managment of individuals and teams assigment1to4wr

8/11/2019 Managment of Individuals and Teams Assigment1to4WR

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Wayne Radford Managing the Work of Individuals and Teams 02/09/2013

ENGINEERING TECHNOLOGY

Higher Nationals in Engineering

UnitTitle: Unit 20 Managing the Work of Individuals andTeams

(H2) Unit

STUDENTS NAME:WayneRadford

LECTURERS NAME:Tracey Courtney


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Assignment One

Contents

Job Analysis

Design of Job Description

Organisational Structure


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Introduction

This assignment will analyse the organisational structure of engineering businesses and jobs which are

advertised within the sector. It will attempt dissect a job advertisement and show understanding and

reasoning around why certain information is put into a job advertisement.

Task One

Job analysis is a process which can be used to collate information and determine key attributes of the role its

duties, responsibilities, the required skills and outcomes of the position. A job analysis allows a Job description

to be put together.

Below is an example of a position within the engineering sector that may be analysed:

Rotating Equipment Engineer

As Mechanical Engineer you will ensure the safe, efficient, and reliable operation of all process machinery,

rotating equipment and mechanical handling equipment on the Tees-valley site. You will use your engineering

expertise to troubleshoot issues with solid waste, power generation and syngas equipment in a cost efficient

manner.

Role and Responsibilities:

Provide the first line of technical expertise on process machinery, rotating equipment and mechanical

handling equipment in support of the profitable operation of the plant.

Support the operating facility in addressing longer term problems with process machinery, rotating

equipment and mechanical handling equipment.

Review and analyse equipment to find methods to improve the reliability, efficiency and safety of the plant.

Make informed decisions to ensure that maintenance is done in a safe, cost effective manner and protects the

assets.

Experience and Qualifications:

Engineering degree and experience working in the field of rotating equipment in industries such as power,

chemical, steel, oil and gas.

Ability to troubleshoot and make good and timely decisions in a pressurized situation.

A good working knowledge of design, construction, and maintenance of process machinery.

Agood understanding of fundamental engineering principals and techniques to support trouble shooting and

decision making.

Experience in plant operations preferably with gasification processes, blast furnaces steam and gas turbines.

1. The heading for the job description is the first key element; this should give the reader general idea of

the type of role the job advert is offering. Rotating Equipment Engineer gives the reader some

insight that they will need to have experience of specific type of equipment in this case rotating

machinery such as centrifugal pumps for instance.


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2. The next part is a brief descriptions and more insight into the role. This advert is asking for a

mechanical engineer, this is information about the specific skills that the job requires at this point

someone qualified say as an electrical engineer may decide to move onto to another advert. It is

important for both the company and the prospective employees to be clear from the start of what

specialist skills are required within a role. The description also offers insight into where the job is in

the country Tees Valley, location is very important as although you may fit the required skills theposition may be too far away for to consider and it would be a waste of both the prospective

employees and the companies time if they applied to later find this out further down the selection

process.

3. The next part explains the responsibilities of the role . In this advert the advert is explaining that the

incumbent will need to be calm and clear headed to deal with making decisions in a pressurised

environment this helps people reading decide if that kind of situation is for them? The advert goes on

to give direct information of specific areas that the person who takes the roles will need to have

experience of for instance blast furnaces.

4. The final key part is to discuss the experience and qualifications the prospective employee will need

to have in order to be considered for the position, this helps the company target specific types of

people. This position is looking for a wide experience base from construction to chemical oil and gas.

Task Two

Job No. 12459

Job Title Plant Maintenance Technician (Mechanical)

Employment

StatusFull Time

Country United KingdomLocation Coalville

Organization EU-Global Operations

Job Description

and Qualifications

We are looking for an experience individual to work within a plant environment

carrying out planned and unplanned maintenance over a three shift system. The

individual will be hard working with good time keeping skills. 8 years +

experience of large plant machinery and reciprocating pumping systems is

required.

A formal apprenticeship and qualified to HNC/D BTEC is desirable although those

with 12 year + experience may be considered please apply in writing with

photocopies of certificates to Mr Radford at Big Hire Plant Services.

Salary is negotiable dependent on experience with 25 holidays per year and

pension.


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Task Three

Above is an organisational structure of an engineering company. The key responsibilities within these

companies are:

Regional Director : The regional director is responsible entirely for the running of a part business in an large

area of a country. They are responsible providing leadership and direction within the Region to assure that

organizational standards and policies are maintained and followed. This includes conducting annual

performance reviews, reviewing annual performance reviews conducted by County/Area Directors, conductingperformance counselling as needs arise, and assuring regional Program Development and Impact reporting is

achieved throughout the region in a timely manner.

Quality Assurance Manager:Quality managers aim to ensure that the product or service an organisation

provides is fit for purpose, is consistent and meets both external and internal requirements. This includes legal

compliance and customer expectations. A quality manager, sometimes called a quality assurance manager,

coordinates the activities required to meet quality standards. Quality managers also monitor and advise on the

performance of the quality management system, produce data and report on performance, measuring against

set standards. They converse with other managers and staff throughout the organisation to ensure that the

quality system is functioning properly. Where appropriate, the quality manager advises on changes and their

implementation and provides training, tools and techniques to enable others to achieve quality.

