Contents

Part A...............................................................................................................................................2
Send an email to the team............................................................................................................2
Conduct a meeting with team.......................................................................................................3
Meeting summary........................................................................................................................3
Team Performance Plan...............................................................................................................4
Send an email to the team............................................................................................................5
Part B...............................................................................................................................................6
Professional Development Policy and Procedures for FSEC......................................................6
Purpose of the policy................................................................................................................6
Scope of the policy...................................................................................................................6
Types of professional development that may be undertaken...................................................6
Process for identifying professional development needs.........................................................7
Criteria for determining whether the professional development opportunity is appropriate...7
Budget allocated to each staff member....................................................................................8
Process for documenting and evaluating outcomes from professional development..............8
Email to assessor..........................................................................................................................8
Part C...............................................................................................................................................8
Part A

Send an email to the team

Invitation of performance plan meeting

Good Morning.
It is a great pleasure to have you all to work with. I am sending this email regarding a
performance plan meeting where we will discuss about everyone’s contribution to achieve a
business goal, this email enclosed the operational plan which describes our strategy, objectives,
goals and as well as actions to achieve them within desired time and duration. I would urge
everyone before coming to the meeting, kindly have a look at the operational plan so that
everyone can actively participate in the meeting with question, solution and feedback.
I would like to invite you all to attend the meeting for further discussion of our plan to help the
business. Below are the details of the meeting;

Date: 9th March

Time: 10 am
Duration: 90 minutes
Location: Conference room

Thanks for your time and cooperation.

Best Regards,
XYZ
Marketing and Communication Manager,
Football South East Coast,
NSW South Coast.
Conduct a meeting with team

Meeting has been conducted in the classroom with other team members considering the
important issues and operational plan was reviewed. The feedback was taken from the team
members and on that briefed them on the team performance plan along with its template.

Meeting summary

A team performance according to our operational plan which has been held on 10/03/2020 and
also a workplace concern that has been appeared in the group meeting. 
In the meeting we have been covered the followings, 
 Discussed operational plan
 Discussed about the team performance and
 Discussed about our 12 months’ goal achieve plan and team contribution.       
In the meeting we have realized that the allocated budget is too low to achieve the required
marketing outcomes. Since our team has to build up a strong relationship with the customers by
organizing events and program, our budget should increase more for organizing events. Each
team members have found out the prices of products in the economy is increasing and our budget
seems like to achieve a goal for 5 years back marketing plan. We discuss the organizing events
cost and realize that our budget should be increased by at least 20%. 
On the other hand, for the membership growth we have found the best way is to give promotion
such as giving 1-week free membership. This types of promotional tools also will cost us more
than it used to previously. As a result, our team required at least 15% increase of the budget for
the membership growth. 
I hope I have given a brief overview about our meeting. If any clarity is required on the above
summary kindly inform me for further explanation.
Team Performance Plan

Name of Team
Football South East Coast (FSEC) Marketing Team

Plan timeframe
Our team performance plan will be for 12 months. Which will be divided into 4 timeframes.

Name of Manager
XYZ

Date of performance planning discussion

10/03/2020

Date of mid cycle review discussion

6 months

Date of end cycle review discussion

12 months

1. Outputs, projects and deliverables: What will your main work be this year?
Our team will be responsible for the Membership Growth which is involving more girls along
with the boys, Programs and Events and Volunteer Development.

2. Conduct and behaviours: How will you do your work and interact with others this
year?
In our team we will be following FSEC code of conducts and FSEC Members interaction. Which
will guide our team members to deal with the people inside and outside of the organization.

3. Knowledge and skills: What do you need to do your job well this year?
In our team, knowledge about football is a must so that we can convince people by telling the
benefit of football and our contribution to let people achieve that benefit. Working in a marketing
department all of our team members must have a great communication skill. With a strong
communication skill, we will be easily achieving our target for this year. Since this year we have
decided to increase our members and volunteer, our team member will be needing to go to
different school and college to find out those potential members. Our team will need to have a
proper training within the organization with superior to know more about the business ongoing
process.

4. Support needed to do my job well?

In our organization we have to take a permission from our superior or manager where we have a
cost. If I get the permission for a particular amount of cost for performing my job well that will
be less time consuming and will help the total team and business.

