1. Priorities and system changes
PowerPoint presentation
Unit 333 (M&L 11): Manage team performance
Priorities and system changes

2. Aims and objectives The aim of this lesson is to:
provide learners with the knowledge to amend priorities and plans and how to improve the quality of work.
The objectives are for you to:
understand how to amend priorities and plans to take into account of changing circumstances
understand how to recommend changes to organisational systems and process to improve the quality of work.

3. Re-cap – Allocating and assessing work
Strengths, competences and expertise
Experience, interests and motivation
Factors that affect a teams performance
Work allocation
Monitoring performance

4. Monitoring
Monitoring team performance will identify areas for improvement of the delivery of customer service.
Alternative approaches may be required to the system or process being used, this can be achieved through changing:
task method
work allocation
timescales
access and use of equipment or supplies
training.

5. Task method
When team members are allocated any work they must also be given the method on how they are going to complete the task. This statement should be written.
A task method will take into account:
H&S – risk assessment
organisational policies and procedures.
Task methods may be changed to improve the outcomes for the task.
This change can be as simple as increasing the manpower available; increase the time available, use of manual handling equipment etc.
When changing any task method the team leader must ensure that the requirements of H&S are met, the policies and procedures of the organisation must also be adhered to.
In most cases any changes to methods employed to provide a service or product must be agreed with the management of an organisation.

6. Work allocation
It is the team leaders responsibility to allocate the right person to the right work. Consideration needs to be given to the strengths, competences and expertise of team members.
The following four step method will support this:
Breakdown
Analyse
List
Match
Break down the broader team goals into specific, individual tasks. List all tasks, and then rank each task in terms of importance;
Analyse and list the competencies required to perform each task;
List the competencies of each team member;
Match individuals to task competencies.
When allocating work to team members it is not necessary for that person to continually do the same work.
It is of considerate benefit to a team if team members work allocation is changed, keeping them motivated and enthusiastic.
Changing the work allocation within a team will not only provide fresh eyes on a task, but also change the dynamics within the team.

7. Timescales
Changing the timescales of any system or process may improve the overall effect. Allowing team members more time to interact with customers may improve the relationship and customer satisfaction.
Allocating more time to complete a customer service process, such as feedback from customers via phone. This increased timescale to complete the task may provide the team with more information on the needs, expectations and wants of the customer.

8. Access or use of equipment or supplies
Changing the access to equipment or supplies may support improvements in the customer service delivery by a team.
Team leaders may consider changing the plans of a team by increasing the access and availability of equipment or supplies.
A team leader, within the hospitality industry, is providing an external buffet function within the gardens of a stately home. Initially the plan was to cook the buffet in the kitchen of the stately home, however the team leader changed the plans and provided the team with equipment to cook the buffet outside by the service point. This improved the service of the food, food safety and therefore increased the satisfaction levels of the customers.
In changing the plans the team leader improved the system in the way that the team delivered its product and service. This will enhance the reputation of the team. This building of the reputation will also have a positive affect on the team, motivating them to continually build on this increased reputation, continuous improvement.

9. Training
The delivery of training to any team may affect they way they carry out any given task. Training is provided to team members to update their skills, comply with legislation and improve a system or process.
A team leader may change the training provided to his team members to improve a current system or process.
The change in the training provided may be required to comply with new legislation, or legislation the the organisation is not currently being met and has been identified when monitoring the team to improve performance.
As with any other changes to systems or processes the training must be monitored to inform team leaders of improvement.

10. Team improvement technique
Team leaders should include ALL of their team when applying a simple improvement technique to:
Identify the nature of the problem.
Gather information on the causes and solutions.
Decide on a suitable cause of action.
Plan and implement a solution.
Monitor.
Team leaders should include their team when applying to improvements to a system or process, not only does this motivate teams with a sense of ownership, but also helps the team leader by using his teams own experiences and knowledge.
*IF the Team leader does not have the authority to change a system or process then the recommendations, arising from the Team Improvement Technique should be made to the appropriate senior manager*
This technique seeks to continually improve the delivery of any service or product

11. Forming, storming, norming & performing
Dr Bruce Tuckman published a team development model in 1965:
Forming
Storming
Norming
Performing
Dr Tuckman refined his theory in 1975 and added:
Adjourning
Developed in 1965 this leadership model is has similarities with other models such as Hersey and Blanchard's Situational Leadership model.
Tuckman’s model describes a team that develops in maturity and ability, relationships within the team are established and the leader changes their style. The leadership style begins with directing, then coaching team members and finally delegating.
Forming:
Team leader directs and guides the team. Individual team roles and responsibilities are unclear and team members test the system and the leader. This is similar to ‘Telling’ in the Situational Leadership model.
Storming:
The leader coaches the team, team members will vie for positions within the team and factions will form. Power struggles may occur and the team need to be focused to avoid becoming distracted by relationships. Similar to ‘Selling’ in the Situational Leadership model.
Norming:
Roles and responsibilities are clear and accepted by the team, important decisions are made by the team. Processes and working styles are developed and the team accept the leader and some of the leadership is shared with the team. The team may socialise together. Norming is similar to ‘Participating’ in the Situational Leadership model.
Performing:
The team is clear on what is required of it, there is a shared vision with little input from the leader. Disagreements are dealt with within the team, any changes to processes required are made by the team. Little or no direction from the leader, the leader delegates and oversees. Performing is similar to ‘Delegating’ in the situational Leadership model.
Tuckman introduced another stage in 1975, Adjourning. This stage is in essence where the group completes its aims and objectives and breaks up. The team will be feel good in what they have achieved, but may also feel anxiety in what is about to come, the next set of aims and objective, perhaps a new leader.

12. Summary Monitoring Task method Work allocation – BALM Timescales
Equipment and supplies
Training
Team improvement technique

13. Assessment

14. Any questions?