3D30

[D

Engaging & Motivating

Teams

TEAM LEADER/SUPERVISOR
CMI UNIT 302 MANAGING A TEAM TO ACHIEVE RESULTS

CMI 302 Page 0 of 21 Version 1

» LEARNER INFORMATION

Learner name: CMI membership No: Date:

Centre name: Qualification:

Learner statement of I confirm that the attached completed assignment is all my own work, and does not include
authenticity: any work completed by anyone other than myself. I have completed the assignment in
accordance with the Institute’s approved instructions.

 Tick here to opt out I consent for this assignment to be used for assessment standardisation and where
appropriate, for the dissemination of good practice, on the understanding that the content is
anonymised.

Signed: Date:

Centre statement of On behalf of <CENTRE NAME>, I confirm that the above mentioned learner is registered at the
authenticity: centre on a Chartered Management Institute (CMI) programme of study. The learner is, to the
best of my knowledge, the sole author of the completed assignment.

Name: Job Title:

Signed: Date:

» GUIDELINE WORD COUNT

The written word, however generated and recorded, is still expected to form the majority of assessable work produced by
Learners at Level 3. The amount and volume of work for this unit should be broadly comparable to a word count of 2000-2500
words within a margin of +10%.

» AIM OF THE ASSESSMENT BOOKLET

The ability to manage teams, which are able to communicate effectively and overcome barriers to achievement, is a critical
skill for any manager. High performing, cohesive teams are created in an environment where there is a collective
understanding of values, goals and objectives. This assessment booklet has been developed to enable managers to evidence
their understanding of the nature of teams in the workplace and how these can be managed to achieve results.
 Before you begin the assessment booklet, please read the CMI 302 unit specification thoroughly as only the content
related to the achievement of the assessment criteria will be assessed.
 Research the topics being assessed. Suggested reading/web resources are provided on the CMI 302 unit
specification. Your Facilitator may signpost you to relevant resources. Additionally, you may access excellent online
resources at ManagementDirect
 If you are enrolled on the Trailblazer Apprenticeship programme, you are encouraged to review the Apprenticeship
Standard for Team Leader/Supervisor

Completing the assessment booklet

 The assessment booklet contains a series of tasks which are clearly referenced to the relevant assessment criteria
and indicative content.
 An appropriate referencing system (such as Harvard Referencing) must be used to ensure the original source(s) of
quotations or models can be verified.
 Finally, you must sign the Learner Authenticity statement (an electronic signature is accepted) when submitting
evidence on Quals Direct.

CMI 302 Page 1 of 21 Version 1

» E-LEARNING

Further required learning to complete Tasks 1, 2 and 3, please log on to Management

Direct and complete the Learning Journey – Engaging & Motivating Teams
https://lighthouse.md.cmi.org.uk/LearningJourney/My

Titles covered in this course:

 Belbin team roles
 Margerison McCann team management wheel
 Margerison McCann team wheel
 Developing an inclusive environment
 Taking your team to the next level
 Lencioni’s five dysfunctions of a team
 Five precepts of high-performance teams
 Creating a high-performance team
 Kurt Lewin: Change management and group dynamics
 Situational leadership
 Tannenbaum and Schmidt Leadership Continuum
 Team briefing
 Communicating in the virtual workplace
 Engaging virtual employees
 Steps in successful team building
 Tuckerman’s stages of team development
 How to increase productivity in virtual teams
 Managing poor performance
 Managing conflict in high performance teams
 How can I coach my team?
 Handling conflict situations
 Undertaking a disciplinary interview
 Golden Thread
 Positive feedback in four steps
 Giving feedback
 The importance of mentoring

CMI 302 Page 2 of 21 Version 1

 To help you to complete the tasks within this Assessment Book please
log onto your Video Arts eLearning Account and access the Level 3
Team Leader/Supervisor course. http://lighthouse.central-lms.com

Titles covered in this course:

 Jamie’s Kitchen: Fifteen lessons on teamwork
 Team decision Making
 Team development
 Being a leader
 Practical leadership
 Motivating your team

CMI 302 Page 3 of 21 Version 1

TASK 1: Understanding the role and purpose of teams

The ability to understand the role and purpose of teams is essential if they are to be managed effectively.

