1.1 Critically assess the links between team performance and strategic objectives.

Unit code: Y/506/9067 RQF level: 7

Aim

The aim of this unit is to allow learners to explore how team performance can be evaluated and optimised to realise strategic objectives. Learners will further be introduced to, and encouraged to discuss, some of the management models, concepts and ideas which could be used to help you set departmental, project, team and their own objectives. 

Learning Outcomes and Assessment Criteria Learning Outcomes. 

When awarded credit for this unit, a learner will: 

Assessment Criteria. 

Assessment of this learning outcome will require a learner to demonstrate that they can: 

1. Be able to set performance targets for teams to meet strategic objectives. 

1.1 Critically assess the links between team performance and strategic objectives. 

1.2 Critically evaluate tools and techniques available to set team performance targets. 

1.3 Critically evaluate the value of team performance tools to measure future team performance. 

2. Be able to agree team performance targets to contribute to meeting strategic objectives. 

2.1 Analyse how to determine required performance targets within teams against current performance. 

2.2 Address the need for individual commitment to team performance in achievement of strategic objectives. 

2.3 Critically evaluate the application of delegation, mentoring and coaching to the achievement of the strategic objectives. 

2.4 Critically evaluate a team performance plan to meet strategic objectives. Qualifi Level 7 Diploma in Strategic Management and Leadership Specification February 2024 

3. Be able to monitor actions and activities defined to improve team performance. 

3.1 Identify tools and methodologies to assess the process for monitoring team performance and initiate changes where necessary. 

3.2 Evaluate team performance against agreed objectives of the plan and address problematic performances. 3.3 Critically evaluate the impact of the team performance in contributing to meeting strategy. 

4. Be able to apply influencing skills to respond to the dynamics and politics of personal interactions. 

4.1 Determine influencing methodologies that can gain the commitment of individuals to strategy 

4.2 Critically discuss the impact of individual dynamics, interests and organisational politics on securing the commitment of individuals to strategy. Indicative Content In this unit learners will study a number of models, concepts and ideas which can be used to manage team performance. These include: 

• Setting the Context for team performance 
• IMPAQ Performance Management Approach 
• Performance Management System & Performance Appraisal Context 
• Elements of the Change Framework 
• Adair – action centres leadership 
• Scope & Objectives of change 
• Motivation Models and Concepts 
• Tuckman – Stages of team development 
• Latham and Locke 1990 
• The Performance Management Cycle 
• Aligning Team Goals with Organisational Strategy 
• The Performance Appraisal Cycle 
• The GROW Model and Coaching 
• Belbin – Team Size 
• Blended Performance Measures 
• Building Blocks for Highly Effective Teams 
• Managing the Psychological Contract 
• Adams 1965 Expectancy Theory 
• Current issues in performance management 
• Some Other Measurement Systems 
• Employee Engagement 

QUALIFI Level 7 Diploma in Strategic Management and Leadership March 2023 Page 15 of 43 Core Text Leading, Managing and Developing People, Rees, G. and French, R. 2010 

Suggested Resources http://www.cipd.co.uk/hr-resources/factsheets/identifying-learning-talent-developmentneeds.aspx Empowerment http://www.economist.com/node/12497834 Coaching and mentoring http://www.cipd.co.uk/hr-resources/factsheets/coaching-mentoring.aspx Managing stakeholders http://www.som.cranfield.ac.uk/som/dinamic-content/media/CR%20Stakeholder.pdf CMMI http://www.sei.cmu.edu/cmmi/ Nadler and Tushman - Organisational congruence model http://super-business.net/knowledgemanagement/853.html Porter’s Value Chain http://www.ifm.eng.cam.ac.uk/research/dstools/value-chain-/ http://super-business.net/knowledge-management/853.html Mintzberg - Crafting strategies https://hbr.org/1987/07/crafting-strategy/ar/1 TRIZ UK http://www.triz.co.uk/ Guānxi http://www.worldlearnerchinese.com/content/what-guanxi The 7 Habits of Effective Managers, Stephen Covey https://www.stephencovey.com/7habits/7habits.php QUALIFI Level 7 Diploma in Strategic Management and Leadership March 2

