Developing Performance Management Strategies - Essay Prowess

Developing Performance Management Strategies

Developing Performance Management Strategies

Developing Performance Management Strategies

Part 1: By completing this unit, you should now be able to:

  • set performance targets of teams to meet strategic objectives (Learning Outcome 1)
  • agree team performance targets to contribute to meeting strategic objectives (Learning Outcome 2)
  • Describe a performance management process for ensuring that responsibility for delivering strategic objectives is shared throughout the organisation. Use a practical example to illustrate how team performance links to organisational objectives.
  • Identify a range of at least four different tools and techniques for setting team performance targets. Evaluate these by comparing and contrasting them, using a table format if preferred, identifying the advantages and disadvantages of each. Assess their value then in the ongoing measuring and monitoring of team performance during the year, using practical examples to illustrate what worked well and what did not work so well in different situations or with different teams and cultures. 
  • Critically examine at least three methods you could use to agree performance targets for individuals within the team when compared with their current performance.

Illustrate your answers with examples from your own workplace where possible.

(Indicative word count: 900 – 1100)

Assessment criteria

  1. Assess the links between team performance and strategic objectives
    1. Evaluate tools and techniques available to set team performance targets
    1. Assess the value of team performance tools to measure future team performance

2.1 Determine required performance targets within teams against current performance

Part 2: By completing this unit, you should now be able to:

  • agree team performance targets to contribute to meeting strategic objectives (Learning Outcome 2)
  • apply influencing and persuading skills, to the dynamics and politics of personal interactions (Learning Outcome 4)
  • Discuss why it is important that each individual team member signs up to deliver team objectives, highlighting some of the implications where this is not the case.
  • Describe at least three different theories on motivation. Relate motivational techniques and influencing and persuading methodologies to the encouragement of team members to commit to shared goals, by means of practical examples. 
  • Your examples should identify where this has worked well and where it has not worked so well, and why. Describe how, in practice, individual personalities, self-interests and internal politics can impact on the level of personal commitment and reflect on the strategies a senior manager can take to overcome these. Use work-based examples to illustrate where possible.

Illustrate your answers with examples from your own workplace where possible.

(Indicative word count: 800 – 950)

Assessment criteria

2.2 Discuss the need to encourage individual commitment to team performance in achievement of organisational objectives

4.1 Determine influencing and persuading methodologies to gain the commitment of individuals to a course of action

4.2 Discuss the impact of individual dynamics, interests and organisations politics on securing the commitment of individuals to a course of action

Part 3: By completing this unit, you should now be able to agree team performance targets to contribute to meeting strategic objectives (Learning Outcome 2 continued)

  • Separately define delegation, mentoring and coaching.  Describe the role of each technique in the achievement of organisational objectives, explaining how a departmental manager might deploy them in the management of team performance. Provide practical examples wherever possible.

Illustrate your answers with examples from your own workplace where possible.

(Indicative word count: 300 – 350)

Assessment criteria

2.3 Relate the application of delegation, mentoring and coaching to the achievement of the organisational objectives

Part 4: By completing this unit, you should now be able to:

  • agree team performance targets to contribute to meeting strategic objectives (Learning Outcome 2 continued)
  • monitor actions and activities defined to improve team performance (Learning Outcome 3)
  • Take a practical example of a team performance plan that has been drawn up to meet organisational objectives. Use work-based evidence where possible. If not, then develop a plan for your chosen organisation. 
  • Critique the way the plan is constructed in order to ascertain its ease of use and practical application (‘fit for purpose’), explaining the process you would adopt in using the plan alongside other tools to monitor team performance. 
  • Identify any shortcomings the structure presents and practical difficulties with implementation, making recommendations for improvement. Revisit the team performance plan to review actual results and discuss the strengths, weaknesses, successes and challenges. 
  • Explain to what extent the plan has achieved the agreed objectives for the team and what contribution this has made towards achievement of organisational strategic objectives, picking up on any dilemmas and inconsistencies between team and organisational targets.

NB. It is preferable that your team performance plan relates to the previous financial year so that you are able to both review the format and actual results.

Illustrate your answers with examples from your own workplace where possible.

(Indicative word count: 1000 – 1100)

Assessment criteria

2.4 Evaluate a team performance plan to meet organisational objectives

  • Assess the process for monitoring team performance and initiate changes where necessary
    • Evaluate team performance against agreed objectives of the plan
    • Evaluate the impact of the team performance in contributing to meeting strategic objectives

Reflective Statement

Describe how you believe the knowledge and understanding you have gained from completing this unit will help you to ensure that team performance contributes to achieving strategic objectives in the future.

(Indicative word count: 250 – 300)

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