Regional Buyer: Direct and control purchasing staff to ensure that they are well motivated and trained and

that they carry out their responsibilities to the required standards. Implement corporate purchasing policies

and procedures to ensure that the company makes the best use of its purchasing power. Negotiate contracts

with local suppliers who meet the company's requirements to secure the most favorable terms of business for

the affiliate. The regional buyer keeps all contracts for the supply of goods and services under review to ensure

that they are being carried out effectively and renegotiate terms where necessary.

Contracts Manager: The position of contracts manager holds responsibility for contracts and ongoing

relationships with suppliers of materials or services to a company or organisation as well as the management

and supervision of a contract team and the delegating of tasks accordingly. Financial budget supervision and

ensuring the cost-effectiveness and value for money of contracts are other key tasks Applicants for this
http://www.google.co.uk/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=EHTSNSVvSDyuEM&tbnid=MxiqAZYIs4C9kM:&ved=0CAUQjRw&url=http://www.emeraldinsight.com/journals.htm?articleid=850081&show=html&ei=K-0kUvmkLbSb0AXin4DYBQ&bvm=bv.51495398,d.ZG4&psig=AFQjCNGlIGVytnPZLu9gGd9YLXplWRPu6Q&ust=1378238114332434


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position should possess excellent written and verbal communication skills and be able to develop and maintain

effective working relationships with suppliers.

Safety Officer:A safety officer monitors workplace activities to ensure that workers comply with company

policies and government safety regulations. The duties of this job vary by employer, but safety officers

typically have responsibilities to policy development, safety inspections, safety training and compliance with

the federal Occupational Safety & Health Administration, commonly known as OSHA. Some safety officers,such as those in the construction industry, must have several years of field experience to qualify for this type

of job.

Managing Surveyor:The role of a quantity surveyor is to manage the costs relating to building projects. This

may include new builds, renovations or maintenance work. From early design costs to final figures, quantity

surveyors seek to minimise the costs of the project and enhance value for money whilst ensuring that the

project meets all legal and quality assurance requirements. The managing surveyor is in charge of all the

project and quantity surveyors below them.


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Conclusion

This assignment has provided me with insight into how job descriptions are put together .The key

elements of a job description and why they are needed. I also research the organisational structureof a company and the responsibilities of the key roles within them. The internet was a good source

of research information for this assignment.


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References

http://humanresources.about.com/od/jobdescriptions/g/job_analysis.htm 2nd

ofSeptember 2013

http://www.aub.edu.lb/hr/compensation/Documents/job_analysis_description.pdf2nd

ofSeptember 2013

http://www.jobsite.co.uk/jobs/engineering/leicestershire2nd

ofSeptember 2013

http://www.idrc.ca/EN/AboutUs/Careers/JobPostings/Pages/Regional-Director.aspx2ndofSeptember 2013

http://www.prospects.ac.uk/quality_manager_job_description.htm2nd

ofSeptember 2013

http://www.jobisjob.co.uk/sales/contracts-manager/job-description2nd

ofSeptember 2013

http://work.chron.com/duties-safety-officers-13515.html2nd

ofSeptember 2013
http://humanresources.about.com/od/jobdescriptions/g/job_analysis.htmhttp://humanresources.about.com/od/jobdescriptions/g/job_analysis.htmhttp://www.aub.edu.lb/hr/compensation/Documents/job_analysis_description.pdfhttp://www.jobsite.co.uk/jobs/engineering/leicestershirehttp://www.idrc.ca/EN/AboutUs/Careers/JobPostings/Pages/Regional-Director.aspxhttp://www.idrc.ca/EN/AboutUs/Careers/JobPostings/Pages/Regional-Director.aspxhttp://www.prospects.ac.uk/quality_manager_job_description.htmhttp://www.prospects.ac.uk/quality_manager_job_description.htmhttp://www.jobisjob.co.uk/sales/contracts-manager/job-descriptionhttp://www.jobisjob.co.uk/sales/contracts-manager/job-descriptionhttp://work.chron.com/duties-safety-officers-13515.htmlhttp://work.chron.com/duties-safety-officers-13515.htmlhttp://work.chron.com/duties-safety-officers-13515.htmlhttp://www.jobisjob.co.uk/sales/contracts-manager/job-descriptionhttp://www.prospects.ac.uk/quality_manager_job_description.htmhttp://www.idrc.ca/EN/AboutUs/Careers/JobPostings/Pages/Regional-Director.aspxhttp://www.jobsite.co.uk/jobs/engineering/leicestershirehttp://www.aub.edu.lb/hr/compensation/Documents/job_analysis_description.pdfhttp://humanresources.about.com/od/jobdescriptions/g/job_analysis.htm


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(H2) Unit


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FACULTY OF ENGINEERING TECHNOLOGY

HIGHER NATIONALS IN ENGINEERING

Unit Title: Managing the Work of Individuals and Teams

Unit No: 20

Title: Units

Student: Class:

Student Declaration:

I confirm that the work presented in this assignment is of my own composition and has not beenplagiarised, copied or duplicated from other sources. Where information has been accessed from other

sources reference has been made to the source of this data.

Student signature: W.Radford Date:03.08.2013

Ass essment Cri ter ia for Pass Satisfied

20.1.4 Agree performance targets for an individual

20.2.1 Explore the key factors in establishing a staff appraisal system20.2.2 Produce a staff appraisal form for use by a manager working in the

engineering sector20.2.3 Provide feedback to an individual who has undergone an appraisal20.2.4 Encourage an individual to achieve performance targets

For tutor comments please see over.