5. How do I know if I am performing well?

When our plan of work will go smoothly, we will achieve membership growth, successful
events, and strong relationship with members. In case we are not gaining any of these we have to
go back and check our mistake.
Send an email to the team

Team performance plan

Dear Team,
This email is regarding the team performance plan that we have discussed in the group meeting
and please give your feedback after carefully understanding the plan. This email also includes
the time frame of the next 12 months meeting along with the feedback for the workplace concern
that rise during the meeting.
Please find the attachment of the Team Performance Plan.
Also find below the next 12 month meetings details as follows;
20/06/2020, 11:00 am, Conference room
15/09/2020, 13:00 pm, Conference room
25/12/2020, 15:00 pm, Conference room
Moreover, we have received the approval of desired budget raise from our supervisor to help
achieve our target. Therefore, I believe all of you will work together to give your best as one
team. Furthermore, in next 12 months we have planned two training and developmental sessions
for the team and that comprises of the following;

 Customer service (knowing the customer needs and connect them with the business plan)
 Managing events

I hope I have given a brief overview about our meeting. If any clarity is required on the above
summary kindly inform me.

Best Regards,
XYZ,
Marketing and Communication Manager,
Football South East Coast,
NSW South Coast.

Part B

Professional Development Policy and Procedures for FSEC

Purpose of the policy

The purpose of this policy is to ensure that all education, training and development of the
Board’s staff is relevant, effective and timely. The Policy clarifies the roles and responsibilities
of all those involved in the staff development process and outlines a framework through which
the Board provides a continuous programme of staff and organisational development at FSEC.
Scope of the policy
The policy applies to all permanent staff members and volunteer in the FSEC.
Types of professional development that may be undertaken

Workshops: Our coaches will go to the School Sport-AFL Level 1 coaching Accreditation for
primary teachers and who have completed Athletics Level 2 will join School Sport- Athletics
Rules Refreshers.
Conferences: Our coaches will join the professional development coaching conference by
Football Coaches Australia. For better Customer service we will also participate in Garter
Customer Experience & Technologies Summit.
Short courses: For the coach ALDI MiniRoos Certificate by Eastern Suburbs Football
Association Inc. and for attracting more members Professional Telephone skills arranged by
New horizons learning centre
Mentoring: Our Mentoring program will be started from the coordinating course therefore at
first we will go for the Club Coaching Coordinating Program by NSW District Football
Development Council
Webinar: The webinar development we will be going for few training course arranged by Sports
Community such as Understanding how to create successful Clubs and Why do clubs find it so
hard to get volunteers?
Tutorial: The tutorial training we will join Brisbane Football Club Community Membership by
ACU Brisbane Football Club.
Process for identifying professional development needs

Individual performance appraisal: Before assigning any job an individual will be evaluate by
personal performance. If the superior feels a need of a training or development, that staff will get
appropriate training.
Knowledge evaluation: When a staff’s knowledge about the job is not up to date, that staff will
need a development of knowledge to follow up today’s trend.
Using a questionnaire: When needed a superior can test the lacking of a staff by using a
questionnaire. Where the superior will ask only those question which will lead to a conclusion of
the staff’s development need.
Ask employee:  Gathering feedback from your employees is as good a place to start, as any
when trying to identify training needs. Use focused employee evaluation to encourage honest and
open feedback. This will create helpful dialogue about career development and enable you to
identify specific training requirements.

Criteria for determining whether the professional development opportunity is appropriate

Professional development opportunity must go with the staff role in the business. Such as,
marketing officer will be allowed to do customer service development not computer training.
 The value of the investment given for the training must bring equable benefit to the
business.
 The benefit from the training will not be limited for a particular amount of time. It has to
be an ongoing process. Such as, customer service development will give the benefit to
our business continuously.
 All Staff members will be capable to follow benchmark hours to perform their job which
will bring effectiveness.
 Professional development opportunities will establish a standards of performance in the
work place to make a consistency among the organization.
 Training comes with qualitative or quantitative information will be useful to managers,
and others.
 Staffs will get empowerment or self-esteem if successful which will be an example for
others.
 All professional development plans must create trust in participants to accomplish their
task. It should not be only related within the training course.
Budget allocated to each staff member
$1,000 has been allocated yearly for a member professional development.

Process for documenting and evaluating outcomes from professional development

 All details of professional development must be documented including, receipts, any
entry card, pictures etc.
 Staff will be evaluated by their performance after participating the development
opportunities
 Staff will be given to perform the particular job to show their development
 Staff need to documents their learning for further use of the training process for future
use.

Email to assessor

Professional development policy and procedure

Dear Team,
I am sending you our professional development policy and procedure document, also please find
enclosed the attachment and prepare yourself for your appropriate training session.
You are all expected to attend the training and development opportunities to make sure
individual effectiveness and efficiency for the workplace and achieve our business goal.
Thanks for your cooperation.

