CMI 505 Assignment Example

At Level 5, the majority of assessable work produced by learners is expected to be in written form, regardless of how it is generated or recorded. For this unit, the expected word count should be around 3500-4000 words, with a tolerance of +/-10%. While exceeding the word count is not a reason for referral, CMI reserves the right to return work to the Centre for editing and resubmission by the learner.

The following items are excluded from the word count if included but not required by the assessment brief: an introduction to a job role, organisation, or department; index or contents pages; headings and subheadings; diagrams, charts, and graphs; reference list or bibliography; and a reflective statement on how completing the assignment has impacted the learner’s work. For more information, refer to the CMI Assessment Guidance Policy.

To successfully create a new team that can achieve the organisation’s goals, a manager needs to understand the required skills and capacity, the framework the team will work within, and the theories behind team formation.

Assessment Questions

LO1 Understand the purpose and characteristics of successful teams

Understanding the purpose and characteristics of successful teams is important because it helps you determine whether a team is likely to succeed.

AC 1.1 Examine the factors to consider when forming a team

Example

When forming a team, several important factors should be considered. First, the team’s purpose must be clear, and all members should understand it. The team should also have a shared goal that everyone is working towards. The size of the team will depend on the task at hand, but typically, a team should consist of 5 to 10 members.

The composition of the team is also crucial. A diverse team, with members bringing different skills and knowledge, ensures the team is well-rounded and capable of tackling tasks from various angles. The team’s location can affect how often members can meet. If the team is spread across different regions or countries, regular meetings may not be possible, making effective communication tools essential for collaboration.

The structure of the team should be clearly defined so that everyone knows their role and responsibilities. This helps ensure the team functions smoothly and effectively. Finally, the team’s dynamics, or the way members interact with each other, play a significant role. A healthy balance of personalities is important to foster productive discussions and debates, which contribute to the team’s success.

AC 1.2 Analyse the characteristics of successful teams using theoretical models

Example

Successful teams often share several key characteristics. These include good communication, which helps members stay connected and informed, and effective collaboration, where team members work well together toward shared goals. Clear goals and objectives are also essential, ensuring everyone knows what they are working to achieve. A positive team spirit fosters a supportive environment, while strong leadership provides guidance and direction. Good time management ensures tasks are completed efficiently, and the ability to handle conflict helps resolve issues that may arise. Finally, a willingness to learn from mistakes allows the team to grow and improve over time.

While there’s no single formula for success, understanding these common traits can help you build and manage a successful team. Every team will have its own unique strengths and weaknesses, but these characteristics provide a solid foundation for success.

AC 1.3 Specify the purpose of different types of teams within organisations

Example

Organisations have various types of teams, each with a specific role.

• Operational teams are responsible for the day-to-day activities of the organisation. These teams usually consist of front-line staff who perform essential tasks that keep the business running.
• Project teams focus on specific tasks or projects. They are typically temporary, formed to complete a particular goal, and disband once the project is finished.
• Strategic teams are in charge of developing and implementing the organisation’s long-term strategy. These teams generally consist of senior managers who have a broad understanding of the business.
• Functional teams handle specific areas within the organisation. These teams are made up of specialists who have deep knowledge in their respective fields.

LO2 Understand approaches to team formation

Understanding the different approaches to team formation is important to ensure that teams are set up in the most effective way for the task at hand.

AC 2.1 Evaluate theoretical models used for team formation

Example

There are several theoretical models that can help with team formation:

• The Belbin model: This popular model identifies nine roles that are essential for a team to function well, helping to balance different strengths and abilities within the group.
• The Tuckman model: This model describes four stages that teams go through as they develop: forming, storming, norming, and performing. Understanding these stages can help manage team growth and progress.
• The Myers-Briggs Type Indicator (MBTI): The MBTI is a personality test that helps understand how people interact. By using this test, teams can be formed with individuals who have complementary personality types, improving team dynamics.
• The Big Five personality model: Another personality test, this model identifies five key personality traits. Understanding these traits can help in forming teams that work well together by considering different personality types.

AC 2.2 Assess practical approaches to team formation

Example

There are several practical approaches to forming teams:

• The random approach: This involves selecting team members at random from a pool of potential candidates. It’s often used for simple tasks that don’t require specific skills or knowledge.
• The functional approach: In this approach, teams are formed based on the specific functions or tasks that need to be performed. It’s used for more complex tasks that require specialised skills or knowledge.
• The geographical approach: Teams are formed based on the location of team members. This is useful when the task requires people to work close together physically.
• The demographic approach: This approach forms teams based on demographic factors like age, gender, or ethnicity. It’s often used when a task requires a diverse team for better success.

LO3 Know how to analyse and respond to challenges in team formation

Being aware of the challenges that can arise during team formation is important so that you can address them effectively.

AC 3.1 Analyse challenges which occur in team formation

Example

There are several challenges that can arise during team formation:

• The halo effect: This is when people form biassed opinions about others based on one or two traits. It can lead to unfair judgments and cause people to be excluded from teams.
• The self-fulfilling prophecy: This happens when people behave in ways that confirm their expectations of others. In team formation, it can result in individuals being treated differently based on assumptions about their abilities.
• The impact of personality: Different personality types can affect how well people work together. If team members don’t get along, it can cause issues during team formation.
• The impact of culture: People from different cultural backgrounds may have different values and beliefs, which can lead to misunderstandings or conflicts in team formation.

AC 3.2 Recommend approaches for responding to challenges when forming teams

Example

There are several approaches that can help address challenges during team formation. One effective method is using team-building exercises, which allow team members to get to know each other better and understand each other’s strengths and weaknesses. This can reduce the effects of biases like the halo effect and self-fulfilling prophecy. Another approach is ensuring the team is diverse. A diverse team is more likely to succeed because it brings a variety of skills and knowledge, which helps in completing tasks more effectively. Lastly, encouraging open communication among team members is crucial. It helps reduce issues arising from personality or cultural differences, fostering better collaboration and understanding within the team.

LO4 Know how to evaluate the performance of a newly formed team

AC 4.1 Recommend approaches for measuring the performance of a newly formed team against organisational objectives

Example

There are several approaches to measuring the performance of a newly formed team against organisational objectives. The first step is to set clear objectives for the team. These objectives should be specific, measurable, achievable, relevant, and time-bound (SMART). Once objectives are in place, the next step is to track the team’s progress. This can be done through various methods, such as monitoring the number of tasks completed or the time spent on each task.

After tracking progress, it’s important to evaluate the team’s results to see how well they align with the set objectives. This evaluation helps identify any areas where the team may not be meeting expectations. Finally, based on the evaluation, necessary adjustments should be made. This could involve revising the team’s objectives or altering the methods used to track progress, ensuring the team stays on course to achieve its goals.

Must Read:

• CMI 505 Forming Successful Teams