Originator: T CourtneyTutor Signature:

Date Set: 25.11.2009 Date Due: 10.12.2009 Date Marked:

Outcomes covered:

1) Establish the objectives of individuals

2) Evaluate the performance of individuals

Internal verifiers

Signature:


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Final unit grade:

Lecturer:

Signature:

Date:

Notes:Students are advised to refer to the unit specification for more information regarding the learningoutcomes and the grading criteria. See course handbook for additional information. Criteria arebased on Edexcel publication B015532 Guidance and Units Issue 1 June 2004.

Name:

Date:


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Introduction

This assignment will explore and demonstrate the key factors within appraisal systems and how best to

implement and use an appraisal system.

Appraisals

A staff appraisal is a report on how members of staff are doing in their roles on an individual basis. This is

normally complete through periodic advisory meetings between members of staff and management. The

discussions allow agreements for objectives and the achievements of targets. It provides a structured way out

side of the daily work routine to discuss matters which may improve the employees productivity and may also

help them feel for comfortable with their working environment. It also allows for the employees performanceover the previous year to be assessed and a relating percentage of pay rise may be offered dependent on how

the employee has performed. Below are some key elements of an appraisal:

Set objectives: Clear objectives on what is required from the individual and agree those with them. If

possible set timescale for achieving those objectives

Manage Performance: Give your employees the tools, resources and training that they will need to

perform well.

Carry out the appraisal: Moniter and assess your employees performance, discuss those assessment

with them and agree on future objectives.

Provide rewards/remedies: Consider pay awards and or promotion based on the appraisal and the

employees scores.

Performance cycle

A staff appraisal form is used to record the information from the employee and the management team about

that employees performance. The form asks for general information on the employee before divulging into

more specific information and discussions with the manager who is taking the appraisal. It is important to keep

records of such meetings. This form is all about collating information from the individual about their previous

12 months of work (or set time period).Here is an appraisal form:


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Staff Appraisal Form

Name:

Job Title:

Managers Name:

Date:

The purpose of the appraisal is to enable you to discuss your job performance and your future development

with your manager.

The discussion should aim to clarify:

The main scope and purpose of your job

Agreement on your objectives and tasks

Your training and future prospects

Discuss with your Manager why you think your job is important. How does your role fit into the organisation

and contribute to its goals?

Over the past 12 months, what have you achieved and how well have you achieved it? Consider any targets

which were set at your last appraisal.

What have you learnt in the past year and how have you improved the way you do your job?

What challenges do you face in your work? What, if anything, restricts you from performing to the best of your

abilities?

Please comment on your:

Timekeeping

Absences e.g. sickness


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Dress Code

What parts of your job do you:

Do best

Do less well

Have difficulty with

Fail to enjoy

Describe your relationships with:

Other staff?

The children?

The parents/carers?

Your employer?

Targets for Next Year:

What is to be achieved, by when, and how will you know when its done?

Development Plan for Next Year:

What you need to learn, how you will achieve it and who will support you?

Career Plan: what are your career ambitions and how can your employer help you to achieve them?

Any other comments?


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Signed (you)

Date

Signed (your manager) ...

Date

Signed (your managers manager)

Date

Once the appraisal has been completed it is then time to assess the information received and give the

employee feedback this can be a challenging part of the appraisal process as it is important to give

motivational feed back. Below is an example of how a feed back form may look. Please see in the boxes for

explanation of the category.

TO: Mr Green

FROM: Mr Radford

DATE: 09.09.2013

RE: Annual Appraisal Interview

I have met with Mr Green to discuss his appraisal on 28.08.2013. After our meeting and discussion I am

pleased to confirm I have evaluated all the information and am able to give feed back on M r Greens

performance over the past year.

If You have any question regarding the feedback contained please do not hesitate to contact me .


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Understanding of the job and the Higher Education Environment

Understanding of job duties, responsibilities and the practices which surround them, and the ability to keep

up to date on developments affecting the work environment :

In this section the manager should attempt to describe Mr Greens understanding of his environment at work in

a motivational way , constructively.

Volume of Work

Ability to deal with the volume of work satisfactorily, ability to respond to fluctuations in workload and

effectiveness in meeting priorities within realistic timescales

This section should attempt to describe how Mr Green has dealt with his workloads through out the year and

give any advice on how he may better deal with fluctuations in workload.

Quality of Work

The accuracy and reliability of Mr Greens work, including the ability to make effective decisions , this is also

the opportunity for the manager to give insight into how it may be possible for Mr Green to improve the

quality of his through training which the company may be able to provide.

Working Relationships

Maintenance of effective work relationships with colleagues within and beyond the immediate work area,

and with external customers

This section deals with how Mr Green manages his relationships at work and if appropriate to his position

customer relationships. It is important for an efficient employee to be able to develop good working

relationships.

General Attitude Towards Work

This is a final generalisation of Mr Green attitude at work overall.