Best Regards,
XYZ,
Marketing and Communication Manager,
Football South East Coast,
NSW South Coast.

Part C

1. Explain the origins and the concept of the term group dynamics.
A group can be defined as several individuals who come together to accomplish a particular task
or goal. Group dynamics refers to the attitudinal and behavioral characteristics of a group. Group
dynamics concern how groups form, their structure and process, and how they function.
2. Explain three aspects of group dynamics that can have a negative effect on team
performance.
There are several aspects of group dynamics which can bring negative effects to the team
performance due to the involvement of individuals and their interaction with each other’s.
Firstly, individuals form relationships based on the implicit expectation of mutually beneficial
exchanges based on trust and felt obligation. Thus, a perception that exchange relationships will
be positive is essential if individuals are to be attracted to and affiliate with a group. This
expectation always cannot be fulfilled since people have different perception creating conflict
between group members and hence team performance.
Secondly, individuals get a sense of identity and self-esteem based upon their membership in
salient groups. The nature of the group may be demographically based, culturally based, or
organizationally based. Individuals are motivated to belong to and contribute to identity groups
because of the sense of belongingness and self-worth membership in the group reports
Lastly, individuals always want to be listened and have a tendency to prove themselves right in
all aspects. Psychologically nobody wants to feel like a wrong person. When individuals don’t
get the acceptance from most of the team member, they feel neglected and stop or reduce the
contribution.

3. Discuss in 3 to 4 paragraphs the phenomenon of social loafing in groups, its negative

consequences and the effect of group size and culture.
Many reasons explain why social loafing occurs, below are several explanations of social loafing
causes:
Team members believe that others are not putting forth as much effort as themselves. Since they
feel that the others in the group are slacking, they minimize their efforts too. This causes a
downward cycle that ends at the point where only the minimum amount of work is performed.
This also changed the culture of the team by influence everyone else to do so.
Loafing begins or is strengthened in the absence of an individual evaluation structure imposed by
the business environment. This occurs because working in the group environment results in less
self-awareness as a result people do not give their 100% effort since they do not get any return
for that hard work. This phenomenon pushes a poor team performance and also messy culture.
For example, a member of a sales team will loaf when sales of the group are measured rather
than individual sales efforts.
If an individual believes compensation has not been allotted equally amongst group members, he
will withdraw his individual efforts. Social loafing engenders negative consequences that affect
both the group as a whole, the culture of the business as well as the individual. Where the output
of the team performance decrease and conflict in the business people increases.
4. Discuss three strategies for preventing social loafing in groups.
When doing work as part of a group, People often take less accountability for individual and
team performance. This tendency, called “social loafing”, where some of us may take advantage
of a situation in which it’s harder to pinpoint individual’s responsibility.
Three strategies for preventing social loafing can be as follows,
 Use Meaningful Metrics That Connect Individual Contributions to Team Goals
If the team’s ultimate goal is to increase sales, it’s easy to evaluate the sales managers based on
monthly revenue. It may not be as easy to evaluate the marketing manager’s performance, but
it’s just as important. Consider what metrics you can use to evaluate each role.
 Ensure Transparency of Individual Tasks and Goals
Within a cross functional team, a lack of clarity about who will work on a specific task is not
uncommon. This can be avoided by taking the time to develop actions plans and making them
visible through shared documents or project management software, such as Basecamp. When the
tasks are clearly defined and assigned to a specific person with a set deadline, that person will
have no excuse for not completing his or her work on time
 Track Progress on Assignments
Don’t simply assign a task and walk away. Establish key milestones with estimated completion
dates, and use those milestones as opportunities to check in with individuals. Take the time to
discuss their progress and identify any roadblocks. If someone is falling behind on a particular
task, find out why and provide coaching when appropriate. These practical actions not only
reinforce an individual’s role in making the team a success but also make their role and
contribution transparent to others.

5. Discuss in a paragraph the phenomenon of Groupthink.

There is another type of decision making process that involves a group of people who act
collectively to analyze problems and evaluate alternate courses of action to come up with a
solution. Group decision making may commonly require a number of people ranging from 2-7 to
participate in the discussions. These groups may either be formal or informal, depending on the
goal they want to pursue. Their effectiveness will be dependent on the size, demographic nature,
purpose, and structure.