Core Text Leading, Managing and Developing People, Rees, G. and French, R. 2010 Suggested Resources http://www.cipd.co.uk/hr-resources/factsheets/identifying-learning-talent-developmentneeds.aspx Empowerment http://www.economist.com/node/12497834 Coaching and mentoring http://www.cipd.co.uk/hr-resources/factsheets/coaching-mentoring.aspx Managing stakeholders 

http://www.som.cranfield.ac.uk/som/dinamic-content/media/CR%20Stakeholder.pdf CMMI 

http://www.sei.cmu.edu/cmmi/ Nadler and Tushman - Organisational congruence model http://super-business.net/knowledgemanagement/853.html Porter’s Value Chain 

http://www.ifm.eng.cam.ac.uk/research/dstools/value-chain-/ 

http://super-business.net/knowledge-management/853.html Mintzberg - Crafting strategies 

https://hbr.org/1987/07/crafting-strategy/ar/1 TRIZ UK 

http://www.triz.co.uk/ Guānxi 

http://www.worldlearnerchinese.com/content/what-guanxi 

The 7 Habits of Effective Managers, Stephen Covey https://www.stephencovey.com/7habits/7habits.php 

QUALIFI Level 7 Diploma in Strategic Management and Leadership March 2023 Page 16 of 43 General systems model

 http://www.open.edu/openlearn/science-maths-technology/computing-and-ict/systemscomputer/systems-thinking-and-practice/content-section-0 Problem structuring methods

 http://www.sciencedirect.com/science/article/pii/S0377221703000560 The Core Competence of the Corporation, Prahalad and Hamel 1990

 http://www.enterrasolutions.com/media/docs/2013/08/Prahalad_Hamel_1 990.pdf Emotional intelligence http://psychology.about.com/od/personalitydevelopment/a/emotionalintell.htm

 https://www.stephencovey.com/7habits/7habits.php Kakabadse http://www.kakabadse.com/

 Neuroscience for Leadership: Harnessing the Brain Gain Advantage (The Neuroscience of Business) http://www.amazon.co.uk/Neuroscience-Leadership-Harnessing-AdvantageBusiness/dp/1137466855 Belbin

 http://www.belbin.com/rte.asp?id=73&pressid=31 Emotional intelligence

 http://psychology.about.com/od/personalitydevelopment/a/emotionalintell.htm Win-win https://www.youtube.com/watch?v=t9Lo2fgxWHw

 https://en.wikibooks.org/wiki/Introduction_to_Game_Theory/Prisoner%27s_Dilemma 5 conflict management styles

 http://sourcesofinsight.com/conflict-management-styles-at-a-glance/

Sample Answer

1.1 Critically assess the links between team performance and strategic objectives.

Team performance is intrinsically linked to the strategic direction of an organisation. Strategic objectives provide the overarching goals that define long-term organisational success, while team performance determines how effectively these objectives are achieved at operational levels. When aligned properly, high-performing teams translate strategic vision into tangible outcomes.

The Balanced Scorecard (Kaplan & Norton, 1996) offers a framework where team activities can be mapped against strategic goals in four areas: financial, customer, internal processes, and learning and growth. If a company’s strategic aim is to improve customer satisfaction, team objectives may include reducing service response times or increasing customer retention rates. The Tuckman model (1965) – forming, storming, norming, performing – shows how cohesive team development supports long-term strategic alignment.

1.2 Critically evaluate tools and techniques available to set team performance targets

Effective performance targets require SMART criteria (Specific, Measurable, Achievable, Relevant, and Time-bound). Techniques such as KPIs (Key Performance Indicators), OKRs (Objectives and Key Results), and benchmarking are widely used to set performance expectations. Locke and Latham’s Goal Setting Theory (1990) further supports that clear and challenging goals increase motivation and performance.

In agile project management, sprint goals and burndown charts are commonly used to track performance against deliverables. Adair’s Action-Centred Leadership Model suggests that balancing task needs with team and individual needs ensures performance targets are both realistic and effective.

Continued...