Frontline managers have an important leadership role in the development of efficient and effective work teams. They play a prominent part in team planning, supervising the performance of the team and developing team cohesion. They provide leadership for the team and bridge the gap between the management of the organisation and the team members. As such they must 'manage up' as well as manage their team/s.

ELEMENT

PERFORMANCE CRITERIA

1. Plan to achieve team outcomes

1.1. Identify, establish and document team purpose, roles, responsibilities, goals, plans and objectives in consultation with team members

1.2. Support team members in meeting expected outcomes

2. Develop team cohesion

2.1. Provide opportunities for input of team members into planning, decision making and operational aspects of work team

2.2. Encourage and support team members to take responsibility for own work and to assist each other in undertaking required roles and responsibilities

2.3. Provide feedback to team members to encourage, value and reward individual and team efforts and contributions

2.4. Recognise and address issues, concerns and problems identified by team members or refer to relevant persons as required

3. Participate in and facilitate work team

3.1. Actively encourage team members to participate in and take responsibility for team activities and communication processes

3.2. Give the team support to identify and resolve problems which impede its performance

3.3. Ensure own contribution to work team serves as a role model for others and enhances the organisation's image within the work team, the organisation and with clients/customers

4. Liaise with management

4.1. Maintain open communication with line manager/management at all times

4.2. Communicate information from line manager/management to the team

4.3. Communicate unresolved issues, concerns and problems raised by the team/team members to line manager/management and ensure follow-up action is taken

4.4. Communicate unresolved issues, concerns and problems related to the team/team members raised by line managers/management to the team and ensure follow-up to action is taken

Required skills

communication skills to:

boost team morale

deal with team conflict

deliver messages from management

facilitate discussion

mentor and coach

leadership skills

planning and organising skills.

Required knowledge

organisational goals, objectives and plans

organisational policy and procedures framework

organisational structure, including organisational chart

principles and techniques associated with:

delegation and work allocation

goal setting

group dynamics and processes

individual behaviour and difference

leadership

motivation

negotiation

planning.

The Evidence Guide provides advice on assessment and must be read in conjunction with the performance criteria, required skills and knowledge, range statement and the Assessment Guidelines for the Training Package.

Overview of assessment

Critical aspects for assessment and evidence required to demonstrate competency in this unit

Evidence of the following is essential:

teamwork plan with details of how it was generated and how it will be monitored so that team goals can be met

techniques in communicating information, dealing with team conflict and resolving issues

knowledge of organisational goals, objectives and plans.

Context of and specific resources for assessment

Assessment must ensure:

access to appropriate documentation and resources normally used in the workplace.

Method of assessment

A range of assessment methods should be used to assess practical skills and knowledge. The following examples are appropriate for this unit:

analysis of responses to case studies and scenarios

direct questioning combined with review of portfolios of evidence and third party workplace reports of on-the-job performance by the candidate

observation of demonstrated techniques in working with team dynamics

observation of performance in role plays

oral or written questioning to assess knowledge of principles and techniques associated with group dynamics and processes

evaluation of opportunities provided for input of team members into planning, decision making and operational aspects of work team

review of feedback provided to team members

review of teamwork plan.

Guidance information for assessment

Holistic assessment with other units relevant to the industry sector, workplace and job role is recommended, for example:

other units from the Certificate IV in Frontline Management.

The range statement relates to the unit of competency as a whole. It allows for different work environments and situations that may affect performance. Bold italicised wording, if used in the performance criteria, is detailed below. Essential operating conditions that may be present with training and assessment (depending on the work situation, needs of the candidate, accessibility of the item, and local industry and regional contexts) may also be included.

Team purpose, roles, responsibilities, goals, plans and objectives may include:

action plans, business plans and operational plans linked to strategic plans

expected outcomes and outputs

goals for individuals and the work team

individual and team performance plans and key performance indicators

occupational health and safety (OHS) responsibilities

Consultation may include:

attending meetings, interviews, brainstorming sessions

using email/intranet communications, newsletters or other processes and devices which ensure that all employees have the opportunity to contribute to team and individual effectiveness

using mechanisms to provide feedback to the work team in relation to consultation outcomes

Responsibility for own work may involve:

individual and joint actions

individuals and teams

Feedback may refer to:

formal/informal gatherings between team members where there is communication on work related matters

informal communication of ideas and thoughts on specific tasks, outcomes, decisions, issues or behaviours

Relevant persons may include:

colleagues

direct superior or other management representatives

OHS committees and other people with specialist responsibilities

Communication may include:

face-to-face

formal/informal interaction

verbal, written or electronic communication

Line manager/management may refer to:

direct superior or other management representatives

Unit sector

Management and Leadership - Management

This unit contains employability skills.