6. Outline three advantages and three disadvantages of group decision-making.

List of Advantages of Group Decision Making
  Provides Greater Alternative Solutions: Due to the number of people involved with
this process, it can take advantage of the expertise and strengths of the members. So they
can generate greater number of alternative solutions with higher quality compared with
just one individual doing the task.
 Collective Understanding: The essence of group decision making may lead to a higher
collective understanding of the course of action to be chosen. This is because many may
have possibly been a part of the decision through their own ideas and suggestions.
 Due to a group discussion a team will get different solution or alternatives from different
skills people. In case one person fail to accept the alternatives then other can accept the
challenge and say yes we can do it since he or she has the skill.

List of Disadvantages of Group Decision Making

 Slow at Making Decisions: Due to the number of people involved in making decisions,
it can consume more time than allowing an individual to make it his own.
 Potential for Group Polarization: Another disadvantage when relying on group
decision making is group polarization. This can happen when the group will converge to
a more extreme solution for a particular problem. Thus, it can result to a risky shift when
majority of the group decide an extreme decision.
 Still Much to Learn: For a lot of people, this notion of group decision making is a
continuous life process. So there is still a lot to learn about the functioning and
development of groups when handling critical situations.

7. Discuss three team-building techniques, using examples to illustrate your answer.

STAR team model:
The STAR team model suggests that effective teamwork in the workplace happens when four
elements Strengths, Teamwork, Alignment and Results are in place
 Individuals flourish as they use and develop their Strengths
 People come together building relationships that result in effective Teamwork
 The team leader aligns the team through effective communication of purpose, so that
individual strengths combine with teamwork to deliver the teams results

Cohesive team:
Starting up properly is perhaps one of the most important team building techniques and it is
crucial to begin with a clear sense of what results you want to achieve as a team, and that they
are meaningful and significant for the team members. Get this right and you have a jump start on
building a cohesive team. Having formed your team, the next set of team building techniques
you need is to develop the team.
Investigate:
Before making any group it is very important to know about the people who are in the group.
Therefore, to find out the strength and weakness about the group members’ one survey can be
done by questionnaire. According to the result, the leader then can find out some solution to
remove the group weakness and a way to use the strength for the benefit of the team.
8. Explain the concept of a team consensus.
Consensus decision-making is a group decision-making process in which group members
develop, and agree to support a decision in the best interest of the whole. It is not simply
agreeing on a decision but also making a positive solution from everyone’s point of view. In a
simple way, it is a solution from everyone.
9. Discuss two methods that can be used to assist teams to reach consensus.
Below there are two methods given for team consensus.
The Hoy-Tarter Model of Decision Making:

This method is mostly based on who should be included in the team decision making process. In
this model, the main goal is to figure out exactly who should be included in the decision making
process. Different decisions are going to require different inputs from various people, so
determining who should be included in making the decision is a key step not to be overlooked.
The first step in the process of using this model is to think about each of your team members in
reference to a four-quadrant matrix that will help you determine whether or not each person
should be included.
Hartnett’s CODM Model:

This model calls for following through with a seven-step process. The seven steps are as follows:
 Framing the problem
 Having an open discussion
 Identifying Underlying Concerns
 Developing Proposals
 Choosing a Direction
 Developing a Preferred Solution
 Closing

Regardless of the decision that needs to be made, this is a solid framework that you can use to
walk through the process from start to finish. Of course, it may be necessary to tweak the model
slightly in order to have it fit nicely with the needs of your organization.

10. Explain four simple steps for resolving a workplace dispute.

Resolving workplace resolution is very important to continue a good workflow in the
organization. However, the most important question how to resolve any dispute positively. There
are four steps given for resolving the workplace resolution.
 Clarify the conflict, find out the root of the conflict with active listening so that you can
remove it forever
 Create a common goal for both parties, in this way both will be benefited for doing same
and best work.
 Find out the berries, the two parties acknowledge what has brought them into the conflict
and talk about what problems may prevent a resolution.
 Acknowledge the solution and determine each party’s responsibilities, both sides need to
own their responsibility in the resolution of the conflict and express aloud what they have
agreed to.

11. Explain why is it important to have an effective dispute resolution process?

Effective dispute resolution can assist bosses with maintaining great associations with their
representatives by managing work environment issues at a beginning period. Representatives
will probably be more agreeable and gainful on the off chance that they realize that their
complaints will be considered important by the business and there is the open door for a free
gathering to help with settling the debate on the off chance that it can't be settled at the working
environment.
An effective dispute resolution process with an attention on successful goals at the work
environment level may stay away from the expenses of settling a case remotely; for example, via
arbitration before the Fair Work Commission, or through litigation in the Federal Court of
Australia.