Unit 76 Managing the Work of Individuals and Teams

 

Unit 76:

Managing the Work of Individuals

 

 

and Teams


Unit code:
R/601/0304

QCF level:
5


Credit value:
15






Aim

This unit develops learners’ understanding and skills associated with managing the work of individuals and teams. It enhances the ability to motivate individuals and to maximise the contribution of teams to achieve outcomes.

Unit abstract

All scientific tasks are carried out by personnel working either as an individual or as a member of a team. The role of an individual can be defined by a job description that states responsibilities, objectives and performance targets.

At one or more stages during the execution of a task it is common to assess performance through an appraisal system designed to evaluate progress, motivate future performance and set new targets. A similar procedure would apply to teamwork and team performance.

In this unit learners will develop the skills associated with setting job descriptions and targets for individuals and teams and then review their performance.

Learning outcomes

On successful completion of this unit a learner will:

1       Be able to establish the objectives of individuals

2       Be able to evaluate the performance of individuals

3     Be able to establish the roles and responsibilities of teams

4       Be able to review the performance of teams.




Unit content

1      Be able to establish the objectives of individuals

Job description: analysis of jobs; behaviour; responsibilities and tasks; pay; bonus; incentives

Employee: any person working in the applied science sector with responsibility to a line manager

Roles: any specific activity or group of activities within the applied science sector

Responsibilities: direct and indirect relationships; relations between personal and team responsibility

Performance targets: personal; financial; quantity and quality; incorporation within a job description; setting and monitoring performance targets

2      Be able to evaluate the performance of individuals

Employee appraisal system: reasons for using performance appraisals eg to determine salary levels and bonus payments, promotion, establish strengths and areas for improvement, training needs, communication; establishing appraisal criteria eg production data, personnel data, judgemental data; rating methods eg ranking, paired comparison, checklist, management by objectives

Staff appraisal schedule: conduct of performance reviews eg by supervisor, peers, committee, subordinates or self-appraisal

Feedback of results: comments on positive and negative aspects of performance related to targets, conduct and timekeeping; resolution of conflicts

Encouragement: as a motivator for the achievement of performance targets eg strengths, rewards

3      Be able to establish the roles and responsibilities of teams

Teams: management teams and peer groups eg focus groups, task groups, project groups, panels; purpose of teams eg long and short term, specific project or task, seeking views within the company and from external sources, communication

Team responsibilities: to superiors; subordinates; the business; each other and external groups eg meeting performance targets, communicating results, confidentiality, deadlines Targets: realistic deadlines; new and or amended outcomes

Internal team management: hierarchical; functional

4      Be able to review the performance of teams

Team performance: appraisal systems; reasons for appraising team performance eg team effectiveness, contribution to business, constitution of team, identifying individual contributions to the team effort and determining the need to establish other team criteria

Performance criteria: formulate appropriate criteria eg outcome data, achieved improvements, employee morale, value added

Performance review: conduct a team performance review eg as individual manager, outside person; team self-appraisal; feedback of results and resolution of conflicts within the team

Team motivation: encouragement of overall team performance as a motivator for the achievement of objectives

Learning outcomes and assessment criteria



Learning outcomes
Assessment criteria for pass

On successful completion of
The learner can:

this unit a learner will:







LO1 Be able to establish the
1.1
identify the essential elements of a job description

objectives of individuals
1.2
design a job description for an employee




1.3
produce a schedule of the roles and responsibilities of



individuals


1.4
agree performance targets for an individual





LO2 Be able to evaluate the
2.1
explore the key factors in establishing an employee

performance of individuals

appraisal system


2.2
develop a staff appraisal schedule for use by a manager


2.3
provide feedback to an individual who has undergone an



appraisal


2.4
encourage an individual to achieve performance targets





LO3 Be able to establish the roles
3.1
identify teams suitable for a variety of purposes

and responsibilities of teams
3.2
determine the responsibilities of teams to different





personnel within an organisation


3.3
set suitable targets for teams


3.4
compare various types of internal team management





LO4 Be able to review the
4.1
identify the reasons for appraising team performance

performance of teams
4.2
formulate the criteria by which the performance of





different types of teams can be measured


4.3
conduct a performance review of a team


4.4
produce a report on the factors that are likely to



motivate a team to achieve its defined objectives.







Guidance

Links

This unit can be linked with Unit 38: Managing People in Engineering.


Essential requirements

There are no essential requirements for this unit.


Employer engagement and vocational contexts

Wherever possible, learners should base their examples on specific tasks and teamwork within local applied science-related industries. They should study the structure and activities of the company and, where possible, visit the company to witness practices and procedures relating to individual and group work, target setting and evaluation.




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