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References

http://managing-employee-performance.com/performance-appraisal-how-to-give-feedback-on-

performance/

http://www.smallbusiness.co.uk/running-a-business/employing-staff/23579/how-to-conduct-staff-

appraisals.thtml

http://www.google.co.uk/url?sa=t&rct=j&q=&esrc=s&frm=1&source=web&cd=1&ved=0CDIQFjAA&

url=http%3A%2F%2Fwww.rca.ac.uk%2FDocs%2FAPPRAISAL%2520GUIDELINES.pdf&ei=nR8mUqj6O5

CRhQfP8YD4Dw&usg=AFQjCNEvt6qXola_Ac3v6Rm6LuYGQdPdMw&sig2=A31YkBHRY_BaB5DBYMLW

FA&bvm=bv.51495398,d.d2k

http://www.rcpsych.ac.uk/pdf/Good%20Practice%20Guidelines%20for%20Appraisal%20(Feb10).pdf
http://managing-employee-performance.com/performance-appraisal-how-to-give-feedback-on-performance/http://managing-employee-performance.com/performance-appraisal-how-to-give-feedback-on-performance/http://managing-employee-performance.com/performance-appraisal-how-to-give-feedback-on-performance/http://www.smallbusiness.co.uk/running-a-business/employing-staff/23579/how-to-conduct-staff-appraisals.thtmlhttp://www.smallbusiness.co.uk/running-a-business/employing-staff/23579/how-to-conduct-staff-appraisals.thtmlhttp://www.smallbusiness.co.uk/running-a-business/employing-staff/23579/how-to-conduct-staff-appraisals.thtmlhttp://www.google.co.uk/url?sa=t&rct=j&q=&esrc=s&frm=1&source=web&cd=1&ved=0CDIQFjAA&url=http%3A%2F%2Fwww.rca.ac.uk%2FDocs%2FAPPRAISAL%2520GUIDELINES.pdf&ei=nR8mUqj6O5CRhQfP8YD4Dw&usg=AFQjCNEvt6qXola_Ac3v6Rm6LuYGQdPdMw&sig2=A31YkBHRY_BaB5DBYMLWFA&bvm=bv.51495398,d.d2khttp://www.google.co.uk/url?sa=t&rct=j&q=&esrc=s&frm=1&source=web&cd=1&ved=0CDIQFjAA&url=http%3A%2F%2Fwww.rca.ac.uk%2FDocs%2FAPPRAISAL%2520GUIDELINES.pdf&ei=nR8mUqj6O5CRhQfP8YD4Dw&usg=AFQjCNEvt6qXola_Ac3v6Rm6LuYGQdPdMw&sig2=A31YkBHRY_BaB5DBYMLWFA&bvm=bv.51495398,d.d2khttp://www.google.co.uk/url?sa=t&rct=j&q=&esrc=s&frm=1&source=web&cd=1&ved=0CDIQFjAA&url=http%3A%2F%2Fwww.rca.ac.uk%2FDocs%2FAPPRAISAL%2520GUIDELINES.pdf&ei=nR8mUqj6O5CRhQfP8YD4Dw&usg=AFQjCNEvt6qXola_Ac3v6Rm6LuYGQdPdMw&sig2=A31YkBHRY_BaB5DBYMLWFA&bvm=bv.51495398,d.d2khttp://www.google.co.uk/url?sa=t&rct=j&q=&esrc=s&frm=1&source=web&cd=1&ved=0CDIQFjAA&url=http%3A%2F%2Fwww.rca.ac.uk%2FDocs%2FAPPRAISAL%2520GUIDELINES.pdf&ei=nR8mUqj6O5CRhQfP8YD4Dw&usg=AFQjCNEvt6qXola_Ac3v6Rm6LuYGQdPdMw&sig2=A31YkBHRY_BaB5DBYMLWFA&bvm=bv.51495398,d.d2khttp://www.google.co.uk/url?sa=t&rct=j&q=&esrc=s&frm=1&source=web&cd=1&ved=0CDIQFjAA&url=http%3A%2F%2Fwww.rca.ac.uk%2FDocs%2FAPPRAISAL%2520GUIDELINES.pdf&ei=nR8mUqj6O5CRhQfP8YD4Dw&usg=AFQjCNEvt6qXola_Ac3v6Rm6LuYGQdPdMw&sig2=A31YkBHRY_BaB5DBYMLWFA&bvm=bv.51495398,d.d2khttp://www.rcpsych.ac.uk/pdf/Good%20Practice%20Guidelines%20for%20Appraisal%20(Feb10).pdfhttp://www.rcpsych.ac.uk/pdf/Good%20Practice%20Guidelines%20for%20Appraisal%20(Feb10).pdfhttp://www.rcpsych.ac.uk/pdf/Good%20Practice%20Guidelines%20for%20Appraisal%20(Feb10).pdfhttp://www.google.co.uk/url?sa=t&rct=j&q=&esrc=s&frm=1&source=web&cd=1&ved=0CDIQFjAA&url=http%3A%2F%2Fwww.rca.ac.uk%2FDocs%2FAPPRAISAL%2520GUIDELINES.pdf&ei=nR8mUqj6O5CRhQfP8YD4Dw&usg=AFQjCNEvt6qXola_Ac3v6Rm6LuYGQdPdMw&sig2=A31YkBHRY_BaB5DBYMLWFA&bvm=bv.51495398,d.d2khttp://www.google.co.uk/url?sa=t&rct=j&q=&esrc=s&frm=1&source=web&cd=1&ved=0CDIQFjAA&url=http%3A%2F%2Fwww.rca.ac.uk%2FDocs%2FAPPRAISAL%2520GUIDELINES.pdf&ei=nR8mUqj6O5CRhQfP8YD4Dw&usg=AFQjCNEvt6qXola_Ac3v6Rm6LuYGQdPdMw&sig2=A31YkBHRY_BaB5DBYMLWFA&bvm=bv.51495398,d.d2khttp://www.google.co.uk/url?sa=t&rct=j&q=&esrc=s&frm=1&source=web&cd=1&ved=0CDIQFjAA&url=http%3A%2F%2Fwww.rca.ac.uk%2FDocs%2FAPPRAISAL%2520GUIDELINES.pdf&ei=nR8mUqj6O5CRhQfP8YD4Dw&usg=AFQjCNEvt6qXola_Ac3v6Rm6LuYGQdPdMw&sig2=A31YkBHRY_BaB5DBYMLWFA&bvm=bv.51495398,d.d2khttp://www.google.co.uk/url?sa=t&rct=j&q=&esrc=s&frm=1&source=web&cd=1&ved=0CDIQFjAA&url=http%3A%2F%2Fwww.rca.ac.uk%2FDocs%2FAPPRAISAL%2520GUIDELINES.pdf&ei=nR8mUqj6O5CRhQfP8YD4Dw&usg=AFQjCNEvt6qXola_Ac3v6Rm6LuYGQdPdMw&sig2=A31YkBHRY_BaB5DBYMLWFA&bvm=bv.51495398,d.d2khttp://www.smallbusiness.co.uk/running-a-business/employing-staff/23579/how-to-conduct-staff-appraisals.thtmlhttp://www.smallbusiness.co.uk/running-a-business/employing-staff/23579/how-to-conduct-staff-appraisals.thtmlhttp://managing-employee-performance.com/performance-appraisal-how-to-give-feedback-on-performance/http://managing-employee-performance.com/performance-appraisal-how-to-give-feedback-on-performance/