To complete tasks 1a b, c, d and e you are encouraged, where possible, to support your answers using well-chosen examples
from an organisation you know well or have researched.

» TASK 1a

AC1.1 Define the purpose of teams

For this question you are required to complete in your own words a definition the purpose of teams. The purpose may include
how they share a common goal or objectives and what types of activities and behaviours demonstrate this for example
supporting each other, developing new ideas or improving processes

INSERT YOUR ANSWER HERE:

A team is a group of individuals put together to perform a task, these can be temporary or permanent. A team is
usually put together based on individuals skill sets, for example a football team is made up of various players each of
whom specialise in a specific area, goal keepers, defenders midfielders etc etc.

Each team member although having individual strengths will use each member of the team in order to obtain an
optimal result.

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» TASK 1b
Within organisations it is likely there will be more than one type of team.

AC1.2 Explain types of teams in an organisation

For this answer you are asked to explain each type of team in the table below. When completing your explanation ensure that
you distinguish what the characteristics are on each type of team their common traits and give an example from a workplace.
COMPLETE THE TABLE:

Team type Explanation

Permanent

Temporary

Functional

Project

Virtual

CMI 302 Page 5 of 21 Version 1

 » TASK 1c

AC1.3 Summarise the roles in a team using a recognised theory

For this question Role refers to the Belbin Theory. During your workshop you would have looked at these and also can refer to
your Quest report for further resource. Summarise the different roles by explaining what each role’s characteristics are what
skills these bring to the team

INSERT YOUR ANSWER HERE:

According to Belbin’s theory there are a total of 9 team role behaviours.

Resource Investigator – They are inquisitive and use this to bring ideas back to the team. There strengths are they
are outgoing, enthusiastic and develops opportunities. Their weakness is they can be over optimistic and lose
interest quickly once the initial enthusiasm has passed.
Team worker – They help the team bond; they use their versatility to identify the work required and complete it on
the team’s behalf. Their strength is they like to co-operate, they are perceptive and diplomatic. They listen and avoid
friction. Their weakness is they are indecisive in critical situations and they will avoid confrontation.
Co-ordinator – They focus on the team’s objectives and delegate work appropriately. Their strength is they are
mature, confident, able to identify talent and clarify goals. Weaknesses are they can be seen to be manipulative and
offload their own share of work.
Plant – These are highly creative types and good at solving problems in unconventional ways. There strength are
they are creative, imaginative, free-thinking generates ideas and solve difficult problems. Their weakness is they can
be pre-occupied and don’t communicate effectively.
Monitor Evaluator – They provide a logical eye, make impartial judgements and don’t make emotional decisions.
There weakness is that they can lack the drive and ability to inspire other team members and can be too critical.
Specialist – They bring a depth of knowledge to the team in key areas. There strength is they are single minded, self-
starting, and are dedicated. They provide the specialist knowledge and skills required. There weakness is they can
dwell to much on the technical aspects and can be narrow minded.
Shaper – They provide the necessary drive to ensure that the team keeps moving and does not lose focus or
momentum. Their strength is they are challenging, dynamic, and thrive on pressure. They have the drive and
courage to overcome challenges/obstacles. Their weakness is they can be prone to provocation and can sometimes
offend people and their feelings.
Implementer – They are needed to plan a strategy and carry it out as efficiently as possible. Their strength are they
are practical, reliable and efficient. They can turn ideas into actions and organise the work that needs to be done.
Their weakness is that they can be found to be inflexible and slow to respond to change.
Completer Finisher – They tend t be used most effectively at the end of a task/project. They scrutinise the work for
errors and subject the work to the highest quality standards. There strength is there painstaking attention to detail,
they are conscientious, they polish the work to perfection. There weakness is is they are inclined to worry unduly
and are reluctant to delegate.

» TASK 1d
CMI 302 Page 6 of 21 Version 1
Teams are made up of individuals with different characteristics (such as personality, knowledge, skills) and have different
levels of experience.

AC1.4 Explain how members of a team affect team dynamics

For this answer you need to first identify what team dynamics are and why they are important. Then think about the
members of that team and what they bring to the team in terms of knowledge, skills and behaviours.
INSERT YOUR ANSWER HERE:

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» TASK 1e
Certain business activities may be carried out by teams or may be achieved through lone working.

