team leader may make is indicated with reference to the code of conduct of a specific organisation
- The kinds of conflict that could arise in a team or group are identified and strategies to deal with issues in a team are demonstrated in role-play situations
- Strategies for creating a positive working environment in a team or group are explored, and an indication is given of the role of the team leader in creating a positive work environment
- Situations that hamper efficiency in a group are identified, and suggestions are made to improve these situations
- Support systems available to the team are identified, and an indication is given of the learner’s role in being supportive and using a support system
- The strengths and weaknesses of a group or team are identified based on reflection and team performance
- The strengths and weaknesses of individuals within a group or team are identified in order to decide on an appropriate management strategy
- Situations that are a cause of concern or dissent in a group or team are identified and the plan is developed to minimise their negative effect on the team
- Positive situations in a group or team are identified and a plan is developed to maximise the effect on the team’s performance
- Goals appropriate to the team are set in order to improve performance within a specific organisation
- A plan of action is developed as a means of achieving group or team goals
- The importance of consultation and joint decision-making in setting team or group goals is explained, and an indication is given of how a team can be involved in a goal-setting process
- Progress in the implementation of team goals is monitored, and an indication is given of when and how it may be necessary to amend the plan
- Non-accredited: Short course only
- Duration: 3h 00m
- Delivery: Classroom/Online/Blended
- Access Period: 12 Months