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(H2) Unit


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STUDENTS NAME:



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Unit No: 20

Title: Units

Student: Class:




Student signature: Wayne Radford Date:04.09.2013


20.1.5 Identify teams suitable for a variety of purposes within the engineeringsector

20.1.6 Determine the responsibilities of teams to different groups20.1.7 Set suitable targets for teams working within the mechanical engineering

sector20.1.8 Compare various types of internal team management




Outcomes covered:

3) Establish the roles and responsibilities of teams

Internal verifiers

Signature:


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Final unit grade:

Lecturer:

Signature:

Date:


Name:

Date:


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Tutors comments:


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Pass criteria:

Identify 3 projects within the engineering sector.

With each project identity and explain the type of team you would expect to find working on the

project. Include :-

How the team members relate to each other and what philosophies you would expect

each project to identify with.

What responsibilities does each team member have and how do they relate to each other

and other groups.

How does internal team management change within each project.

Describe how you would set targets for the project to achieve.


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Contents

Type of Teams

Team Members

Case Studies


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Introduction

This assignment will look at the different types of team there are and the type of individuals which

will join those teams. The report will take a look at three project scenarios and select the type of

team and members of those teams which is believed to be the best to complete the project.

Types Of Teams

1. Permanent teams-These teams perform on a permanent basis and are not dissolved once the task is

accomplished. Let us understand the concept with an example. They are primarily responsible for

promoting their brand and designing marketing strategies to generate maximum revenue for their

organization. They work to achieve their targets well in advance, the team is always in place and

never dissolved. Their organization never asked them to leave. Such teams are called permanent

teams. Work or no work, the human resources team, operation team, administration team always

function effectively throughout the year and hence are permanent teams.

2. Temporary teams -Unlike permanent teams, temporary teams lose their importance, once the task isaccomplished. Such teams are usually formed for a shorter duration either to assist the permanent

team or work when the members of the permanent team are busy in some other project.When

organizations have excess of work, they generally form temporary teams which work in association

with the members of the permanent team for the accomplishment of the task within the stipulated

time.

3. Task Force -Such teams are formed for a special purpose of working on any specific project or finding

a solution to a very critical problem.. The task force explores all the possible reasons which led to a

severe problem and tries to resolve it within a given deadline.

4. Committee -Committees are generally formed to work on a particular assignment either

permanently or on a temporary basis. Individuals with common interests, more or less from the same

background, attitudes come together on a common platform to form a committee and work on any

matter. To organize any cultural event, organizations generally make committees to raise funds, invitecelebrities and all the major tasks involved to successfully organize any event. The committee

members work together, design strategies to successfully accomplish the task.In educational

institutes, various committees are formed where students with a common interest join hands to

organize cultural events and various other activities required for the all round development of

students.

5. Organization/Work Force -These groups are formed in organizations where team members work

together under the expert guidance of leader. A leader or a supervisor is generally appointed among

the members itself and he along with his team works hard to achieve a common goal. The leader all

through must stand by his team and extract the best out of each team member. He must not

underestimate any of his team members and take his team along to avoid conflicts.

6. Self Managed Teams -Self Managed Teams consist of individuals who work together again for a

common purpose but without the supervision of any leader. Here as the name suggests everyindividual is accountable for his individual performance. The team members of self managed teams

must respect each other and should never lose focus on their target. No leader is appointed and the

team members have to take their own responsibility. Individuals take their own intitiative.

7. Cross Functional Team -. Ideally the employees should be more or less on the same level to avoid ego

hassles. Individuals from different areas come and work together for a common objective to form a

cross functional team. In such teams, people from different areas, interests and likings join hands to

come out with a unique idea to successfully complete a task.

Ref;(http://www.managementstudyguide.com/types-of-teams.htm)04/09/2013
http://www.managementstudyguide.com/types-of-teams.htmhttp://www.managementstudyguide.com/types-of-teams.htmhttp://www.managementstudyguide.com/types-of-teams.htmhttp://www.managementstudyguide.com/types-of-teams.htm


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Individuals in Teams

In the nineteen seventies Dr Meredith Belbin at the Henley Management College began to observe

teams to see if problems could be resolved when joining them together. Belbin predicted that it was

intellect that decided the success of a team but in fact a result showed that it was behaviour and

people from a mixed back ground which had more to do with the success. Through this experiment

Belbin initially created eight team roles with a ninth to be later introduced. These were;

The Plant; The individuals are planted in a team as they are highly creative and have

excellent problem solving skill.