AC1.5 Identify the advantages and disadvantages of team working and lone working
For this answer you need to identify the advantages and disadvantages of team working and lone working, what are the key
differences?

INSERT YOUR ANSWER HERE:

Advantages Disadvantages

Team Working

Lone Working

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TASK 2: Characteristics of a high performing team

Recognising the characteristics and behaviours of a high performing team is an essential management skill.

To complete tasks 2a and 2b you are encouraged, where possible, to support your answers using well-chosen examples from an
organisation you know well or have researched.

» TASK 2a

Developing a high performing team is the aim of all managers.

AC2.1 Outline the characteristics of a high performing team
For this answer you need to first identify five different characteristics to a high performing team and then explain what makes
this a high performing team. Characteristics may include: identify and share good practice, inclusive and may include but are
not limited to sense of purpose, shared goals and good practice, supportive, trusting, collaborative, cohesive, confident,
knowledgeable, skilled, motivated, agile, accurate, developing, structured
INSERT YOUR ANSWER HERE:

1.

2.

3.

4.

5.

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» TASK 2b
Team success is derived from the positive behaviours of individual team members.

AC2.2 Discuss behaviours which can be observed in a high performing team

For this answer you need to discuss the behaviours that can be observed in a high performing team, what behaviours do the
team display and why are they important these could include drive to achieve, resilience and accountability, determination);
inclusive (including open, approachable, authentic, seeks others views, builds trust); agile (including flexible, creative,
innovative, enterprising, seeks solutions, positive, adaptable, responds well to feedback and change); professional (including
sets an example, fair, consistent, impartial, honest, ethical, adheres to codes of conduct).
INSERT YOUR ANSWER HERE:

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Task 3: Leading, communicating with and motivating a high performing team

Knowing how to lead, communicate with and motivate high performing teams is an essential management skill. The aim of
this task is to equip managers with an understanding of how to lead, communicate with and motivate a high performing
team.

» SCENARIO

You have successfully achieved a new management position leading a small team. Your team consists of remote and on-site
members. The team is well established and colleagues know each other well. The team has a good track record.
Having met the team, you need to determine your own approach to leadership and management.

This scenario can be used to answer tasks 3a, b and c. Alternatively, you may wish to use well-chosen examples from an
organisation you know well or have researched.

» TASK 3a

AC3.1 Identify advantages and disadvantages of leadership styles that can be used to
manage a high performing team
When completing this table please select two of the following leadership styles. When completing the advantages and
disadvantages think about how the leadership style can affect the team dynamics and to achieve goals and objectives.
Leadership styles: Hersey and Blanchard Situational Leadership (1969), Tannenbaum & Schmidt Leadership Continuum (1958),
Lewin Styles of Leadership (1939), Adair Action Centred Leadership (1973).

COMPLETE THE TABLE:

Leadership style Advantages Disadvantages

1.

2.

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» TASK 3b
It is essential to use the most appropriate form of communication when sharing information with remote and on-site teams.

AC3.2 Assess communication methods used for different types of teams

For this answer, for each team type (Remote and Off-site), identify what methods of communication are used for example
written: letters, memos, reports, newsletters, noticeboards; verbal: telephone calls, video conferencing, briefings and
meetings, presentations; digital: intranet, emails, blogs, instant messaging, discussion forums, posts on social media sites,
web chat, avatars, skype, electronic forms, apps, podcasts and webinars. In the reason for selection box indicate why and how
they are affective forms of communication and how you can evidence this,

COMPLETE THE TABLE:

Team type Communication method Reasons for selection

Remote team

On-site team

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» TASK 3c

AC3.3 Explain how to motivate a team to achieve results

For this answer you must identify four different ways to motivate teams to achieve results for example encouragement,
constructive feedback, recognition and rewards and explain how these work
INSERT YOUR ANSWER HERE:

1.

2.

3.

4.

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TASK 4: Responding to challenges

All teams will experience challenges. A key role of the manager is to be able to recognise, respond proactively and overcome
challenges.

To complete tasks 4a and 4b you are encouraged, where possible, to support your answers using well-chosen examples from
an organisation you know well or have researched.

» TASK 4a
Responding to challenges when managing a team proactively takes resilience and great skills. The key challenges faced by
most managers during their career include resistance to change, conflict between team members, unconscious bias and the
challenge of being a member of more than one team.