The Monitor Evaluator;These people are able to stand back and make impartial judgments

about situations.

Coordinators;Are able to keep the team focused and delegate work to the correct people.

Resource Investigators;Research on projects and ensure that the teams work will be

acceptable outside of the team.

Implementers;Build and carry out effective work strategies.

Complete Finishers;Are used at the end of a task to scrutinise the work and make sure it is

finished and does not need improving.

Team Workers;Often missed as a very important part of the team as they help the team to

gel together and this is not always realised until they are absent. They also complete work

on behalf of the team.

Shapers;Provide focus and drive to keep the momentum going.

Specialist;This team member was not recognised until later in the research. This team

member had specific knowledge around the projects goal but have tendency to be narrowed

minded towards their own field of expertise.

(www.belbin.com)

The report will now look at three case studies of projects within the engineering sector and

determine the type of team which would be associated with the project and the members of that

team and how they relate to each other.

Project One

Cylinder registration. This project involves the registration of assets. The assets include cylindrical

vessels for packaged gases, cylindrical tanks for cryogenic liquid transport and storage pallets for the

cylindrical vessels. All of these assets will have their serial number and a barcode link to each other

then uploaded to a database and linked into SAP. The project involves worldwide consultation is

ongoing and may take years to implement and will also require upkeep after it has started.

This kind of project is likely to need a temporary team whilst the setup is incurred and further down

the line a permanent team will be put into place to continue the project. This team may consist of :
http://www.belbin.com/http://www.belbin.com/http://www.belbin.com/http://www.belbin.com/


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Implementer, this person task would be to ensure that procedures are effectively in place

for registration of assets. They would need to make sure that objectives set to other team

members are met and make sure the project meeting milestones.

Monitor Evaluator, These people would check that the progress being made is acceptable

and that the assets are being registered correctly for instance operator training is being

completed effectively.

Team workers; These are operators who actually register the assets and are tasked with

complete their job with maximum efficiency and accuracy.

Shapers; These people would keep the momentum and drive of the project moving forward.

To manage performance on this project I would set KPIs for the registration rate of each asset so

that a certain amount of assets were being registered per hour.

Project Two

In this project the team are tasked with solving a particular problem which is that the pressure of acontainer vessels pressure keeps rising beyond acceptable limits. The team I would recommend for

this is a task force to find a solution to a specific problem. It will consist of:

Resource Investigators; They will be needed to investigate the implications of possible

solutions to the problem on other stakeholders.

Specialist; This person will have specific knowledge of cylindrical vessels, pressure system

and cryogenic liquid phases. This person is imperative to finding a solution that works.

The Plant; A creative individual who will be able to work with the specialist to think of ideas

and ways of solving the problem.

Complete finisher; This person will look at the final solution to the problem and research foroutside implications and see if there is any improvement which may be possible to move

forward.

The performance on this team could be monitored by the minutes of their meetings and how well

planned their meeting are. Also you could see how well they work together rby the amount of ideas

they come up with.

Project Three

This Project involves the construction of a new building on an engineering site. This could be a work

force implemented team for a short period of time to coordinate construction of the building. This

team could involve:

Coordinators; Who will delegate duties to different members of the team and keep the

team focused on milestone throughout the building projects.

Team workers; These may be construction worker completing the actual building work and

are imperative to the completion of the project.

Complete finishers; Again these people will look at the work which has been completed and

evaluate if it has been done correctly.


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References

Books

Team Management Secrets by Russ Slater 2010

Internet

http://www.managementstudyguide.com/types-of-teams.htm 04.09.2013

http://washingtontechnology.com/articles/2011/11/29/bosc-marketing-bd-team.aspx04.09.2013

http://www.arjanvanweele.com/29/text/35/files/Efficient_Purchasing-

Managing_effective_sourcing_teams.pdf04.09.2013
http://www.managementstudyguide.com/types-of-teams.htmhttp://www.managementstudyguide.com/types-of-teams.htmhttp://washingtontechnology.com/articles/2011/11/29/bosc-marketing-bd-team.aspxhttp://washingtontechnology.com/articles/2011/11/29/bosc-marketing-bd-team.aspxhttp://www.arjanvanweele.com/29/text/35/files/Efficient_Purchasing-Managing_effective_sourcing_teams.pdfhttp://www.arjanvanweele.com/29/text/35/files/Efficient_Purchasing-Managing_effective_sourcing_teams.pdfhttp://www.arjanvanweele.com/29/text/35/files/Efficient_Purchasing-Managing_effective_sourcing_teams.pdfhttp://www.arjanvanweele.com/29/text/35/files/Efficient_Purchasing-Managing_effective_sourcing_teams.pdfhttp://www.arjanvanweele.com/29/text/35/files/Efficient_Purchasing-Managing_effective_sourcing_teams.pdfhttp://washingtontechnology.com/articles/2011/11/29/bosc-marketing-bd-team.aspxhttp://www.managementstudyguide.com/types-of-teams.htm


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(H2) Unit

STUDENTS NAME:Wayne Radford



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Unit No: 20

Title: Units

Student: Wayne Radford Class:




Student signature: Wayne Radford Date: 03.09.2013


20.1.9 Identify the reasons for appraising team performance20.1.10 Establish the criteria by which the performance of different types of

teams are to be measured20.1.11 Conduct a performance review of a a team working within the

engineering sector20.1.12 Summarise the factors that are likely to motivate a team to achieve its

defined objectives




Outcomes covered: Internal verifiers

Signature:


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Final unit grade:

Lecturer:

Signature:

Date:


4) Review the performance of teams

Name:

Date:


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Tutors comments:


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Students comments:


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Pass criteria:

1) Identify and explain the reasons for appraising team performance.

2) Establish the criteria by which the performance of different types of teams is to be

measured.

3) Construct a guidance sheet on how you would conduct a performance review of a team

working within the engineering sector.

4) Summarise the factors that are likely to motivate a team to achieve its defined objectives.


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Guidance Sheet for Team Performance Appraisal

Does the team have clearly defined steps to achieve it goals?

Does the team have the right resources? (time, money , skills)

Does the team have effective leadership?

Does the team moniter its progress by milestone and KPIs ?

Is the team the right size and does it have correct people involved?


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Motivating a Team

If a team is motivated well it is more likely to achieve it objectives. It is not and easy task to motivate a team

and careful planning is necessary. You can start by explaining the positives of achieving the objectives and if

possible relate it to the members of how it may benefit them this is giving the members control of their own

future. Instead of boring task try to build a sense of curiosity within the team members minds and by doingthis the team will be interested in learning more and motivated to moving the project forward.

Use a plan of action that requires everyone to work together to achieve their goals. Make tasks that rely on

another tasks being completed by another team member to give the feeling of accountability with other team

members. Establish realistic goals and set up a tool such as a key performance indicator to measure that

distance towards their goal. Divide goals into step that can be check off along the way like bitesize chunks.

The team can then visual themselves reaching their goal.

Everybody likes to win, create a healthy competitive environment for your team members maybe introduce

incentives to inspire them. Be careful not to create a hostile environment. Inspire individuals to do well within

the team this helps to stop people hiding behind others effort because they are only being rewarded as a

team.

References

http://www.davidguest.com.au/blog/articles/team/teamwork-how-to-evaluate-and-appraise-team-

performance/03.09.2013

http://teamwork-dejest.tripod.com/id23.html 03.09.2013

https://www.google.co.uk/search?q=team+appraisal&source=lnms&tbm=isch&sa=X&ei=Iz0mUsWOOZCAhQe

3soCwBw&ved=0CAcQ_AUoAQ&biw=1024&bih=673#facrc=_&imgdii=_&imgrc=ciM74tw3OmSukM%3A%3BAF

OV6G4LeiGAkM%3Bhttp%253A%252F%252Fwww.robustpm.com%252Fimages%252Fteam_puzzle6.jpg%3Bhtt

p%253A%252F%252Fwww.robustpm.com%252Fprocesses%252Ftech_enabled%252Fprocess_man_prj_team.a