AC4.1 Explain the challenges of managing a team; AC4.2 Explain how to respond to
challenges proactively
For this answer please explain why the challenge may occur within the explanation box and then in the response
box, how you would respond to this challenge for example, using negotiation techniques, listening skills, change
management
COMPLETE THE TABLE:

Challenge: Resistance of team members to change

Explanation: Response:

Challenge: Conflict between team members

Explanation: Response:

Challenge: Unconscious bias

Explanation: Response:

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Challenge: The challenge of being a member of more than one team

Explanation: Response:

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» TASK 4b
A team member you manage has a poor record of attendance.

AC4.3 Outline approaches to absence management

To complete this answer you need to first identify what would require a manager to need to manage
absence; absence rates or trends of an individual being absent for example every Friday John is absent or
during winter there is generally more absence in the office. What stages might the manager go through
in managing absence? Who might be involved to support the manager; HR, Policy and Procedures,
Mentors, Support groups.

INSERT YOUR ANSWER HERE:

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Task 5: Managing the performance of a team

Managing the performance of the team requires all its members to work to a shared purpose, a fair allocation of work,
monitoring of team performance and providing feedback to individuals and teams to maintain performance levels. The aim of
this task is to identify how best teams can be managed to achieve results.

To complete tasks 4a and 4b you are encouraged, where possible, to support your answers using well-chosen examples from
an organisation you know well or have researched.

» TASK 5a

AC5.1 Outline approaches to ensure team members work to a shared purpose

For this answer you are required to outline two approaches you could take to ensure that team members work to a shared
purpose, how do you ensure team members know the shared purpose and how do you monitor this, approaches could include
communicating organisational and team purpose and building a high performing team by supporting and developing and
motivating individuals and may include but are not limited to cascade mission, vision and objectives, role of team in wider
organisation, sense of purpose and buy-in and impact of team on results.

INSERT YOUR ANSWER HERE:

1.

2.

CMI 302 Page 17 of 21 Version 1

» TASK 5b

AC5.2 Explain how to allocate work to team members

For this answer think about the approaches you take to allocating work to team members, this can include first ensuring that
goals are aligned and achievable and then looking at the individuals that you need to complete tasks, and explain why this is
important.
INSERT YOUR ANSWER HERE:

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» APPLYING THE LEARNING – OFF THE JOB ACTIVITIES

Recognising your Off the Job Learning Activities

Workshop (lighthouse logs this) 7 Hours

Post Course CMI Management Direct Resources 6 Hours
LMS resources 3 Hours

Following the completion of your workshop there are some activities that we ask you to
complete to build your portfolio of skills evidence. Please complete these activities and
submit the evidence with your assessment book.

Post Workshop Activities 12 Hours

TASKS
Select three different teams within the organisation; identify the type of team,
using the Belbin Team Role theory explain the team dynamics and where they fit
within the Tuckman team development model.

Using the three teams identified above explain their characteristics and behaviours

Using the three teams identified above identify and describe the best way to
communicate and motivate these teams to achieve tasks using theoretical models
to explain your decisions

Identify a challenge faced by the team within the workplace and describe how this
was managed. Use evidence from the workplace to demonstrate the challenge and
the management solutions

Once you have completed this Assessment Book please submit onto your Quals Direct
portfolio with the evidence gathered from the workplace. https://login.quals-
direct.co.uk/
The research that you have done to complete these tasks can all be used as your Off the
Job hours to be added to your Learner Journal on Quals Direct. Remember it is the time
you spend doing the activities within the workplace and not how long you have spent
writing them up. In addition to the work for your assessment evidence we have some
suggestions of areas you could add to your Learner Journal on Quals Direct to contribute
towards your hours these are listed below:
 Complete reflection on allocating tasks to teams or team members – what were the
tasks and why did you allocate them to the team members, which leadership styles
did you use?
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  Identify behaviours of self and others, how have the following been demonstrated;
taking responsibility, agility, professionalism and inclusivity. Give examples of the
situations that demonstrate these behaviours.
 Has there been a challenge with a team or group that you have had to deal with?
How have you dealt with this and what was the outcome?
 Has there been an occasion where you have had to motivate a team member, what
was the situation and how did you motivate them to achieve?
 Complete your reflections of Action Logs from workshop.

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