spx%3B400%3B28003.09.2013
http://www.davidguest.com.au/blog/articles/team/teamwork-how-to-evaluate-and-appraise-team-performance/http://www.davidguest.com.au/blog/articles/team/teamwork-how-to-evaluate-and-appraise-team-performance/http://www.davidguest.com.au/blog/articles/team/teamwork-how-to-evaluate-and-appraise-team-performance/http://teamwork-dejest.tripod.com/id23.html%20%2003.09.2013http://teamwork-dejest.tripod.com/id23.html%20%2003.09.2013https://www.google.co.uk/search?q=team+appraisal&source=lnms&tbm=isch&sa=X&ei=Iz0mUsWOOZCAhQe3soCwBw&ved=0CAcQ_AUoAQ&biw=1024&bih=673#facrc=_&imgdii=_&imgrc=ciM74tw3OmSukM%3A%3BAFOV6G4LeiGAkM%3Bhttp%253A%252F%252Fwww.robustpm.com%252Fimages%252Fteam_puzzle6.jpg%3Bhttp%253A%252F%252Fwww.robustpm.com%252Fprocesses%252Ftech_enabled%252Fprocess_man_prj_team.aspx%3B400%3B280https://www.google.co.uk/search?q=team+appraisal&source=lnms&tbm=isch&sa=X&ei=Iz0mUsWOOZCAhQe3soCwBw&ved=0CAcQ_AUoAQ&biw=1024&bih=673#facrc=_&imgdii=_&imgrc=ciM74tw3OmSukM%3A%3BAFOV6G4LeiGAkM%3Bhttp%253A%252F%252Fwww.robustpm.com%252Fimages%252Fteam_puzzle6.jpg%3Bhttp%253A%252F%252Fwww.robustpm.com%252Fprocesses%252Ftech_enabled%252Fprocess_man_prj_team.aspx%3B400%3B280https://www.google.co.uk/search?q=team+appraisal&source=lnms&tbm=isch&sa=X&ei=Iz0mUsWOOZCAhQe3soCwBw&ved=0CAcQ_AUoAQ&biw=1024&bih=673#facrc=_&imgdii=_&imgrc=ciM74tw3OmSukM%3A%3BAFOV6G4LeiGAkM%3Bhttp%253A%252F%252Fwww.robustpm.com%252Fimages%252Fteam_puzzle6.jpg%3Bhttp%253A%252F%252Fwww.robustpm.com%252Fprocesses%252Ftech_enabled%252Fprocess_man_prj_team.aspx%3B400%3B280https://www.google.co.uk/search?q=team+appraisal&source=lnms&tbm=isch&sa=X&ei=Iz0mUsWOOZCAhQe3soCwBw&ved=0CAcQ_AUoAQ&biw=1024&bih=673#facrc=_&imgdii=_&imgrc=ciM74tw3OmSukM%3A%3BAFOV6G4LeiGAkM%3Bhttp%253A%252F%252Fwww.robustpm.com%252Fimages%252Fteam_puzzle6.jpg%3Bhttp%253A%252F%252Fwww.robustpm.com%252Fprocesses%252Ftech_enabled%252Fprocess_man_prj_team.aspx%3B400%3B280https://www.google.co.uk/search?q=team+appraisal&source=lnms&tbm=isch&sa=X&ei=Iz0mUsWOOZCAhQe3soCwBw&ved=0CAcQ_AUoAQ&biw=1024&bih=673#facrc=_&imgdii=_&imgrc=ciM74tw3OmSukM%3A%3BAFOV6G4LeiGAkM%3Bhttp%253A%252F%252Fwww.robustpm.com%252Fimages%252Fteam_puzzle6.jpg%3Bhttp%253A%252F%252Fwww.robustpm.com%252Fprocesses%252Ftech_enabled%252Fprocess_man_prj_team.aspx%3B400%3B280https://www.google.co.uk/search?q=team+appraisal&source=lnms&tbm=isch&sa=X&ei=Iz0mUsWOOZCAhQe3soCwBw&ved=0CAcQ_AUoAQ&biw=1024&bih=673#facrc=_&imgdii=_&imgrc=ciM74tw3OmSukM%3A%3BAFOV6G4LeiGAkM%3Bhttp%253A%252F%252Fwww.robustpm.com%252Fimages%252Fteam_puzzle6.jpg%3Bhttp%253A%252F%252Fwww.robustpm.com%252Fprocesses%252Ftech_enabled%252Fprocess_man_prj_team.aspx%3B400%3B280https://www.google.co.uk/search?q=team+appraisal&source=lnms&tbm=isch&sa=X&ei=Iz0mUsWOOZCAhQe3soCwBw&ved=0CAcQ_AUoAQ&biw=1024&bih=673#facrc=_&imgdii=_&imgrc=ciM74tw3OmSukM%3A%3BAFOV6G4LeiGAkM%3Bhttp%253A%252F%252Fwww.robustpm.com%252Fimages%252Fteam_puzzle6.jpg%3Bhttp%253A%252F%252Fwww.robustpm.com%252Fprocesses%252Ftech_enabled%252Fprocess_man_prj_team.aspx%3B400%3B280https://www.google.co.uk/search?q=team+appraisal&source=lnms&tbm=isch&sa=X&ei=Iz0mUsWOOZCAhQe3soCwBw&ved=0CAcQ_AUoAQ&biw=1024&bih=673#facrc=_&imgdii=_&imgrc=ciM74tw3OmSukM%3A%3BAFOV6G4LeiGAkM%3Bhttp%253A%252F%252Fwww.robustpm.com%252Fimages%252Fteam_puzzle6.jpg%3Bhttp%253A%252F%252Fwww.robustpm.com%252Fprocesses%252Ftech_enabled%252Fprocess_man_prj_team.aspx%3B400%3B280https://www.google.co.uk/search?q=team+appraisal&source=lnms&tbm=isch&sa=X&ei=Iz0mUsWOOZCAhQe3soCwBw&ved=0CAcQ_AUoAQ&biw=1024&bih=673#facrc=_&imgdii=_&imgrc=ciM74tw3OmSukM%3A%3BAFOV6G4LeiGAkM%3Bhttp%253A%252F%252Fwww.robustpm.com%252Fimages%252Fteam_puzzle6.jpg%3Bhttp%253A%252F%252Fwww.robustpm.com%252Fprocesses%252Ftech_enabled%252Fprocess_man_prj_team.aspx%3B400%3B280https://www.google.co.uk/search?q=team+appraisal&source=lnms&tbm=isch&sa=X&ei=Iz0mUsWOOZCAhQe3soCwBw&ved=0CAcQ_AUoAQ&biw=1024&bih=673#facrc=_&imgdii=_&imgrc=ciM74tw3OmSukM%3A%3BAFOV6G4LeiGAkM%3Bhttp%253A%252F%252Fwww.robustpm.com%252Fimages%252Fteam_puzzle6.jpg%3Bhttp%253A%252F%252Fwww.robustpm.com%252Fprocesses%252Ftech_enabled%252Fprocess_man_prj_team.aspx%3B400%3B280https://www.google.co.uk/search?q=team+appraisal&source=lnms&tbm=isch&sa=X&ei=Iz0mUsWOOZCAhQe3soCwBw&ved=0CAcQ_AUoAQ&biw=1024&bih=673#facrc=_&imgdii=_&imgrc=ciM74tw3OmSukM%3A%3BAFOV6G4LeiGAkM%3Bhttp%253A%252F%252Fwww.robustpm.com%252Fimages%252Fteam_puzzle6.jpg%3Bhttp%253A%252F%252Fwww.robustpm.com%252Fprocesses%252Ftech_enabled%252Fprocess_man_prj_team.aspx%3B400%3B280http://teamwork-dejest.tripod.com/id23.html%20%2003.09.2013http://www.davidguest.com.au/blog/articles/team/teamwork-how-to-evaluate-and-appraise-team-performance/http://www.davidguest.com.au/blog/articles/team/teamwork-how-to-evaluate-and-appraise-team-performance/


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